10/17/2011
2
Lecture
Motivation,
Leadership,
Team and
Team work
What is Motivation?
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What is Motivation?
• Motivation
– Motivation is a human psychological characteristic
that contributes to a person’s degree of
commitment.
• Motivation in management
– Motivating is a management process of
influencing other people’s behavior based on the
knowledge of “what makes people tick”
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Common assumptions about
Motivation?
• Motivation is commonly assumed to be a
good thing.
• Motivation is in short supply and it need of
periodic replenishment
• Motivation is a tool with which managers can
design job relations in an organization
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Reflex
Influenceable
zone
Habits
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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.
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Early views of motivation
• The Human Relations Model
– 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.
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Early views of motivation
• The Human Relations Model
– 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.
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Early views of motivation
• Human Resource Model
– Associated with Doglas McGregor.
– 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.
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Maslow’s need theory
• Physiological needs - air, food, drink, shelter, warmth,
sleep, etc.
• Safety needs - protection from elements, security,
order, law, limits, stability, etc.
• Social needs - work group, family, affection,
relationships, etc.
• Esteem needs - self-esteem, achievement, mastery,
independence, status, dominance, prestige, managerial
responsibility, etc.
• Self-Actualization needs - realising personal potential,
self-fulfillment, seeking personal growth and peak
experiences
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Maslow’s need theory
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ERG theory
• The letters ERG stand for three levels of needs:
Existence, Relatedness, and Growth.
• Similarities to Maslow's Hierarchy
• Like Maslow's model, the ERG theory is hierarchical existence needs have priority over relatedness needs,
which have priority over growth.
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ERG theory
• Differences from Maslow's Hierarchy
– Unlike Maslow's hierarchy, the ERG theory allows
for different levels of needs to be pursued
simultaneously.
– The ERG theory allows the order of the needs be
different for different people.
– The ERG theory acknowledges that if a higher
level need remains unfulfilled, the person may
regress to lower level needs that appear easier to
satisfy.
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The two factor theory
Fredrich Herzberg and his associates conducted a study if the
job attitude of 200 engineers and accountants.
• The hygiene factors do little contribution to
provide job satisfaction. He called them
"dissatisfiers'
as
their
absence
cause
dissatisfaction but their presence is not motivating
but only prevent dissatisfaction.
• Motivating factors act as forces of job satisfaction.
They create positive and a longer lasting effect on
employee’s performance and are related to work
itself.
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The two factor theory
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The two factor theory
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Equity Theory
• People develop beliefs about what is a fair
reward for one’ job contribution - an exchange
• People compare their exchanges with their
employer to exchanges with others-insiders
and outsiders called referents
• If an employee believes his treatment is
inequitable, compared to others, he or she
will be motivated to do something about it -that is, seek justice.
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Equity Theory
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Reinforcement Theory(B. F. Skinner)
• Reinforcement theory is the process of shaping
behavior by controlling the consequences of the
behavior. In reinforcement theory a combination of
rewards and/or punishments is used to reinforce
desired behavior or extinguish unwanted behavior.
–
–
–
–
Positive Reinforcement
Negative Reinforcement
Punishment
Extinction
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Reinforcement Theory(B. F. Skinner)
•
•
•
•
Positive Reinforcement
– results when the occurrence of a valued behavioral consequence has the
effect of strengthening the probability of the behavior being repeated.
Negative reinforcement
– results when an undesirable behavioral consequence is withheld, with the
effect of strengthening the probability of the behavior being repeated.
Punishment
– Punishment is the administration of an undesirable behavioral
consequence in order to reduce the occurrence of the unwanted behavior.
Extinction
– The process of extinction begins when a valued behavioral consequence is
withheld in order to decrease the probability that a learned behavior will
continue.
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Expectancy theory of motivation
• When deciding among behavioral options,
individuals select the option with the greatest
motivation forces (MF).
• The motivational force for a behavior, action, or
task is a function of three distinct perceptions:
Expectancy, Instrumentality, and Valance. The
motivational force is the product of the three
perceptions:
• MF = Expectancy x Instrumentality x Valence
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Expectancy theory of motivation
– Expectancy probability: based on the perceived
effort-performance relationship.If I work harder than
everyone else in the plant will I produce more?
– Instrumentality probability: based on the perceived
performance-reward relationship.If I produce more
than anyone else in the plant, will I get a bigger raise
or a faster promotion?
– Valence: refers to the value the individual personally
places on the rewards. Do I want a bigger raise? Is it
worth the extra effort? Do I want a promotion?
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Module-2
Leadership
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Leadership
Leadership is a process of directing and influencing task related
activities of group members.
• 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.
• There is an unequal distribution of power between leaders and
group members.
• 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.
• 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.
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Leader vs. Manager
Subject
Focus
Have
Leader
Leading people
Follower
Horizon
Seeks
Power
Appeal to
Dynamic
Direction
Credit
Blame
Conflict
Risk
Long-term
Vision
Personal charisma
Heart
Proactive
New roads
Gives
Takes
Uses
Takes
Manager
Managing work
Subordinates
Short-term
Objectives
Formal authority
Head
Reactive
Existing roads
Takes
Blames
Avoids
Minimizes
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Trait Approach of leadership
• 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.
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Behavioral Approach of Leadership
• Behaviors can be learned. So individuals trained
in more appropriate leadership behavior would
be able to lead more effectively.
– Leadership functions. To operate effectively group
need someone to perform two major functions.
• Task-oriented or problem solving function.
• Group maintenance or social function.
– Leadership style. Task oriented style- Closely
supervise employee to be sure that the task is
performed satisfactory. Employee oriented style
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Managerial Grid
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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.
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Fiedler Model
– 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)”.
– Fiedler identifies three “Leadership situations" or
variables that help determine which leadership
style will be effective.
• Leader-member relations: It can be good or poor
• Task Structure: It can be structured or unstructured.
• Position power: It can be strong or weak.
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Fiedler Model
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.
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Module-3
Team and teamwork
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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 team or group are created deliberately by
managers and charged with carrying out a specific
task to help the organization to achieve the goal.
– Informal Team emerge whenever people come
together and interact regularly. Members of
informal team tend to fulfill some of their
individual needs together as a whole.
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Types of Formal team
– Command Team: it includes manager and all
employee tat report to that manager.
– Committee: It generally lasts a long time and
deals with recurrent problems and decisions
– 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. BD govt. creates project team to
investigate corruption in different govt. office.
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Types of Formal team
• Super team or high performance team:
– It is a group of 3 to 30 workers drawn from different areas of
corporation.
– 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.
– Required when a complex problem to solve; layers of progressdelaying management to cut through(cross-functionalism); not
suitable for all organization culture
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Functions of informal team
– 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.
– Informal group help solve problem. They might
help a sick worker or exchange work to deal with
boredom.
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Stages of Team development
Forming: During this initial stage group forms and learns
what sort of behavior is acceptable to the group.
Storming: As group member become more comfortable with
one another they may oppose the formation of the group
structure by asserting personality.
Norming: At this stage conflicts are hopefully solved. Group
unity emerges as members establish common goals, norms
and ground rules.
Performing: Now the group begins to operate as a unit.
Adjourning: For temporary groups such as task force, this is
the stage of wrap up activities.
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Team Cohesiveness
• Four ways to improve cohesiveness
– Introduce competition: conflict with outside individuals or
other teams increases group cohesiveness
– Increase interpersonal attraction: people tends to join
teams whose members they identify with or admire
– Increase interaction: regular party, picnic and games
– Create common goals: group effectiveness is function of 3
variables
• Task interdependence
• Sense of potency
• Outcome interdependence
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That’s all about today
Download the course material from
http://teacher.buet.ac.bd/aamamun/academic.html
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