Motivation
Leadership
Communication
Motivation
Motivation
Process that accounts for an individual’s Intensity, Direction
and Persistence of effort towards attaining a goal.
Result of the Interaction between an individual and a situation.
•Individual Differences
•Importance of Personal Dignity
•Multiplicity of Roles
Motivation
• Motives
• Behaviour
• Goals
• Tension Reduction
Early Theories
Of
Motivation
Hierarchy Of Needs Theory By Abraham Maslow
Hierarchy Of Needs Theory By Abraham Maslow
Hierarchy Of Needs Theory
Assumes that a person attempts to satisfy the more
basic needs before directing behavior toward
satisfying upper-level needs.
Lower-order needs must be satisfied before a higher-
order need begins to control a person’s behavior.
▪ Physiological Needs
▪ Safety Needs
▪ Social Needs
▪ Self-esteem needs
▪ self-actualization needs
Proposed Theory Of Needs By David McClelland
People acquire needs through their life experiences.
▪ Need for Achievement (nAch)
▪ Need for Affiliation (nAff)
▪ Need for Power (nPow)
Theory X -- Theory Y By Douglas McGregor
▪ Work Most people dislike and ▪ Work is as natural as rest and play.
avoid it.
▪ Responsibility Most people ▪ Exercise self directed and self control
avoid it and prefer to be directed.
▪ The capacity for creativity in
▪ Most people have little capacity solving organizational problems
for creativity in solving is widely distributed in the
organizational problems. population.
▪ Motivation occurs only at the ▪ Motivation occurs at the social,
physiological and safety levels. esteem, and self-actualization
levels, as well as physiological
and security levels.
Two Factor Theory By Frederick Herzberg
Also known as Motivation –Hygiene Theory
Job context (hygiene factors) – needed to be optimal to prevent job
dissatisfaction. These factors (according to Herzberg) did not
motivate.
Job content (motivators) – factors that did lead to motivation
Money (according to Herzberg) could motivate if it was seen as a
reward for accomplishment; but if money was given without regard
for merit, then it was a hygiene factor.
Two Factor Theory By Frederick Herzberg
Two Factor Theory By Frederick Herzberg
Hygiene Factors Motivators
• Policies and Administration • Achievement
• Supervision • Recognition for Accomplishment
• Working Conditions • Challenging Work
• Interpersonal Relations • Increased Responsibility
• Money, Status, Security • Growth and Development
Contemporary
Theories
Goal Setting Theory
By Edwin Locke
▪ Specific Goals Increase Performance.
▪ Difficult goals when accepted result in higher performance.
▪ Feedback enhances the effect of specific, difficult goals.
Goal Setting Theory
Directing
one’s attention
Regulating
one’s effort
Goals Task
motivate the performance
individual Increasing
by... one’s perseverance
Encouraging
goal oriented strategies
MANAGEMENT BY OBJECTIVES (MBO)
By Peter Drucker in 1954 in his book "The Practice of Management."
A management model that aims to improve performance of an
organization by clearly defining objectives that are agreed to by both
management and employees.
Emphasizes Participatively set goals that are tangible, verifiable and
measurable.
Organisational Goals in hierarchy.
Self Efficacy Theory
By Albert Bandura (Social Cognitive Theory or Learning Theory)
▪ Individual’s belief that he or she is capable of performing a task.
▪ Higher in self efficacy, more confidence to do a task.
▪ Negative Feedback is taken Positively.
Self Efficacy Theory
4 ways to increase Self-efficacy :
▪ Enactive Mastery
▪ Vicarious Modelling
▪ Verbal Persuasion
▪ Arousal
Expectancy Theory
By Victor Vroom.
The strength of a tendency to act in a certain way depends on the
strength of the expectation that the act will produce certain
outcome and the attractiveness of that outcome to the individual.
3 Relationships :
▪ Effort- Performance Relationship
▪ Performance –Reward Relationship
▪ Reward-personal Goals Relationship
Expectancy Theory
Individual Effort
Effort- Performance Relationship
Individual
Performance
▪ Performance –Reward Relationship
Organisational
Rewards
▪ Reward-personal Goals Relationship
Personal Goals
Cognitive Evaluation Theory
Intrinsic Rewards Extrinsic Rewards
positive feelings associated Tangible or Intangible
with doing well on a task or Outcomes from a certain
Vs
job. task.
▪ Achievement ▪ Pay
▪ Increased responsibility ▪ Status
▪ Recognition ▪ Working conditions
▪ Satisfaction
Cognitive Evaluation Theory
Introduction of extrinsic rewards for intrinsically
rewarding tasks tends to decrease overall motivation
within an individual.
▪ Elimination of extrinsic reward can increase intrinsic
motivation within a person.
▪ Tangible and Intangible Extrinsic rewards.
Cognitive Evaluation Theory
Self-Concordance
Degree to which people’s reasons for pursuing goals are consistent with
their interests and core values.
If externally Motivated – Less successful
Less satisfaction
If internally Motivated -- More Successful
More Satisfaction
Implication & Applications
Of
Motivation
Theories
Techniques of Motivating Employees
• Positive Versus Negative Motivation
• Rational versus Emotional Motivation
• Primary versus Secondary Motivation
• Intrinsic versus Extrinsic Motivation
• Financial versus Non-Financial Motivation
Motivating Employees
➢ Motivating your employees doesn't
have to be a challenge anymore. It's
simple. If you want to motivate your
employees, you have to make them
feel excited to come to work every
day, and to spend time with you and
each other.
➢ So how do you do it?
• Create a pleasant atmosphere
• Give employees what they want and need
• Communicate well and often.
Job Design
Job design is the process of deciding
content of the job, methods to carry out
the job and relationship exists in the
organization.
▪ Skill variety
▪ Task identity
▪ Task significance
▪ Autonomy
▪ Feedback
Employee Involvement
Employee involvement is creating an
environment in which people have an
impact on decisions and actions that affect
their jobs.
▪ Tell
▪ Sell
▪ Consult
▪ Join
▪ Delegate
Rewards
Give something to (someone) in recognition of their
services, efforts, or achievements.
▪ Bonuses
▪ Skill Based Pay
▪ Piece Rate Pay
▪ Merit Based Pay
Alternative Work Arrangements
Recognizing that some people are interested in more flexible work
arrangements and shorter hours, some employers have either
initiated or negotiated alternative work-time arrangements with
employees
▪ Flextime
▪ Job sharing
▪ Telecommuting
▪ Ability and Opportunity
Summary
▪ Recognize Individual Differences.
▪ Use Goals And Feedback.
▪ All Employees To Participate In Decisions That Affect Them.
▪ Link Reward To Performance.
▪ Check The System For Equality.
Communication
Communication & Management
The sharing of information between two
or more individuals or groups to reach a
common understanding.
Communication & Management
Importance of Good Communication:
▪ Increased efficiency in new technologies and skills
▪ Improved quality of products and services
▪ Increased responsiveness to customers
▪ More innovation through communication
The 7c’s of Communication
▪ Completeness
▪ Concreteness
▪ Conciseness
▪ Courtesy
▪ Consideration
▪ Correctness.
▪ Clarity
The Communication Process
Types of Communication
▪ Formal and Informal
▪ Upward, downward, and Horizontal
▪ Spoken and Written
▪ Electronic
Information Richness
of
Communication Media
Managers & their subordinates can become effective communicators by:
▪ Selecting an appropriate medium for each message—there is no
one “best” medium.
▪ Considering information richness
A medium with high richness can carry much more
information to aid understanding.
Information Richness
of
Communication Media
Communication Networks
The pathways along which information flows in
groups and teams and throughout the
organization.
Communication Networks in
Groups and Teams
Type of Network
Wheel Network Information flows to and from one central
member.
Chain Network Members communicate only with the people next
to them in the sequence.
Wheel and chain networks provide little interaction.
Circle Network Members communicate with others close to them
in terms of expertise, experience, and location.
All-Channel Networks found in teams with high levels of
Network communications between each member and all
others.
16-42
Communication Networks in Groups and Teams
Technological Advances in Communication
• Internet
• World Wide Web (WWW)
• Groupware
• Intranets
16-44
Barriers of Communication
▪ Filtering
▪ Selective perception
▪ Information overload
▪ Emotions
▪ Language
▪ Gender Difference
Communication Skills for Managers as Senders
▪ Include a feedback mechanism is in the message.
▪ Provide accurate information to avoid rumors.
▪ Specialized language that members of an occupation, group, or
organization develop to facilitate communication among themselves
▪ Should never be used when communicating with people outside the
occupation, group, or organization
Communication Skills for Managers as Receiver
▪ Pay attention to what is sent as a message.
▪ Be a good listener: don’t interrupt.
▪ Ask questions to clarify your understanding.
▪ Be empathetic: try to understand what the sender feels.
▪ Understand linguistic styles: different people speak differently.
▪ Speed, tone, pausing all impact communication.
LEADERSHIP
Leadership is the art of motivating a group of people to act
towards achieving a common goal.
Koontz and O'Donnell, “Leadership is the ability of a manager to
induce subordinates (followers) to work with confidence and zeal.
Four Factors of Leadership
▪ Leader
▪ Follower
▪ Communication
▪ Situation
Characteristics of Leadership
▪ Empathy
▪ Consistency
▪ Direction
▪ Honesty
▪ Communication
▪ Flexibility
▪ Conviction
▪ Initiative
▪ Feedback
Leadership Style
▪ Autocratic Leadership
▪ Bureaucratic Leadership
▪ Democratic Leadership
▪ Laissez Faire Style
▪ Situational Leadership
▪ Transactional Leadership
▪ Transformational Leadership
▪ Charismatic Leadership
▪ Servant Leadership
Leadership Style
Bureaucratic Leadership:
Decisions are taken by strictly following the rules and
regulations. Applying a systemVs of rules for management
& decision-making.
Autocratic Leadership:
Classical Approach. All decision-making
powers are centralized in the leaders. Do not
entertain any suggestions or initiative from
the subordinates.
Leadership Style
Democratic Leadership:
Favours decision-making by the group.
Consultative: Process of consultation before decisions are taken.
Vsseeks to persuade others
Persuasive: Leader takes decision and
that the decision is correct.
Laissez Faire Style:
‘Let it be’ – the leadership responsibilities are
shared by all. Can be very useful in businesses
where creative ideas are important.
Situational Leadership:
The leader adjusts to whatever limitation is laid out in front of
him by his subordinates and the situation
Vs itself.
Adaptability is key here.
Transactional Leadership:
In this kind of leadership, a clear chain of command is established.
The leader motivates his subordinates by presenting them rewards
and punishments.
Transformational Leadership:
Lead by motivating by their followers. Leaders appeal to their
followers' ideals and morals to motivate them in accomplishing their
tasks.
Leadership Style
Servant Leadership:
The leader takes care of the needs of his followers first before
they take care of their own. Instead ofVsacting like a king to their
subordinates, leaders act as servants.
Charismatic Leadership:
Charismatic Leadership:
In this kind of leadership, the leader uses charm to
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In thekind
admiration of their
of leadership, thefollowers.
leader uses charm to get
Show
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concern after
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look after their people's needs.
Leadership Theories
▪ Traits Theory
▪ Behaviour Theory
▪ Fielder’s Contingency Theory
▪ Path-Goal Theory
Hersey and Blanchard Situational Leadership Theory
High
Relationship Behavior
Low Task Behavior
Able and Able and Unable and Unable and High
willing unwilling willing unwilling
Low
Follower Readiness
Leadership Skills
▪ Clever (intelligent)
▪ Conceptually skilled
▪ Creative
▪ Diplomatic and tactful
▪ Knowledgeable about the work
▪ Organised (administrative ability)
▪ Persuasive
▪ Socially skilled
Leadership vs Management
• Innovate • Administer
• Develop • Maintain the status quo
• Inspire trust • Use control
• Deal with strategies • Deal with details and tactics
• Focus on people and values • Focus on systems and rules
• Look at the big picture • Have limited view
• Do the right thing • Do the thing right
Improving Leadership Skills
Skill 1: Think Like a Leader
Skill 2: Use an Appropriate Leadership Style
Skill 3: Pick the Right Leadership Situation
Skill 4: Build Your Power Base
Skill 5: Exercise Better Judgment
Skill 6: Improve Leadership Traits and Skills
