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LEADING AND LEADERSHIP MOTIVATING SELF AND OTHERS |
| << ORGANIZATIONAL DESIGN AND ORGANIC VS MECHANISTIC VS VIRTUAL STRUCTURES |
| MASLOW’S NEEDS THEORY AND ITS ANALYSIS >> |
Principles
of Management MGT503
VU
Lesson
11.33
LEADING
AND LEADERSHIP
MOTIVATING
SELF AND OTHERS
The
nature of motivation
Being
able to effectively motivate
employees is a challenge that
managers face in all types
and sizes of
organizations.
"Everything that we give to our
workers gets returned to us in terms of
efficiency, quality,
loyalty,
and innovation."
Motivation
is the
willingness to exert high levels of
effort to reach organizational goals,
conditioned by the
effort's
ability to satisfy some
individual need.
A.
Effort
is a measure of intensity or drive. High
levels of effort are
unlikely to lead to
favorable
job performance unless the
effort is channeled in a direction
that benefits the
organization.
B.
A
need
is an
internal state that makes
certain outcomes appear attractive. An
unsatisfied need
creates
tension that stimulates drives
within an individual. These
drives generate a search
behavior to find
particular
goals that, if attained, will
satisfy the need and reduce
the tension.
Hence
motivation is the force
that energizes behavior,
gives direction to behavior,
and underlies the
tendency
to persist.
1.
A
person's motivation is not
directly measurable, but
must be inferred from
behavior.
2.
Performance
is a function of ability, motivation
and working conditions.
3.
Besides
hiring individual with
ability to do the work, managers
have the challenge
to
provide working conditions
that nurture and support
individual motivation to
work
toward organization goals.
The
main elements of motivation
have been identified based
on numerous studies. A simplified model
of
motivation
has been developed.
1.
Inner
needs and cognitions lead to
behaviors.
2.
Appropriate
behaviors may result in
rewards, which reinforce the behaviors,
fulfill
needs,
and provide cognitive input
regarding the future association of
behaviors
and
rewards.
3.
Lack
of rewards may lead to
unfulfilled needs, un-reinforced
behaviors, and
cognitive
input in the form of expectations about
the future.
Intrinsic
Motivators
A
person's internal desire to do
some thing for his
satisfaction, respect, prestige or
loyalty.
Extrinsic
Motivators
Factors
of motivation that comes
from outside (environment) or
organization like pay, bonuses,
tangible
benefits
etc.
FROM
THEORY TO PRACTICE: SUGGESTIONS
FOR MOTIVATING EMPLOYEES
Several
suggestions for motivating
employees are given and are
based on what is currently known
about
motivation.
A.
Recognize
individual differences in terms of
needs, attitudes, personality, and
other important
individual
factors.
92
Principles
of Management MGT503
VU
B.
Match
people to jobs by identifying what needs
are important to individuals
and trying to provide
jobs
that allow them to fulfill
those needs.
C.
Use
goals because the literature on goal
setting suggests that
managers should ensure
that
employees
have hard, specific goals
and feedback on how well
they're doing in pursuit of those
goals.
D.
Ensure
that goals are perceived as
attainable. Employees who
see goals as unattainable will
reduce
their
levels of effort.
E.
Individualize
rewards. Because employees
have different needs, what is a
reward and
reinforce
to one may not work
for another.
F.
Link
rewards to performance by making rewards
contingent on desired levels of
performance.
G.
Check
the system for equity.
Employees should perceive that the
rewards or outcomes are
equal to
the
inputs given.
H.
Don't
ignore money. The allocation of performance-based
increases, piecework bonuses, and
other
pay
incentives is important in determining
employee motivation.
93
Table of Contents:
- HISTORICAL OVERVIEW OF MANAGEMENT:The Egyptian Pyramid, Great China Wall
- MANAGEMENT AND MANAGERS:Why Study Management?
- MANAGERIAL ROLES IN ORGANIZATIONS:Informational roles, Decisional roles
- MANAGERIAL FUNCTIONS I.E. POLCA:Management Process, Mistakes Managers Make
- MANAGERIAL LEVELS AND SKILLS:Middle-level managers, Top managers
- MANAGEMENT IDEAS: YESTERDAY AND TODAY, Anthropology, Economics
- CLASSICAL VIEW OF MANAGEMENT:Scientific management
- ADMINISTRATIVE VIEW OF MANAGEMENT:Division of work, Authority
- BEHAVIORAL THEORIES OF MANAGEMENT:The Hawthorne Studies
- QUANTITATIVE, CONTEMPORARY AND EMERGING VIEWS OF MANAGEMENT
- SYSTEM’S VIEW OF MANAGEMENT AND ORGANIZATION:Managing Systems
- ANALYZING ORGANIZATIONAL ENVIRONMENT AND UNDERSTANDING ORGANIZATIONAL CULTURE
- 21ST CENTURY MANAGEMENT TRENDS:Organizational social Responsibility
- UNDERSTANDING GLOBAL ENVIRONMENT WTO AND SAARC
- DECISION MAKING AND DECISION TAKING
- RATIONAL DECISION MAKING:Models of Decision Making
- NATURE AND TYPES OF MANAGERIAL DECISIONS:Decision-Making Styles
- NON RATIONAL DECISION MAKING:Group Decision making
- GROUP DECISION MAKING AND CREATIVITY:Delphi Method, Scenario Analysis
- PLANNING AND DECISION AIDS-I:Methods of Forecasting, Benchmarking
- PLANNING AND DECISION AIDS-II:Budgeting, Scheduling, Project Management
- PLANNING: FUNCTIONS & BENEFITS:HOW DO MANAGERS PLAN?
- PLANNING PROCESS AND GOAL LEVELS:Types of Plans
- MANAGEMENT BY OBJECTIVE (MBO):Developing Plans
- STRATEGIC MANAGEMENT -1:THE IMPORTANCE OF STRATEGIC MANAGEMENT
- STRATEGIC MANAGEMENT - 2:THE STRATEGIC MANAGEMENT PROCESS
- LEVELS OF STRATEGIES, PORTER’S MODEL AND STRATEGY DEVELOPMENT (BCG) AND IMPLEMENTATION
- ENTREPRENEURSHIP MANAGEMENT:Why Is Entrepreneurship Important?
- ORGANIZING
- JOB DESIGN/SPECIALIZATION AND DEPARTMENTALIZATION
- SPAN OF COMMAND, CENTRALIZATION VS DE-CENTRALIZATION AND LINE VS STAFF AUTHORITY
- ORGANIZATIONAL DESIGN AND ORGANIC VS MECHANISTIC VS VIRTUAL STRUCTURES
- LEADING AND LEADERSHIP MOTIVATING SELF AND OTHERS
- MASLOW’S NEEDS THEORY AND ITS ANALYSIS
- OTHER NEED AND COGNITIVE THEORIES OF MOTIVATION
- EXPECTANCY, GOAL SETTING AND RE-ENFORCEMENT THEORIES
- MOTIVATING KNOWLEDGE PROFESSIONALS LEADERSHIP TRAIT THEORIES
- BEHAVIORAL AND SITUATIONAL MODELS OF LEADERSHIP
- STRATEGIC LEADERSHIP MODELS
- UNDERSTANDING GROUP DYNAMICS IN ORGANIZATIONS
- GROUP CONCEPTS, STAGES OF GROUP DEVELOPMENT AND TEAM EFFECTIVENESS
- UNDERSTANDING MANAGERIAL COMMUNICATION
- COMMUNICATION NETWORKS AND CHANNELS EFFECT OF ICT ON MANAGERIAL COMMUNICATION
- CONTROLLING AS A MANAGEMENT FUNCTION:The control process
- CONTROLLING ORGANIZATIONAL PERFORMANCE THROUGH PRODUCTIVITY AND QUALITY