Professional Documents
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Definition of leading
Leading is the process of influencing people so that they will contribute to organizational and group goals.
Multiplicity of roles
Individuals are much more than a productive factor in managements plans. They are members of social systems of many organizations: Consumers of goods and services who vitally influence the demand. They are members of families, schools, churches, trade associations, and political parties. In these different roles they establish laws that govern managers, ethics that guide behavior, and a tradition of human dignity that is a major characteristic of our society. Managers and the people they lead are interacting members of a broad social system
No Average Person
People act in different roles, but they are also different themselves. There is no average person Yet in organized enterprises, the assumption is often made that there is. Firms develop rules, procedures, work schedules, safety standards, and position descriptions- all with the implicit assumption that people are essentially alike.
This assumption is necessary to a great extent in organized efforts, but it is equally important to acknowledge that individuals are unique- they have different needs, different ambitions, different attitudes, different desires for responsibility, different levels of knowledge and skills, and different potentials.
Motivation
Human motives are based on needs, whether consciously or subconsciously felt. Some are primary needs, such as physiological needs for water, air, food, sleep and shelter. Other needs may be regarded as secondary such as self esteem, status, affiliation with others, affection, giving, accomplishment, and self assertion. These needs vary in intensity and over time between individuals.
Session Overview
In dealing with employees, an intangible factor of will or freedom of choice is introduced and employees can increase or decrease their productivity as they choose. This human quality gives rise to the need for positive motivation. An employees performance can be defined as being determined by the interaction between ability and motivation: Performance=Ability x Motivation The first(Ability) determines what he can do, the second (Motivation)determines what he will do. Therefore motivation is the key element in management of employees .It is of utmost importance.
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Basic Concepts
Motivation is the consequence of an interaction between the individual and the situation. People who are motivated exert a greater effort to perform than those who are not motivated. Motivation is the willingness to do something. It is conditioned by this actions ability to satisfy some need for the individual
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Motivational process
Unsatisfied need Tension Drives Search behaviour Goal achievement Need satisfaction Reduction of tension
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Definition
Motivation is a process which begins with a physiological or psychological need or deficiency which triggers behaviour or a drive that is aimed at a goal or an incentive.
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Definition
It is a general term applying to the entire class of drives, desires, needs, wishes and similar forces. To say that managers motivate their subordinates is to say that they do things which they hope will satisfy these drives and desires and induce the subordinates to act in a desired manner.
Introduction (Cont.)
Motivation defined
Motivation is a psychological process that causes the arousal, direction, and persistence of voluntary actions that are goal directed.
Or
The process by which a persons efforts are energized, directed and sustained toward attaining a goal.
Introduction (Cont.)
that leads to Choice of behavior
that results in
Primary Motives
Hunger Thirst Clothing Sleep Maternal concern
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General Motives
Motives which can not be termed primary or secondary Primary needs try to reduce the tension or stimulation whereas the general need induces the individual to enhance the amount of stimulation. Also called stimulus motives-Love ,concern and affection.
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Secondary Motives
Learned drives become secondary motives Includes Curiosity Manipulation
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Achievement drive
The desire of an individual to perform in terms of a particular standard of excellence or the desire to be successful in competitive situations.
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THEORIES OF MOTIVATION
NEED OR CONTENT THEORY Need hierarchy theory- Maslow Two factor theory-Frederick Herzberg ERG theory-Clayton Alderfer Acquired-needs theory-David C.McClelland COGNITIVE THEORIES Equity theory-J.Stacy Adams Expectancy theory-Victor H. Vroom,Porter and Lawler model Goal setting theory-Locke and latham
Theory X: Assumptions of
Theory X
The average human being is inherently lazy by nature and desires to work as little as possible. He avoids accepting responsibility and prefers to be led or directed by some other. He is self-centered and indifferent to organizational needs. He has little ambition, dislikes responsibility, prefers to be led but wants security. He is not very intelligent and lacks creativity in solving organizational problems. He is, by nature ,resistant to change of any type.
Theory Y
Assumptions of Theory Y
An average man is not really against doing work. People can be self-directed and creative at work if they are motivated properly. External control and threats of punishment alone do not bring out efforts towards organizational objectives. People have capacity to exercise imagination and creativity. People are not by nature passive or resistant to organizational needs. An average human being learns under proper conditions. He is also willing to accept responsibility. .
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The Theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. In other words, factors that cause job dissatisfaction are different from the factors that lead to job satisfaction. The opposite of satisfaction is not dissatisfaction but No Satisfaction. Similarly, The opposite of dissatisfaction is not satisfaction but No Dissatisfaction.
Hence, the Two-factor theory distinguishes between: Motivators :(e.g. challenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth. Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions) that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary
EQUITY THEORY
First developed in 1963 by John Stacey Adams, a workplace and behavioral psychologist, the equity theory is based on the human instinct of comparison with others.
Equity theory states that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others. While evaluating fairness, employee compares the job input (in terms of contribution) to outcome (in terms of compensation) and also compares the same with that of another peer of equal cadre/category. O/I ratio (output-input ratio) is used to make such a comparison.
The persons, system or selves against which individuals compare themselves are known as Referents. Referents can be classified as: 1. Persons 2. Systems 3. Self
Equity Theory
Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. Referent Comparisons: Self-inside Self-outside
Other-inside
Other-outside
Expectancy Theory
Expectancy Theory (Victor Vroom) The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
PerformanceReward Relationship
The belief that performing at a particular level will lead to the attainment of a desired outcome.
Performance Dimensions
Source: Adapted from M. Blumberg and C.D. Pringle, The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance, Academy of Management Review, October 1982, p. 565.
KINDS OF REINFORCEMENTS
Four kinds of Reinforcements can result from employee behaviour: 1. Positive Reinforcement such as a pay raise or promotion, is provided as a reward for positive behavior with the intention of increasing the probability that the desired behavior will be repeated.
2. Negative Reinforcement is an attempt to show an employee what the consequences of improper behavior will be. If an employee does not engage in improper behavior, he or she will not experience the consequence.
3. Punishment such as suspensions, threats ,etc, is an attempt to decrease the likelihood of a behavior recurring by applying negative consequences.
4. Extinction Behaviour is basically ignoring the behavior of a subordinate and not providing either positive or negative reinforcement
Benefits of Goal-Setting
The specificity (particularity) of the goal itself acts as an internal stimulus (stimulation).
E.g. When a sales representative commits (promises) to making eight sales calls daily, this commitment gives him/her a specific goal to attain.
Goal-Setting Theory
THEORY Z
Lifetime employment
This theory states that an individual tends to act in a certain way based on
a) the expectation that the act will be followed by a given outcome and b) the attractiveness of that outcome to the individual. Key to the theory is understanding employee goals and the linkages (relationships) between effort, performance and rewards.
1. 2. 3.
The theory states actual performance in a job is primarily determined by the effort spent. But it is also affected by the persons ability to do the job and also by individuals perception of what the required task is. So performance is the responsible factor that leads to intrinsic as well as extrinsic rewards. These rewards, along with the equity of individual leads to satisfaction. Hence, satisfaction of the individual depends upon the fairness of the reward.
Outcomes: high internal work motivation high satisfaction of growth needs high degree of job satisfaction high degree of work effectiveness