Professional Documents
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BMC a producer of software products, gives top priority to keep talented workers by:
Pay an incentive to designers of new products. Gives a percentage of any sales their products generate, Provides other rewards to top performers/ performing teams. Profit-per-employee is among the highest in the industry.
Motivation is the process that accounts for an individuals intensity, direction, and persistence of effort towards the attainment of a goal.
Intensity is how hard a person tries Direction is the orientation that helps realize the objective Persistence is a measure of how long a person can maintain his/her effort
Motivated individuals stay with a task long enough to achieve their goal
Maslows Hierarchy of Needs Theory ERG Theory by Clayton Alderfer Theory x, theory Y -By Douglas McGregor Motivation-Hygiene Theory or Herzbergs Two-factor Theory The Theory of Needs Goal-Setting Theory (Edwin Locke) Equity theory- J.Stacy Adams Expectancy Theory- Victor Vroom
Self-Actualization
The drive to become what one is capable of becoming
other survival needs. Safety. Security, stability, and protection from physical or emotional harm. Social. Social interaction, affection, companionship, and friendship.
achievement, status, recognition, and attention Self-actualization. Growth, selffulfillment, and achieving ones potential
Higher-Order Needs
Needs that are satisfied internally; social, esteem, and self-actualization needs
Self Esteem
Social
Safety Physiological
meditate!
There are three groups of core needs: existence, relatedness, and growth
Existence: Basic material existence requirements. Physiological + safety needs of Maslows Hierarchy
Relatedness: The desire for maintaining important interpersonal relationships. Social + External factor of Esteem need ( status, recognition, and attention)
Growth: An intrinsic desire for personal development. Internal factor of esteem (Self-respect, autonomy, achievement) + Self- Actualization.
1. More than one need may be functional at the same time 2. If the gratification of a higher-level need is stifled, the desire to satisfy a lower-level need increases. (Frustration-regression dimension)(Ex:starving artist who can struggle for growth even if he is hungry.)
ERG theory represents a more valid version of need hierarchy
Theory X Workers
Dislike Work
Avoid Responsibility
Self-Directed
Theory Y Workers
Enjoy Work
Accept Responsibility
Theory X
Assumptions
Individuals
Inherently dislike work and will try to avoid it They avoid responsibilities Seek formal direction Place security above all other work-related factors Display little ambition
Theory Y
Assumptions:
Individuals
View work as being as natural as rest or play Committed to their objectives The individual can learn to accept, even seek, responsibility Individuals have innovative decision-making skills
Implications
Theory X assumes that lower-order needs dominate individuals Theory Y assumes that higher-order needs dominate individuals
Proposals of Mc Gregor
Participative decision making Responsible and challenging tasks Good group relations - Maximize motivation
Motivation-Hygiene Theory
Frederick Herzberg asked workers to describe situations in which they felt either good or bad about their jobs
Theory asserts that Intrinsic factors are related to job satisfaction - motivating factors Extrinsic factors are associated with dissatisfaction - hygiene factors
Factors characterizing events on the job that led to extreme job dissatisfaction
Factors characterizing events on the job that led to extreme job satisfaction
When hygiene factors are adequate, people will not be dissatisfied; Neither will they be satisfied
David McClelland
Need to excel To achieve in relation to a set of standards, to strive to succeed To make others behave in ways in which they would not have behaved otherwise Desire for interpersonal relationships
Individuals with a high need to achieve are strongly motivated in situations where
High achievers are interested in how well they do personally and not in influencing others to do well
The needs for affiliation and power tend to be closely related to managerial success. The best managers are high in their need for power and low in their need for affiliation.
Goal-setting Theory
Intentions to work toward a goal are a major source of work motivation Goals tell an employee what needs to be done and how much effort is needed
Challenging Goals
Task Effort
Task Performance
Goal Commitment
Participation in Goal Formation (sometimes)
Elizabeths boss starts out the day each morning saying, Bet you wish
Elizabeths boss may well be a Theory X manager, as she/he assumes employees dont like work and/or want to be there.
Would a gym membership be considered a motivator or hygiene factor, according to Herzberg? Discuss with a classmate.
Know your group members needs Unsatisfied needs motivate or a satisfied need activates movement to a new need level Participative decision making, responsible and challenging tasks and good group relations maximize motivation Allow group members greater responsibility in planning and controlling their work
Variables such as education, family background, and cultural environment can alter the driving force that a group of needs holds for a particular individual Train your group members according to their needs or groups need Hard and specific goals-a potent motivating force
Motivation is influenced significantly by relative rewards as well as by absolute rewards Understanding of an individuals goals and the linkage between effort and performance- imp. An individual may be willing and able, there may be obstacles that constrain performance.
Leadership
Leaders role
Managers role
Leaders establish direction by developing a vision of the future They align people by communicating this vision and inspiring them to overcome hurdles
Leadership is defined as the ability to influence a group toward the achievement of goals The source of this influence may be Formal Informal
Organizations need strong leadership and strong management for optimum effectiveness
LEADERSHIP THEORIES
Trait Theories Behavioral Theories Contingency Theories Neo-charismatic Theories Contemporary Issues in Leadership
Intelligence
Margaret Thatcher
Conscientiousness
Openness Emotional Intelligence
No universal traits found that predict leadership in all situations Ignores situational factors Fails to clarify the relative importance of various traits Unclear evidence of the cause and effect of relationship of leadership and traits
Behavioral Theories
A conception that leadership is best understood in terms of the actions taken by an individual in the conduct of leading a group.
Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.
(9,9)
management Impoverished management Balancing work and morale Authority-obedience Minimum effort to get at satisfactory level required work done Efficiency of operations, human appropriate to sustain elements interference minimum organisational membership (9,1) (1,1)
1 2 3 4 5 6 7 8 9
Concern for Production
Contingency Theories
Contingency Theories
Uncertain because of uncontrollable circumstances Possible but not certain to occur Determined by conditions or circumstances not yet established
Contingency Theories
Path-Goal Theory Leader-Participation Model Sometimes Leadership is irrelevant
The leader support followers in attaining their goals and provides the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the firm
Leadership Behaviors
Directive leadership
Friendly and shows concern for the needs of followers. Consults with followers and uses their suggestions before making a decision.
Supportive leadership
Participative style
Lets followers know what is expected of them, schedules work to be done, and gives special guidance as to how to accomplish tasks.
Sets challenging goals and expects followers to perform at their highest level.
Directive leadership
leads to greater satisfaction when tasks are ambiguous or stressful perceived as redundant among employees with high perceived ability or with considerable experience
Employees with an internal locus of control will be more satisfied with a participative style
Employees
high
on
achievement
need
will
prefer
The leader makes the decision alone. The leader asks for information from group members but makes the decision alone.
The leader shares the situation with each group member and asks for information and evaluation.
Members do not meet as a group, and the leader makes the decision.
The leader and group members discuss the situation, but the leader makes the decision.
The leader and group members discuss the situation, and the group makes the decision.
Individuals Job Organizational variables can act as substitutes for leadership or neutralize the leaders effect.
Neo-charismatic Theories
Charismatic leadership
Followers make attribution of heroic or extraordinary abilities when they observe certain behaviors.
Personal Risk
Charismatic
Leaders
Sensitivity to Environment
Sensitivity to Followers
Unconventional Behavior
State the vision Communicate Conveys new set of values Makes self sacrifices
charismatic behaviors. needs to develop the aura of charisma by maintaining an optimistic view. draws others in by creating a bond that inspires others to follow. brings out the potential in followers by tapping into their emotions.
higher task performance task adjustment adjustment to the leader and to the group
the followers task has an ideological component or when the environment involves a high degree of stress and uncertainty
Transformational Leadership
Transformational leaders inspire followers to rise above their own self-interests for the good of the organization and society
Transformational Leadership
A conception that leadership is the process of inspiring a group to pursue goals and attain results.
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Transformational Leadership
Transformational leaders behave in ways to achieve superior results by using one or more of the four components of transformational leadership. Idealized Influence. Inspirational Motivation. Intellectual Stimulation. Individualized Consideration.
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Idealized Influence The transformational leaders behave in ways that make them role models for their followers. The leaders are admired, respected and trusted. Followers identify with the leaders and want to emulate them; leaders are endowed by their followers with extraordinary capabilities, persistence and determination.
Transformational Leadership
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Transformational Leadership
Inspirational Motivation Transformational leaders behave in ways that motivate and inspire those around them by providing meaning and challenge to their followers' work Leaders get involved in envisioning attractive future states; they create clearly communicated expectations that followers want to meet.
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Transformational Leadership
Intellectual Stimulation Transformational leaders stimulate their followers efforts to be innovative and creative by questioning assumptions, reframing problems and approaching old situations in new ways. New ideas and creative problem solutions are solicited from followers, who are included in the process of addressing problems and finding solutions.
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Transformational Leadership
Individualized Consideration Transformational leaders pay special attention to each individual followers need for advancement and growth by acting as a coach or mentor. Followers and colleagues are developed to successively higher levels of potential. Individuals differences in needs and desires are recognized, and the leaders own behavior demonstrates acceptance of those differences.
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Empathize
Share experiences Act as role model
Share contacts
Provide political guidance
Creating Self-Leaders
Model self-leadership Encourage employees to create self-set goals
Online Leadership
The lack of face-to-face contact in electronic communications removes the nonverbal cues that support verbal interactions. There is no supporting context to assist the receiver with interpretation of an electronic communication. The structure and tone of electronic messages can strongly affect the response of receivers.
An individuals verbal and written communications may not follow the same style.
Writing skills will likely become an extension of interpersonal skills
A consultant estimates
probably another theres
Effective leaders have mastered the balancing act of knowing when to leave their teams alone and when to intercede
Level 5
Full Range Charismatic
Your leader is exhibiting unconventional behavior, which is something charismatic leaders do.