Managing motivation
Motivation is a force that make
individuals take specific actions and
avoid others to reach desired outcomes.
Motivation includes a direction of a
person's behaviour in an organization, a
person's commitment level or effort, and a
person persistence.
Maslow's hierarchy of needs
This pryamid is an arrangement of
needs that motivate behaviour.
Everyone aims to satisfy five those
basic needs.
What are the types of motivators?
Intrinsic motivators: it is a person desire to
do something for its own sake. The source of
Hetzberg two-factor theory
motivation is performing the behaviour.
Highlights two sets of need in the
Extrinsic motivators: motivation comes from workplace: motivating factors
(related to the nature of the
outside the person, that want to acquire
work and how challenging it is)
material rewards or avoid punishment.
hygiene factors (related to the
physical and psychological
Procially motivators: motivation that is
context in which the work is
performed to benefit or help others
performed)
The nature of motivation
Mcclleand need for achievement
Workers are motivated depending on their
Need for achievement: how strong is
personal characteristic the nature of their the desire to perform challenging
job and of the organization
tasks and meet standard for
excellence.
Understanding difference between outcome
Need for power: how concerned a
and inputs
person is with their ability to
Outcomes: anything a person gets from a job or
control others
organization. Ex: pay, benefits, etc. People
Inputs: anything a person contributes to their Need for affiliation: now bad a
person wants to be liked
job. Ex: time, effort, etc. Organizations
Process theories
It is the process that explains why people
act the way they do.
Equity theory: it is the workers perception
of the fairness of work outcomes in
proportion to their inputs.
Expectancy theory: aspects that influence
motivation. Expectancy (perception of the
extent to which their effort will result in a
level of performance) Instrumentality
(person perception to extent which their
performance will result in receiving
rewards) Valence (How desirable each of
the outcomes from a job are important to
a person)
How managers can apply expectancy
theory ?
1. Providing proper training
2. Keeping their words and being
transparent
3. Individualizing outcomes and rewards
Goal-setting Theory: Tell an employee
what needs to be done and how much
effort. Types of goal more effective in
producing high levels of motivation and
performance.
Management by objectives: Formal system of
evaluating subordinates on ability to achieve
specific goals.
Learning: Permanent change in a person
behaviour.
Four touls to motivate:
Positive reinforcement: gives
people outcomes they desire when
they perform well
Negative reinforcement:
eliminating undesired outcomes
once people have performed
functional behaviour
Extinction: stopping the
performance of dysfunctional
behaviours
Punishment: administering an
undesired consequence when
dysfunctional behaviour occurs
TED TALK: The solution is not
giving bigger rewards, because
that does not bring more
motivation.
Providing employee with autonomy
can inspire more personal
investment in the work.
Managing Leadership
Leadership and Managers:
Leaders is a person who is able to exert
influence over other people to achieve goals.
They psh for change and provide vision and
strategy.
Managers is a person who promote stability
and implement vision and strategy.
There are three leadership styles (ways a
manager chooses to influence others and how
they approach planning, organizing,
controlling)
1. Autocratic: they do not involve others in
their decision making
2. Democractic: They involve their employee
in decision making. They work for the
benefit of others.
3. Free-reign: Leave the decision making up
to employees
What is Power?
The capacity to influence behaviours. It is the
key to leadership.
Bases of Power: Coecieve Power (ability to
persuade someone to do something they
wouldn’t do) Reward Power (ability to provide
rewards; ex: you do this, you’ll get this)
Legitmate Power (authority resulting from
position in hierarchy) Expert Power (special
skills/knowledge; ex: if you need this, go see
this person) Referent Power (function of
personal characteristics which earn workers
respect) Information Power (a person has
access to data you need)
Fielder Contigency Model
(explains why managers may be
effective leaders in one
situation and ineffective in
another)
• leader-member relations:
extent to which followers
like, trust and are loyal to
their leader r
• Task structure: workers
know what needs to be
accomplished
• Position Power: amount of
reward a leader has due to
their position.
Path Goal Theory (how effective
managers motivate their
subordinates)
What the difference between
Transactional and
Tranformational leader?
• Transactional: Managers
motivate their subordinates in
direction of established goals
• Transformational: Make
subordinates aware of the
importance of their jobs and
performance to the
organization
TED TALK: Leaders must gain
team confidence, respect. They
make sacrifices. Make best
decisions.
Teams
Two types of roles: task oriented
Groups vs teams
(members make sure the tasks gets
A group is a collection of individuals who
done) maintenance (team have good
coordinate their efforts, while a team is a
relationships)
group of people who share a common
Stages of group development:
purpose. Together a groups and teams can
1. Forming - member get to know
enhance performance, increase response to
each other and reach common
customers, increase innovation and
understanding
increase motivation and satisfaction.
2. Storming - member experience
Types of groups and teams: formal group:
conflicts on direction and
achieve organizational goals by managers,
leadership
cross-functional team: members from
3. Norming - conflicts resolved and
different departments, cross-cultural
team cohesiveness develops
team: members from different cultures,
4. Performing - real work of group
top management teams: develop strategies
gets accomplished
that produce an organization advantage,
5. Adjourning - groups are
research and development team: members
disbanded (task force)
have expertise to develop new products,
The punctuated-equilibrium model
task forces: formed to solve problems,
Concept that suggests that
informal group: employees form groups to
organizational change often happen
help achieve their own goals or needs;
really fast. Phase 1 - the
friendship (enjoy each other and want to
equilibrium phase (represents a
socialize) and interest (common goal in the
period of relative stability and
organization).
continuity, things remain
unchanged) Phase 2 - the
Group dynamics - determine how groups &
revolutionary phase (sudden shift,
teams function and how effective they will
triggered by external factors or
be.
internal pressures, might be major
*To create an effective self-managed
restructuring, new strategies).
team you give team enough responsibility
Group norms - shared guidelines and
and autonomy, need guidance, coaching and
rules behaviour that member follow
support, member diversity of skills
…>
Low comformity/ High deviance: low
performance because group can’t control
its members. Moderate comfirmity/
moderate deviance: high performance. High
comformity/ low deviance: low
performance bcs group fails to change
dysfunctional norms.
Group cohesiveness - degree to which
members are attracted or loyal to their
team. High=members value ther group
strong desire to stay, low=don’t find the
group appealing, little desire to stay.
Group think - pattern of faulty decision
making that occurs when members strive
for agreement. How to reduce it? limit
group size, devil advocate, seek inputs.
Improving Group decision making
1. Devils Advocacy: Someone takes a role
of a devil advocate to challenge or
question a proposed idea. Member who
plays the role to defend opposing
alternatives.
2. Brainstorming: problem-solving to
generate ideas & debate a variety of
alternatives
3. Nominal group technique: decision
making in which groups members write
down solutions, discuss and then rank
the alternatives.
4. Delphi technique: dont meet ftf.
Conducting series of surveys or
questionnaires to gather opinions
Social loafing - individuals often put in
less effort when working in a group.
How to reduce it? Managers can
motivate members by making sure that
members personally benefit when
group performs at high level.
Group conflict - task-related conflict
(disagreement about the nature of the
task or project) relationship conflict
(perceiving each others attitudes as a
problem) organizational conflict
(conflict when goals, interests, or
value are incompatible)
Confilict resolution approaches
Fall in two dimensions: Cooperativeness
and assertiveness.
• avoiding (withdrawing from
conflict) - A, -C
• Competing (satisfying ones own
interest) +A, -C
• Compromising (willing to give-andtake) =A+C
• Accommodating (pleasing other
party) -A, +C
• Collaborating (resolve differences
that make both parties better off)
++A, ++C
Cooperativeness = a person is inclined
to be cooperative
Assertiveness = expressing their
thoughts,opinions
Managing control and operations Production system
Focus on the five P: people, plants, parts,
Controlling is the process that
processes, planning and control systems
managers use to regulate monitor,
and evaluate how efficient effective The balanced scorecard - helps
organizations measure and manage their
an organization and members are
performance in a balanced way. It adds
performing the necessary goals.
goals for company customers, internal
Steps on organizational control
quality and learning and growth. They use
1. Establish standards for
performance (managers determine a set of performance by using a set of
performance measures: financial,
standards that they will use to
customer, internal processes, and learning
evaluate performance)
and growth
Types of standards = Output
(quantity of the service or product Financial Ratios
• Profitability ratios (ability to earn
the employee is to produce)
revenues greater then costs)
Operating costs (efficiency of
• Liquidity ratios (ability to pay shortproduction by monitoring and
term obligations)
evaluating cost with goods and
• Debt or leverage ratios (measures a
services) Behavioural (quality of
company ability to manage their debt
employees action)
level)
2. Measure performance (what is the
• Activity ratios (measure asset and
rate of productivity , monitor
inventory efficiency)
customer complaints)
3. Compare actual performance with Organizational change - moving away from
expected performance (evaluate the present state to desired state to achieve
more efficiency and effectiveness
reasons for variances between
Two ways for organizational change
standard and actual performance)
• induced change (actions taken to bring
4. Correct deviations (focus on te
a desired transformation or
root of the problem (what is the main
improvement)
reason))
• Imposed change (change that is
Operations management: managing
mandated orrr forced upon without
the use of materials to produce
their consent or active involvement
goods
Kotter Eight step model
1. Create a sense of urgency
2. Build a guiding coalition
3. Form a strategic vision and initiatives
4. Enlist an army of people
5. Generate short-term wins
6. Sustain acceleration and debrief the progress
7. Institute the change
Innovation: Coming up with new and creative ideas, methods or products that
bring positive change and improvement
Entrepreneurs: Individuals who have a passion for creating and building their
own business.
social innovation: Finding new creative solutions to address social challenges
and improve the well-being of communities and society
Intrapreneurs: Notice opportunities for improvements and manage the
development process
The process of innovation
Product champion + Skunkworks = innovation
Takes ownership to the new idea + top-level managers who support the
development of new products = innovation
Managing and managers
What is management?
The process involves planning (analyzing
the current situation, identifying
opportunities and challenges, and
determining the best course of action),
organizing (creating departments,
teams, and job roles to ensure smooth
workflow and coordination), leading
(managers communicate expectations,
foster a positive work environment;
leadership is also important), and
controlling (monitoring performance,
comparing it to the established goals
and taking corrective actions) of
resources to accomplish performance
goals
Efficiency vs Effectiveness: efficiency
(ability to achieve end goal with little
effort) and effectiveness (achieving
the desired results or outcomes)
Why study management?
1. Informational (managers gather,
process, and disseminate
information within the organization
2. Interpersonal (Interacting with
people both inside and outside the
organization)
3. Decisional (making decisions that
impact the organizations)
Essential Managerial Skills
1. Conceptual Skills (Thinking
strategically and having a bigpicture perspective, understanding
how different parts of the
organization fit together)
2. Interpersonal Skills (Ability to
work well with others and build
positive relationships)
3. Technical skills (having the
knowledge and expertise in a
specific field or industry)
Emotional intelligence - ability to
understand and manage emotions.
• self-awareness (manage and
control own emotions)
• Empathy (understand and share
the feelings of others)
• Social skills (build and maintain
positive relationships)
• Motivation
Managerial competency - set of
knowledge, skills, and abilities that are
essentional for management
(Communication, teamwork, selfmanagement, leadership, critical
thinking, professionalism)
What do managers do?
A manager is responsible for the
overall performance of a team.
They exhibit different level (BIG Five
Model)
1. Extraversion (captures a person
level of sociability)
2. Négative affectivity (person
emotional stability)
3. Agreeableness (person tendency
to be kind, compassionate,
cooperative)
4. Conscientiousness (person level
of organization, responsibility,
dependability)
5. Openness to experience
(Willingness to try new things,
to be original)
Levels of managers
• top managers (responsible for
day-to-day operations, ensuring
tasks are completed , providing
guidance)
• Middle managers (setting goals,
coordinating activities, and
ensuring that objectives are
met)
• Team leader (making strategic
decisions and setting the overall
direction of the organization
How do managers achieve organizational
goals?
Planning, organizing, leading, controlling,
problem-solving
Organizational effectiveness - refers to
how well an organization achieves its
goals and objectives. Measure how
efficiently and successfully an
organization utilizes its resources to meet
its intended outcomes. When an
organization is effective, it can
efficiently produce desired results, adapt
to changes, and maintain a competitive
advantage in its industry.