MANAGEMENT FUNDAMENTALS. Lesson 5

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1 MANAGEMENT FUNDAMENTALS Lesson 5

2 Motivation

The Concept of Motivation Motivation the arousal, direction, and persistence of behavior Forces either intrinsic or extrinsic to a person that

3 The Concept of Motivation Motivation the arousal, direction, and persistence of behavior Forces either intrinsic or extrinsic to a person that arouse enthusiasm and persistence Employee motivation affects productivity A manager s job is to channel motivation toward the accomplishment of goals

4 A Simple Model of Motivation

5 Content Perspectives on Motivation If managers understand employees needs, they can design appropriate reward systems Needs motivate people Needs translate into an internal drive that motivates behavior People have a variety of needs

6 Maslow s Hierarchy of Needs

7 ERG Theory Existence needs the needs for physical well-being Relatedness needs the needs for satisfactory relationships with others Growth needs the needs that focus on the development of human potential and the desire for personal growth Frustration-regression principle: failure to meet a high-order need may cause a regression to an already satisfied lower-order need

8 Herzberg s Two-Factor Theory

9 Theory X and Theory Y (Douglas McGregor) Theory X Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform. Theory Y Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise selfdirection and self-control when committed to a goal.

10 David McClelland s Acquired Needs Theory Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for Affiliation The desire for friendly and close personal relationships. Need for Power The need to make others behave in a way that they would not have behaved otherwise. nach npow naff

11 Process Perspectives on Motivation How people select behavioral actions Goal-Setting Theory Equity Theory Expectancy Theory

12 Goal-Setting Theory (Edwin Locke) Goal-Setting Theory The theory that specific and difficult goals, with feedback, lead to higher performance. Factors influencing the goals performance relationship: Goal commitment, adequate selfefficacy, task characteristics, and national culture. Self-Efficacy The individual s belief that he or she is capable of performing a task.

13 Equity Theory Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

14 Equity Theory (cont d) Choices for dealing with inequity: Change inputs Change outcomes (increase output) Distort/change perceptions of self Distort/change perceptions of others Choose a different referent person Leave the field (quit the job)

15 Equity Theory (cont d) Distributive Justice Perceived fairness of the amount and allocation of rewards among individuals. Procedural Justice The perceived fairness of the process to determine the distribution of rewards.

Expectancy Theory Motivation depends on individuals expectations about their ability to perform tasks and receive desired rewards E P: putting effort into a given

16 Expectancy Theory Motivation depends on individuals expectations about their ability to perform tasks and receive desired rewards E P: putting effort into a given task will lead to high performance P O: successful performance of a task will lead to the desired outcome Valence the value or attraction an individual has for an outcome

17 Major Elements of Expectancy Theory

18 Reinforcement Perspective on Motivation Behavior Modification Reinforcement theory techniques used to modify behavior Reinforcement An act that causes a behavior to be repeated or inhibited Law of Effect Positively reinforced behavior tends to be repeated and unreinforced behavior inhibited Positive Reinforcement Pleasant and rewarding consequences following a desired behavior

19 Changing Behavior with Reinforcement

20 Social Learning Theory Individual s motivation can result from thoughts, beliefs, and observations Vicarious learning observational learning from seeing others behaviors and rewards Self-reinforcement motivating yourself by reaching goals and providing positive reinforcement for yourself Self-efficacy belief about your own ability to accomplish tasks

21 Job Design for Motivation Job Simplification Job Rotation Job Enlargement Job Enrichment

22 Innovative Ideas for Motivating Organizations are using various types of incentive compensation to motivate employees to higher levels of performance Variable compensation is a key motivational tool Incentive plans can backfire They should be combined with motivational ideas and intrinsic rewards Incentives should reward the desired behavior

23 Empowering People to Meet Higher Needs Employees receive information about company performance Employees have knowledge and skills to contribute to company goals Employees have the power to make substance decisions Employees are rewarded based on company performance

24 Teamwork

25 Why Teams at Work? Work in organizations is interdependent What Is a Team? Two or more people who interact and coordinate their work toward a goal The Dilemma of Teams We have to give up our independence We have to put up with free riders Teams are sometimes dysfunctional

26 Differences between Groups and Teams

27 Five Common Dysfunctions of Teams

28 How to Make Teams Effective Successful teams don t just happen Team members should consider: Defining roles Establishing norms Setting goals Work-team effectiveness is based on: Productive output Personal satisfaction Capacity to adapt and learn

Types of Teams Formal Team defined by formal organization structure Vertical: functional or command team Horizontal: committee with cross-functional membership

29 Types of Teams Formal Team defined by formal organization structure Vertical: functional or command team Horizontal: committee with cross-functional membership Special Purpose: project teams Self-Directed Teams supervised by elected employee Diverse skills and functions Access to resources Team is empowered to make decisions

30 Innovative Use of Teams Virtual Teams Use technology to build relationships Shape culture through technology Monitor progress and reward members Global Teams Cross-border work teams Members from different nationalities May operate virtually

31 Stages of Team Development Forming orientation and acquaintance Storming personalities and roles emerge Norming conflicts develop Performing focus on problem solving Adjourning disbandment

32 Team Cohesiveness Determinants of Team Cohesiveness Team interaction Shared goals Personal attraction to the team Consequences of Team Cohesiveness Morale Productivity

33 Managing Team Conflict Teams deal with task conflict and relationship conflict Balancing Conflict and Cooperation Conflict can help eliminate groupthink Conflict can cause morale and productivity problems Causes of Conflict Competition over resources Communication breakdowns

34 Balancing Conflict and Cooperation

35 Styles to Handle Conflict Competing style Avoiding style Compromising style Accommodating style Collaborating style

36 Reaching a Win-Win Solution Separate the people from the problem Focus on interests, not current demands Generate many alternatives for mutual gain Insist that results be based on objective standards

37 Questions?

Basic Motivation Concepts

Basic Motivation Concepts 2005 Prentice Hall Inc. All rights reserved. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S