Motivation. Motivating is a management process of influencing other people s behavior based on the knowledge of what makes people tick

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1 Motivation Motivation is a human psychological characteristic that contributes to a person s degree of commitment. It includes the factors that cause, channel and sustain human behavior in a particular committed direction. Motivating is a management process of influencing other people s behavior based on the knowledge of what makes people tick Common assumption of motivation Motivation is commonly assumed to be a good thing Motivation is one of the several factors that goes into a person s performance: other factors are ability, resources and conditions under which one perform. Some may be highly motivated to be a medical doctor but this motivation must be supported by 1 Learning resources at college 2 Regular access to professors Motivation is in short supply and it need of periodic replenishment Managers and researchers both assume that motivation can escape over time. Example: heat in the house in winter which always escape and heater periodically operate to maintain the warmth inside. Motivation is a tool with which managers can escape job relations in an organization: If managers know what get people work for them, they can tailor job assignment and reward to that. Knowledge about motivation is one of the inputs of the process of designing relationship in an organization. Motivation and motivating both deal with the range of conscious human behavior somewhere between two extremes [1] reflex action like sneeze or hump [2] learned habits like brushing teeth, hand writing. Reflex Influenceable zone Habits

2 Early views of motivation The Traditional model is associated with Fredrich Taylor. Here manager determine the most efficient way to perform a task and then motivate the worker with a system of wage incentives. The underlying assumption is that, managers understand the work better than the worker who are actually lazy and can be motivated only by money. The Human Relations Model is associated with Elton mayo and his contemporaries. They found that the boredom and repetition of a task actually reduce motivation. While social contacts help to create and sustain motivation. The underlying assumption is that, managers can motivate workers by acknowledging their social needs and by making them feel important and useful The Human Resource Model is associated with Doglas McGregor. He identified two different sets of assumption about employee. Theory X holds that, people have inherent dislike to work. They may view it as necessity but will avoid whenever possible. Theory Y is more optimistic. It holds that people want to work and can drive a great deal of satisfaction from work. The underlying assumption is that, in modern industrial life, to take advantage of the employee s innate willingness and ability to work, managers should provide a climate that gives employee scope for personal improvement. Need theory According to need theory, a person is motivated when he or she has not yet attained certain levels of satisfaction with his / her life. A satisfied need is not a motivator. Maslow s need theory Maslow viewed human motivation as a hierarchy of five needs ranging from most basic physiological need to the highest need for self actualization. Individual will be motivated to fulfill whichever need is most powerful for them in that time. When all other needs are adequately met employees will be motivated by self actualization need. They will look for meaning and personal growth in their work and will actively seek out for new responsibilities. For someone producing work of high quality is a mean of self actualization. For other developing useful ideas serve to met the same need.

3 ERG theory Clayton Aderfer agreed with Maslaw but his ERG theory differs in two basic ways. 1. Aderfer broke down the need in three basic categories Existence need ( Maslaw's fundamental needs) Relatedness need ( Needs for interpersonal relations) Growth need ( Need for personal creativity and productive influence) 2. Aderfer stressed that, when higher needs are frustrated lower need will return, even though they are already satisfied. When Maslaw saw people moving up, Aderfer saw people moving up and down. For example: a celebrity with high esteem may often seek love and social security for mental satisfaction. The two factor theory Fredrich Herzberg and his associates conducted a study if the job attitude of 200 engineers and accountants. He concluded that, job dissatisfaction and satisfaction arises from two distinct set of factors. Dissatisfies (hygiene factor) include salary, working condition and company policy etc. The most important of them is company policy. Positive ratings of these factors did not lead to job satisfaction but merely lead t the absence of dissatisfaction. Satisfiers (motivating factors) include achievements, recognition, responsibility and advancement. All are related to job content and reward of work performance.

4 Leadership Leadership is a process of directing and influencing task related activities of group members. There are four implications of this definition: 1. Leadership involves people like employees and followers by their willingness to accept the direction. They help to define the status of the leader and make the leadership process possible. 2. There is an unequal distribution of power between leaders and group members. 3. Leaders have the ability to use different form of power to shape the followers behavior in a number of ways. Ex : commander influence the soldiers to kill. 4. Leadership is about values. Followers need to be given enough choices when it comes to respond to leader s proposal. Leader who ignored moral component of leadership may well go down to history. Trait Approach of leadership First systematic approach to understand leadership was to attempt to identify the personal characteristics of leaders. Leaders Vs Non leaders Leaders usually are self confident, extrovert, brighter and well, may be taller. But these are not certain. There are exceptions. Abraham Lincon was introvert and moody. Nepolean was rather short. Some traits identified may be the result of leadership experience rather than leadership ability. Behavioral Approach of Leadership Behaviors can be learned. So individuals trained in more appropriate leadership behavior would be able to lead more effectively. There are two aspect of leadership behavior. First, Leadership functions. To operate effectively group need someone to perform two major functions. (1)Task oriented or problem solving function (2) Group maintenance or social function. It includes such actions as mediating disputes and ensuring that individuals feel valued by group. Second, Leadership style. Task oriented style Closely supervise employee to be sure that the task is performed satisfactory. Employee oriented style Put more emphasize on motivating rather than controlling subordinates.

5 Managerial Grid The managerial grid developed by Robert Blake to help manager to measure the relative concern for people and tasks, reflects the bi dimensional nature of leadership. Managerial grid identifies a range of management behavior based on the various ways that task oriented and employee oriented styles can interact with each other. Contingency approach of leadership Hesrey and blanchard's situational leadership model They believed that the relationship between managers and follower moves through four phases. As the employee develop, manager need to vary their leadership style accordingly.

6 (Low) Relationship Behavior (High) Low Task and High Relationship Low Task and Low Relationship High Task and High Relationship High Task and Low Relationship (Low) Task Behavior (High) Trait and behavioral approach showed that effective leadership depends on many variables like organizational culture or nature of the task. But no "one" trait is common to all effective leaders and no "one" style is effective in all situation. Researchers therefore began trying to identify those factors in each situation that influence the effectiveness of a particular leadership style. Fiedler Model Fiedler's basic assumption is that, it is quite difficult for managers to alter the leadership style that made them successful. Since styles are inflexible and no one style is appropriate for every situation, effective group performance can only be achieved by matching the managers to the situation or by changing the situation to fit the manager. Fiedler measured the leadership style on a scale that indicated "The degree to which a man described favorably or unfavorably his least preferred co worker (LPC). According to Fiedler High LPC manager tends to be human relation oriented and considerate and want to have warm relation with their co workers. Fiedler identifies three Leadership situations" or variables that help determine which leadership style will be effective. 1. Leader member relations: It can be good or poor 2. Task Structure: It can be structured or unstructured. 3. Position power: It can be strong or weak. CEO of a private company has more power than the chairman of a charity organization.

7 So from the theory the effectiveness of leadership can be summarized as follows: Low LPC Leaders who are task oriented or authoritarian were most successful or effective in extreme situation. Here leader either have great power and influence or very little power or influence. High LPC leaders who are employee oriented were most effective in situation where leaders have moderate power and influence. This model suggest that, an appropriate match of leadership (measured by LPC) to the situation (1, 2, 3,., 8) lead to effective managerial performance.

8 Team and Team work A team is defined as two or more people who interact and influence each other toward a common goal or purpose. Formal and informal team Formal team or group are created deliberately by managers and charged with carrying out a specific task to help the organization to achieve the goal. Types of Formal team 1. Common Team: it includes manager and all employee tat report to that manager. The team members obey the command of the manager. Like the members of production departments can act like a team to attain certain production capacity. 2. Committee: It generally lasts a long time and deals with recurrent problems and decisions. Like committee of student welfare in a university. While members may come and go, the committee remains its place over time. 3. Project team/ Task Force: This team is created to deal with a specific problem and is usually disbanded when the task is completed or problem is solved. Like, BD govt. creates project team to investigate corruption in different govt. office. 4. Super team or high performance team: It is a group of 3 to 30 workers drawn from different areas of corporation. It differs from other formal team is that, they ignore the traditional, strict up and down arrangement of hierarchy They have some power to take decision. They can be created to work on a specific projects or problems and can become a permanent part of the organization. At Johnsonville a super team of blue collar worker helped CEO to proceed for a plant expansion. Informal Team Informal team or group emerge whenever people come together and interact regularly. Members of informal team tend to fulfill some of their individual needs together as a whole. For example, women s group of worker can meet together to discuss various actions that can make the organization a better place for women to work. This type of team is not bound to someone and do not have a defined purpose.

9 Functions of informal group Informal group serve main four functions They maintain and strengthen norms (expected behavior) and values that they hold in common. It gives members the feeling of social satisfaction, status and security. It enables the members to share jokes, eat together and socialize after work. Informal group help their member to communicate. Members develop their own communication channel to supplement the formal channel. Informal group help solve problem. They might help a sick worker or exchange work to deal with boredom. Stages of Team development 1. Forming: During this initial stage group forms and learns what sort of behavior is acceptable to the group. The group sets implicate and explicit rules ground rules that cover the computation of specific tasks and general group dynamics. 2. Storming: As group member become more comfortable with one another they may oppose the formation of the group structure by asserting personality. 3. Norming: At this stage conflicts are hopefully solved. Group unity emerges as members establish common goals, norms and ground rules. 4. Performing: Now the group begins to operate as a unit. The structure of the group now helps, support and eases group dynamics and performance. 5. Adjourning: For temporary groups such as task force, this is the stage of wrap up activities. The attitude of the group members varies from excitement to depression.