INDUSTRIAL MANAGEMENT
(IMT 2412)
THEORY OF MOTIVATION & TEAMWORK
TEAM MEMBERS : LUKSHMAN RAO
MOHD HAFIZ SALIM
IRSHAD SHAFIQ
TTO’S NAME : MS ROSMAIZURA MOHD ZAIN
OVERVIEW
Objective
Motivation Process
Theories of Motivation
Teamwork
Team Synergy
Conflict Resolution
Q&A Session (case study)
OBJECTIVE
Objective of this assessment and presentation is to
understand and justify,
Theory of motivation
Abraham H. Maslow
Frederick Herzberg
Doughlas MC Gregor
McClelland
Teamwork
Team Synergy
Team Evaluation
Team Roles
Conflict Resolution
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INDUSTRIAL MANAGEMENT (IMT 2412)
Motivation Process
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Definition of Motivation
The driving force within individuals by which they
attempt to achieve some goal in order to fulfill some
needs or expectation.
The degree to which an individual wants to choose in
certain behavior.
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Motivation is…
Complex
Psychological
Physical
Unique to each and every person
Context sensitive
Not fully understood
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Qualities of Motivation
Energizes behavior
Directs behavior
Enable persistence towards a goal
Exists in varying details
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Motivation Process
ENERGY DIRECTION PERSISTENCE
It is a process by which a person’s efforts are energized,
directed and sustained towards attaining the goal.
Energy- A measure of intensity or drive.
Direction- Towards organizational goal.
Persistence- Exerting effort to achieve goal
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Six C’s of Motivation
Challenges Choices
Control Collaboration
Consequences Constructing Meaning
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Basic Model of Motivation
Needs or Drive force
Result in
expectations (Behavior or
Action)
Desired Goals
Feedback
fulfillments Which Provides
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Theories of Motivation
Process Theories of Motivation
Emphasis on actual process of motivation.
Three needs Theory ( McClelland)
Goal-setting Theory
Reinforcement Theory
Designing Motivating theory
Equity Theory
Expectancy Theory
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Theories of Motivation
Content Theories
To emphasis on what motivates individuals.
Wide range of theories
Abraham Maslow (1908-1970)
Maslow’s need Hierarchy
Macgregor (1917-1998)
Macgregor's Theories X & Y
Frederick Hertzberg (1923-2000)
Herzberg’s two factors theory
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INDUSTRIAL MANAGEMENT (IMT 2412)
Abraham H. Maslow’s
Theory
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Maslow’s Theory
An understanding of basic human motivational
theory is vital to effective leadership.
According to Maslow, human motivation is based
on a hierarchical system of needs. In ascending
order, there are physiological needs, safety
needs, love and belonging needs, status and
esteem needs, and the need for self-actualization
and self-fulfillment.
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Maslow’s Theory
Philosophy
“We each have a hierarchy of needs that ranges from
"lower" to "higher." As lower needs are fulfilled there
is a tendency for other, higher needs to emerge.”
Maslow’s theory maintains that a person does not feel
a higher need until the needs of the current level have
been satisfied.
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Maslow’s Hierarchy of needs theory
Needs were categories as five levels of lower-higher-
order needs.
Individual must satisfy lower-level needs before they
can satisfy higher order needs.
Satisfied needs will no longer motivate.
Motivating a person depends on knowing at what level
that a person is on the hierarchy.
Lover order ( External ) : Physiological and safety
needs
Higher order ( Internal ) : Social, Esteem, and Self-
actualization
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Physiological Needs
Basic Human Needs
Food
Oxygen
Water
Clothing
Sex
Physiological Needs
The Physiological Needs
Basic needs such as hunger, thirst, warmth, air, and
so on.
They may include various sensory pleasures as
touch, hearing, tasting, smelling, under certain
circumstances.
If these needs are unsatisfied, all other needs may
become nonexistent or be pushed into the
background.
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Safety Needs
Safety and Security
Protection
Stability
Pain Avoidance
Routine/Order
Safety Needs
The Safety Needs
These include such things as shelter from the
elements, feeling secure from attack, freedom from
disorder, fear and anxiety.
Individuals being motivated at this level often seek
out a protector, or stronger people on whom they
depend.
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Social Needs
Love and Belonging
Affection
Acceptance
Social Needs Inclusion
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The Social Needs
These needs concern the desire to affiliate with
others, be accepted, and to belong.
The lack of fulfillment of these needs is the most
core cause of cases of maladjustment and many
other psychological problems.
Love needs involve both giving and receiving.
Feeling accepted and wanted.
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Esteem Needs
Esteem
Self-Respect
Esteem Needs
Self-Esteem
Respected by
Others
The Esteem & Respect Needs
These include such things as the need to achieve,
feel competent, and gain approval and recognition.
Recognition by others of competence and
accomplishments.
Satisfaction of these needs leads to feelings of self-
confidence, worth, strength, and capability.
Thwarting these needs produces feelings of
inferiority, weakness, and helplessness.
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Self-Actualization
Self-Actualization
Achieve full potential
Fulfillment
Satisfaction
Self-actualization
These refer to the need to find self-fulfillment and realize
one’s unique potential.
This stage usually not accomplished during adolescence.
One becomes more wise and automatically knows what to
do in a wide variety of situations.
We test ourselves for its own sake, to prove our worth to ourselves
and to show we can “still do it”. Taking risks is another phrase for
that.
The only reason that people would not move through the
needs to self-actualization is because of the hindrances
placed in their way by society. Example:
Education is often a hindrance with imposed ideas of the culture.
On the other hand respectful teaching promotes personal growth.
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Typical Issues
11-14 year olds
Fear of unknown concerning sexuality.
Fear of being unpopular.
Fear of being selected first
(having to lead a team or group).
Fear of being selected last
(implying being disliked or unpopular).
Fear of not being able to complete homework,
schoolwork, project.
Extreme concern over emotional
happiness/unhappiness.
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Typical Issues
15-18 year olds
Fear of sexuality (based on lack of information
concerning sex).
Fear that another peer will vie for the person they are
dating.
Fear of being ridiculed in class when asked to speak
or demonstrate.
Fear that adults will interpret roles for them (they seek
to define themselves in relation to peers and their own
values and goals).
Fear of inadequate vocational or academic training.
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Meeting Needs in the Classroom
As TTO, it is lecturer’s responsibility to meet the five
basic levels of needs in the classroom. Implementation
strategies include:
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Implementing in the Classroom
Self- Providechallenges
Actualization Encourage autonomy
Esteem Feedback
Acknowledge success
Social Introductions
Interact with students
Inclusive activities
Safety Maintain a safe and non-threatening atmosphere
Create a comfortable environment
Physiological Room temperature
Pacing/Breaks
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Fredrick Herzberg’s
Theory
Herzberg’s ‘Motivation-Hygiene’
Theory
Two independent scales:
Satisfaction and No Satisfaction
These are the motivators
Dissatisfaction and No Dissatisfaction
Hygiene or maintenance factors
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Comparison of Hygiene and
Motivators
Hygiene Factors Motivators
College policies Recognition
Teacher habits Achievement
Working conditions Work itself
Relationship with peers Responsibility
Status Opportunity for
Security advancement
Growth
These factors contribute to These factors contribute to
dissatisfaction. satisfaction.
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Job Satisfaction
Job satisfaction and job dissatisfaction are created in
different factors.
Hygiene factors- Extrinsic ( Environmental ) factors
that create job dissatisfaction.
Motivation Factors- Intrinsic ( Psychological ) factors
that create job satisfaction.
Attempted to explain why job satisfaction does not
result in increased performance. The opposite of
satisfaction is not dissatisfaction but rather no
satisfaction.
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Motivation–Hygiene Theory of
Motivation
Motivation factors
• Company policy &
increase job satisfaction
administration
• Supervisor
• Interpersonal relations
• Working conditions • Achievement
• Salary • Achievement recognition
• Status • Work itself
• Security • Responsibility
• Advancement
• Growth
Hygiene factors avoid • Salary?
job dissatisfaction Maslow theories\Fedrick Hertzberg's Theory
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Douglas McGregor's
Theory
McGregor’s Theory X and Y
Theory X
Assume that workers have little ambition, dislike
work, avoid responsibility, and require close
supervision.
Theory Y
Assumes that workers can exercise self-direction,
desire, responsibility, and like to work.
Assumption
Motivation is maximized by participative decision
making, interesting jobs, and good group relation.
Maslow theories\Teoria X e Y de McGregor - 2o ano A - FACAMP_WMV V9.wmv
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Motivational Theories X & Y
Theory Y - a set of
assumptions of how to
manage individuals
motivated by higher
order needs
Theory X - a set of
assumptions of how to
manage individuals
motivated by lower order
needs
INDUSTRIAL MANAGEMENT (IMT 2412)
McClelland's
Theory
McClelland's ‘Need for
Achievement’ Theory
Three needs
Need for Achievement: need to excel
Need for Power: need to control or influence others
Need for Affiliation: need to associate with others.
(Form interpersonal relationships)
Link to parental expectations
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Teamwork
(Refer Pg 54-112 )
Definition
A team can be defined as a group of people
with different skills
with different tasks
who work together towards a common project
with a meshing of functions
with mutual support
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Characteristics - Purpose
Members support the purpose and take
direction from it for their work.
Lack of clear purpose is one of the most
frequent difficulties groups encounter.
Members are often surprised that the group’s
purpose isn’t as clear to others as it is to
themselves
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Communication
Open & direct enough to be able to honestly
discuss any problem it faces.
Including its own performance and problems
related to performance
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Leadership
Sufficient leadership within the group.
Including designated leader/managers for
relevant tasks.
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Review
Group regularly reviews how it’s going in
several vital areas:
• Relevance of work to what is required.
• Quality of work as compared to client expectations.
• Progress of work as compared to required timelines.
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Structure
Group has appropriate organizational
structure.
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Resources
Adequate resources exist for group to perform its
functions well:
Member skills
Tools
Systems
Facilities
Budgets
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Synergy
Quality which makes a group greater than the sum of its
parts. It rests on the tangible support given by one team
member to another.
Enhanced creativity
Collective wisdom
Deeper commitment
Greater resourcefulness
Tougher resilience
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What does good teamwork look like?
Seeking out other’s opinions and involvement in matters
that concern them before making decisions or plans
final.
Trusting the team to develop a consensus on an issue,
even if it takes a little more time.
Voluntarily offering your own relevant experiences, ideas
and findings to colleagues who could use them.
Acknowledging a colleague’s contribution –sharing the
credit.
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Being in Good Team
Being non defensive and receptive to the suggestions,
ideas opinions and needs of colleagues. Making the effort
to understand before criticizing.
Considering impact of your plans on others.
Being unwilling to criticize a third party who isn’t present, not gossiping.
Coming prepared to present or participate when you have a role in
meetings.
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Being in Good Team
Expressing appreciation for teamwork extended to you that
was helpful.
Identifying and helping pick up loose ends even though
they may not be your responsibility.
Keeping people advised of changes, developments and
new information on a task or project.
Being supportive of the team’s objectives once they are
set.
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Starting Point
Get people together and just start talking.
Ask yourselves ‘what do we stand for?’
What is it we’re trying to do?’
Lets name ourselves.
Create a statement that outlines your company’s mission,
its values, and its guiding principles.
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Listening Skills
Be present
Our ‘little voice’ is one of the biggest barriers to active
listening. Choose to be present.
Focus on the speaker and the message
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TEAM SYNERGY
What is it..?
Relationships
+
Teamwork
+
Leadership
=
MORE DYNAMIC TEAM
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Definition
Synergy is the highest activity of life, it creates new
untapped alternatives, it values and exploits the mental
emotional and psychological differences between people.
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What is team synergy…?
Team Synergy focuses on creating successful teams
Team Synergy is completely customizable, based on
your goals for your team.
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What does team synergy do?
Focuses on all three of the critical team building
components -relationships, teamwork and
leadership.
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Contd…
Facilitates group learning through team problem-
solving activities
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Contd…
Challenges the individual to break through their
preconceived notions of what they can do, while
receiving team support
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How to energize your team… and keep it going…?
1. Set a positive example.
2. Give support to create trust.
3. Develop an open line of communication.
4. Create regular and productive meetings.
5. Assess strengths and weaknesses.
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BRUCE TUCKMAN’S 4-Stage Model
Forming - the team tries to figure out
its goals, roles and processes.
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nd
2 …
Storming - this is the negotiation phase when egos
emerge and turf wars develop.
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rd
3 …
Norming - once issues are resolved, team members
work well together.
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4th…
Performing - this is where true team synergy
happens and the maximum benefit of teamwork is
achieved.
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Team Roles
“Nobody is perfect, but a team can be”
-anonymous
How do you build a perfect team out
of imperfect people?
The perfect individual could be described as:
Out-going Organised Motivating
Creative Hard-driving Objective
Diplomatic Meticulous Knowledgeable
Unlikely to find all of these qualities in one person...
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People at work have a…
Functional Role Team Role
job title & function that person’s tendency
experience &
to behave, contribute
expertise & and inter-relate with
others in a particular
not personal
way
characteristics or
aptitudes
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Benefits of Team Role Theory
Recognise strengths
More tolerance for
weaknesses
A language to talk
about behaviour
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Resolving Conflict
Definition
A situation in which someone believes that his or her
own needs have been denied.
It is simply defined as disagreement, be it violent or
subtle form between two persons or parties.
“The goal of organizational leadership is not to
eliminate conflict, but to use it.”
“Conflict is a predictable social phenomenon and
should be channeled to useful purposes.”
conflict resolution\Conflict Resolution _ Voiceover by Mike Ragogna_WMV V9.wmv
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Symptoms Of Conflict
Tensions.
No desire to communicate.
Work not done properly.
Disastrous meetings.
Anger occurs quickly and easily.
Failing productivity.
Slipping morale.
Absenteeism.
Accidents.
Escalating costs.
Slamming doors.
Shouting.
Bad times.
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Symptoms Of Conflict
The employee (or employees) involved display no desire to
communicate.
Bad tempers are evident.
Productivity is falling.
Morale is slipping.
One or more of those involved frequently calls in sick.
Accidents and errors become more frequent.
Disagreements become more pronounced
(shouting, slamming doors, etc.)
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Sources of Conflict
Scheduling and Staffing
Communication Breakdowns
Priorities and Differing Expectations
Cost and Financial Objectives
Pressure and administrative procedures
Personality Conflicts and personal problems
Inadequate Interpersonal Skills
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Conflict Management
Conflict management is the process of planning to avoid conflict
where possible and organising to resolve conflict where it does
happen, as rapidly and smoothly as possible.
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Competition vs. Conflict
Both occurs when 2 or more parties engage.
Differ in degree of self interest displayed .
In conflict one party prevents the success of other.
E.g.: Hockey, football.
In competition no direct interference of one party with other.
E.g.: track events.
Competition
Conflict
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Dealing With Conflict
Three basic methods of resolving situations that have
reached the stage of open conflict are ,
NEGOTIATION
MEDIATION
ARBITRATION
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Dealing With Conflict
The Five A’S
Avoidance.
Acceptance.
Adaptation.
Adamancy.
Attack (push back).
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Conflict Resolution
The Accommodator
The Competitor
The Avoider
The Compromiser
The Collaborator
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Question and Answer
Session
Q&A (Case Study)
The manager of A.B.C.Sdn.Bhd. Realized that the level of moral
and motivation of their employees was very low and there was
dissatisfaction among the employees. Labor productivity was also
found to be very low. After investigating the causes of
dissatisfaction, the managers decided that if employees were to be
motivated, there was a need to establish and maintain good
interpersonal relation, over and above good salary, job security,
proper working conditions and supervision.
So they put in sincere efforts to improve all these factors during one
year. Yet, surprisingly, they came to know that in spite of reduction
in the degree of dissatisfaction, the level of morale and motivation
was low and there was no significant increase in their productivity.
Therefore, the managers are worried.
What managerial problem is involved in the above case?
Suggest solution and make argument to justify your answer.
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Come Together Work Better…
THANK YOU FOR YOUR ATTENTION !!!
GERMAN-MALAYSIAN INSTITUTE (IMT 2412)
Prepared by, Lukshman Rao
Mohd Hafiz
Irshad Safiq
GERMAN-MALAYSIAN INSTITUTE (IMT 2412)
