Flash Report 3 A1
Strategies to complete Virtual Leader Scenario 2
Achieving 90% or Better
MGMT 6330
Luis Flores
Introduction
What is motivation?
The simple definition of motivation is the act or process of giving someone a reason for doing
something: a force or influence that causes someone to do something. What does this mean when
it comes to management; well motivation in management describes ways in which managers
promote productivity and build the desire to be productive and effective in their employees. The
article "Getting things done with other people" states that there are three elements in motivation;
the amount of effort that is put forth, the direction that effort is extended and the time an
individual "sticks" with a task. "A key issue surrounding motivation is satisfying the needs of an
individual." Jane LeMaster
In Virtual Leader Scenario 2 Corey, the new manager of the call center, is given the task to
motivate Oli and Rosa to create a plan and bring ideas to increase customer retention rate from
40% to 65%, add value to the new automation phone system and increase employee morale in
the call center. In order to achieve a 90% or better to completing the scenario, these task need to
be addressed before the meeting can end. Four other ideas and one hidden idea are presented in
the scenario that can help Oli and Rosa stay motivated to complete the assigned task or can
hinder the completion of the task by de-motivating Oli and Rosa and changing the direction of
the meeting. My job as Corey is to display great leadership and motivate Oli and Rosa to
complete the assign task and increase business results.
Continuing from Virtual Leader Scenario 1, there are four principles; power, tension, ideas, and
work that I needed to apply as Corey in order to control the situation. The first principle is to
generate ideas, which is done by relaxing or exciting an individual or group in order for ideas to
flow. The second principle is to control tension by adjusting the productive level so an individual
or group doesn't feel overwhelmed or alienated. The third principle is to control power by
gaining more power of the idea or sharing the power with others. The fourth principle is to
control work by identifying the right and wrong work an individual or groups exerts energy on.
By identifying the four principles, knowing what strategies to use and applying the correct
amount of support or opposition to an idea I would be able to achieve a 90% or better in the
scenario.
Outcome Direct Thinking
The first step I needed to take in order to complete the flash report and complete the Virtual
Learning Scenario 2 was to establish an Outcome Direct Thinking approach which would allow
me to have positive energy, increase my motivation, increase my morale, better focus and have
positive attitude. "The key to outcome-directed thinking is to adopt a thinking process focused on
movement from the present state to a desired state (Outcomes)." I identified four problems:
1.
2.
3.
4.
I don't understand how to manage motivation when it comes to management roll.
I don't know how many theories there are for motivation.
I am the only member in FR3A1.
I don't know what Virtual Leader Module 2 consist of.
This "problem orientation" approach focused my attention and energy only on the problems in
front of me resulting in a negative attitude, low motivation, low morale and stumped me from
moving forward. I ask myself this question, "What do I want instead of these problems", which
allowed me to stop thinking about my problem and directed my thinking and energy on what I
really want instead. This "flips" my focus from the problems to my desired state:
1.
2.
3.
4.
I want to know how to manage motivation
I want to know theories of motivation and how they are applied in business
I will complete FR3A1
I want to complete Virtual Leader Module 2 with a 90% or better score
I wanted to have an Outcome oriented approach that would keep me feeling positive, motivated
to do anything to achieve my desired state and not make me feel stuck, overwhelmed and not
sure how to move forward. I created individual outcomes/motivators to get the "right" outcome
that would provide me with the most motivation to move forward towards my desired state.
Individual Outcomes/Motivators
Here is the list of individual outcomes/motivators:
1.
2.
3.
4.
Feel the sense of accomplishment
Gain of knowledge and understanding
Apply these theories to my current position and company
Getting an A in this course
Individual Outcomes/Motivators: Next Level
1.
2.
Impress the professor
Impress fellow students
These individual outcomes/motivators will lead to the top level which is "Successfully complete
the MBA program."
Here is a list of obstacles and the steps i took to overcome that obstacles:
1. Where do we get information about Motivation and its use in business
• Search resource online
• Read "Getting Things done with other people Motivation: Content and Process"
by Jane LeMaster, Ph.D and leader
• Read "The Manager's Bookshelf: A mosaic of Contemporary Views" by Jon L.
Pierce & John W. Newstrom.
2. Where do we get information about the theories on Motivation
•
Read "Getting Things done with other people Motivation: Content and
Process" by Jane LeMaster, Ph.D and leader
•
Read "The Manager's Bookshelf: A mosaic of Contemporary Views"
by Jon L. Pierce & John W. Newstrom
3. Can I complete the Flash Report by myself
•
Create an action plan
•
Ask classmates that have taken this course for understanding and
material
•
Look at the higher outcomes for motivation
4. How do i complete the Virtual Leader Module 2 with a 90% or higher score
•
Read material provided in the Learning Modules
•
read and write down information provided by the scenario. "Idea
Information"
•
Knowledge on Managing Motivation
Motivation Theories
Maslow Hierarchy of Needs
Considered one of the oldest and most known motivational theory, Maslow Hierarchy of Needs
focuses on five levels of "need" motivators people go through. As one level is fulfilled, starting
from the most basic needs, a person can move up to fulfill the next level of need. This theory is
know n to have pyramid style levels where the lowest level or "basic need" level is called
Physiological . This level includes
breathing, food, water, sex, and sleep. ""In
terms of work this would best relate to
getting paid and having enough money to
do the aforementioned activities." The next
level up is "Safety" or the security one
self, family, health and property. "In terms
of work this relates to having safe working
conditions." Third level is "Social" or
having friends, family and love. "In terms
of the business this translates to having a
work environment that involves interaction
with people." The fourth level is "SelfEsteem" or having a sense of achievement,
respect of others, respect by others and feel
proud about ourselves. In terms of work this would be getting a promotion or getting recognized
for once productivity. The last level is "Self Actualization" which means "the activities are very
personal and help you feel that we are fulfilling some self identified goal that money or other
person's reaction have no effect on."
Herzberg Hygiene and motivator
Frederick Herzberg followed the same basis as the Maslow's Hierarchy of needs but related his
theory more to the business environment where he wanted to understand employees attitudes
and motivations. In 1952 Herzberg published his findings in the book The Motivation To Work.
Herzberg established two categories of motivational incentives, Hygiene and
Motivator."Hygiene factors are defined as those things that will keep an employee from being
dissatisfied at work." and Motivators are "those things, that if present will promote satisfaction
and motivation." The graph below shows examples of Hygiene and Motivator Factors:
Douglas McGregor Theory X and Theory Y
This theory was established by Douglas McGregor of MIT which focuses on two types of
management styles, Theory X views and Theory Y views." The theories look at how a manager's
perceptions of what motivates his or her team members affects the way he or she behaves."
Theory X managers assume that employees are naturally unmotivated, dislike working and will
attempt to avoid work. Theory Y managers assumes employees are happy to work, self
motivated and creative, and are willing to accept responsibility.
Alderfer's ERG Theory
This theory was developed by Clayton Alderfer to improve on the limitations of the Maslow
Hierarchy of Needs. Instead of having five levels of needs this theory reduces the needs to three:
Existence, Relatedness and Growth (ERG). Where Existence = Physiological and Safety needs
(Maslow's), Relatedness = Social and External Esteems needs and Growth = Self actualization
and Internal esteem needs. The theory states that more than one of these needs can be present at
the same time, theory allows the order of the needs to be different for different people and if a
higher level need remains unfulfilled then a person may regress to lower level needs.
Process Theories
Reinforcement Theory
The reinforcement theory was first proposed by BF Skinner . The theory explains the
mechanisms behind
motivation and individuals
actions. It states that an
individual's actions or
behavior is the result of the
consequences that result
from those actions. In
basic terms, if the actions
or behavior result in a
positive consequence then
those actions or behavior
will repeat, but if they
result in a negative
consequence then those
actions or behavior will
stop. This theory only
takes a look at what
happens to an individual
when he/she takes an
action or behavior not on the individuals inner feelings and drives. In terms of business,
managers can motivate employees by rewarding an action or behavior that they want to be
repeated, and punishing actions or behaviors they don't to be repeated. BF Skinner also states
that the external environment of the organization must be designed effectively and positively so
as to motivate employees.
Equity Theory
The equity theory was developed by Stay Adams and it's based on the idea that employees are
motivated by a fair balance between their inputs(hard work, skill level, tolerance, enthusiasm,
etc) and their outputs (salary, benefits, promotions, recognition, etc). "In an equation form it
states that equity exist when the ratio of one's inputs/outputs is equal to the ratio of some referent
other's ratio of the same." In simple terms, an individual will compare themselves to other
coworkers within the same position, to those in very different positions, to what is perceive as
average in the industry or to an "ideal" worker. If the individual perceives negative inequity, they
will seek to restore equity by changing their inputs (reducing their efforts, working less hours),
their outcomes (ask for a raise, steal from the company) or change their coworkers inputs
(making them feel bad for working hard, sabotage their work) or outputs (complain to the boss).
In the other hand if the individual perceives positive inequity, they don't feel they need to do
anything.
Expectancy theory
The expectancy theory proposes that an individual will act or behave in a certain way because
he/she is motivated to select a behavior over other behaviors because it maximizes the outcome
of their efforts. An article at boudnless.com states that, "The individual makes choices based on
estimates of how well the expected results of a given behavior are going to match up with or
eventually lead to the desired state." Expectancy Theory expresses its meaning through a
modeled equation:
Effort = Expectancy * Instrumentality * Valence
Where, according to Jane LeMaster:
Expectancy is the level that one thinks that performance will get them the outcome available.
Instrumentality is the level that one believes that effort will lead to performance.
Valence refers to the degree that one desires (or doesnt desire) the outcome available to them.
If any of the three perceptions (expectancy, instrumentality, valence) value is equal to zero then
the whole equation becomes zero.
Goal Setting Theory
The Goal setting theory was proposed by Edwin Locke and is one of the most popular theories
used. The theory states that setting goals, in particular specific or clear, challenging and
committed goals, will motivate an individual to exert effort to accomplish that goal or goals.
Setting specific or clear goals means that the goals are well known by the individual, able to be
measured and the direction is focused. Setting challenging goals will spark an interest and
motivates the individual to put maximum effort. Setting committed goals means that adds to the
hope that persistence will be high. Virtual Leader Module 2
Once again, in Virtual Leader Module 2 my job as Corey is to motivate Rosa and Oli to create a
plan and bring ides to increase customer retention rate from 40% to 65%, add value to the new
automation phone system and increase employee morale. At the beginning of the scenario,
Virtual Leader provides several ideas tabs on the bottom left corner that include, Finish Meeting,
Use Automation, Fix Environment, Raise Ret. to 65%, Fix Morale Problem, Stop complaining,
Coffee shop and a blank hidden idea. In order for me to accomplish my specific goals given at
the beginning of the scenario and to attend a 90% or higher score, I needed to read the
information and Tips provided in the tabs of each idea. The "Idea Information " provided me
valuable data about each idea in order for me to formulate a plan to motivate Rosa and Oli,
when to introduce an idea, when to disagree with an idea and how to release the tension level
between Rosa and Oli.
Idea Information
Raise Customer Retention to 65% - The call center makes money from a subscription fee from
Nortic's larger clients to provide added service. This service is described as "very valuable" by
the salespeople in selling against competitor, ITI. The group here should commit to bringing the
retention rate up to 65%. When the group started three years the annual retention rate was 82%
but has dropped to 40%.
Ideas impact:
•
Financials is Positive
•
•
Customer Satisfaction is Positive
Employee Satisfaction is Negative
This idea was one of my main objectives and I could keep pushing this idea through without any
support from Oli and Rosa but with caution. I used Adams Equity Theory where I had to balance
the perception of Rosa's and Oli's inputs (effort, time, loyalty, commitment, etc.) and their
outputs (pay, benefits, recognition, praise, etc).
Use Automation - The senior management invested many, many dollars in an automated
response system, with the goal of increasing response time and freeing up the agents to handle
more in-depth questions. The reality has been disappointing so far, but if everyone agrees to put
in the necessary hours and day, it should meet the original goal.
Ideas impact:
•
•
•
Financials is Positive
Customer Satisfaction is Negative
Employee Satisfaction is Neutral
This idea was my second main objective and followed the tip provided, I introduce the idea
"negatively" so it wouldn't be associated with me. This got Rosa to talk about her thoughts when
it comes to call center automation and how we could improve it. I used the Expectancy Theory in
this idea in the way that if the employees in the call center allowed the automation to deal with
smaller problems or questions, they can focus on more interesting and challenging questions that
would lead to better performance and higher rewards. In the scenario I kept "green zoning" the
idea slowly, as well as Rosa's and Oli's reinforcement bar.
Fix Morale Problem - In the notes from this meeting, we will state that the biggest root problems
is the low morale of the call center employees. All solutions will be based on that assumption.
From what you have gathered, this is an issue where Rosa and Oli agree. This idea is
incompatible with STOP COMPLAINING.
Ideas impact:
•
•
•
Financials is Negative
Customer Satisfaction is Neutral
Employee Satisfaction is Positive
Fix Environment - Let's spend a few dollars to improve the working environment. Due to finite
resources, this idea is incompatible with COFFEE SHOP. This is an area where Oli and Rosa
agree.
Ideas impact:
•
•
•
Financials is Negative
Customer Satisfaction is Positive
Employee Satisfaction is Positive
This two ideas, Fix morale problems and Fix environment, where ideas that Rosa and Oli agreed
upon. So I introduced this to ideas first and "green zone" them aggressively. This positively
reinforced Rosa's and Oli's behavior of agreeing with each other and lowered the tension level. If
Oli tried to introduced his hidden idea because of the positive reinforcement and lowered
tension, I went towards the "red zone" to apply a negative punishment. This lowered the
probability of repeating the undesirable behavior.
Stop Complaining - Maybe nothing has to be done about the morale problem in the call center,
other than a stiff lecture. People caught complaining will be penalized. Rosa and Oli disagree.
This idea is incompatible with FIX MORALE PROBLEM.
•
•
•
Financials is Positive
Customer Satisfaction is Neutral
Employee Satisfaction is Negative
Coffee Shop - This weekly meeting of call center representatives and management(that would be
you) doesn't have to happen here. This is not the most inspiring of places. The group should meet
at a local coffee shop, and see problems from the proper distance. Due to the finite resources, this
idea is incompatible with FIX ENVIRONMENT. This is an area where Oli and Rosa disagree
•
•
•
Financials is slightly Negative
Customer Satisfaction is Slightly Negative
Employee Satisfaction is Positive.
This two ideas would hinder my goal of increasing customer retention rate and add value to
automation. As Rosa and Oli tried to introduced these two ideas, I quickly "red zoned" the ideas
to apply a punishment. Once Rosa and Oli moved away from these ideas and focused on the
main ideas I "green zoned" their tabs to apply a positive reinforcement.
Oliver Newman - Oli's a customer agent, age is in the late 20's. Oli will introduce his hidden idea
as long as he helps pass another idea, or even just actively engaged. TIP: If you find yourself
clicking in Oli's green (right) zone too often, you will face at least two problems. First, the
tension will get too low, and second, you will lose control of the agenda as Oli feels empowered
to bring up his own ideas.
When you walk in the room, you sense that there is some significant tension and frustration
between Rosa and Oli. By saying nice things to Oli, you will alienate Rosa.
Rosa Lopez - Rosa is a Manager, Customer Relations, in her early 30's. Rosa's cubicle walls are
covered with photos of family and extended family from Brazil. She keeps hundreds of business
cards, seemingly everyone she's met, under a large plastic mat on her desk. Inspirational quotes
are pinned up everywhere there is room. Her original Nortic acceptance letter is framed and hung
on the wall. On her desk are the current version as well as the last two versions of the employee
handbook, with multiple pages dog-eared. Rosa started with the company seven years ago as a
call center operator and is now a manager.
When you walk in the room, you sense that there is some significant tension and frustration
between Rosa and Oli. By saying nice things to Rosa, you will alienate Oli.
Conclusion
In the article Getting things done with other people, Motivation: Content and Processes, Jane
LeMaster ask the question "Why is Motivation an issue of major importance and concern to
organizations?" In which he replies "It is the thing that managers and organizations can most
immediately impact when attempting to affect employee performance." Motivation is an
essential role in an organization because plays a critical role in achieving business goals and
objectives that are align with the organization's mission and values. Motivation can create and
maintain higher productivity improve work quality and profitability.
Sources
"What Is Motivation In Management? - Definition, Process & Types" http://educationportal.com/academy/lesson/what-is-motivation-in-management-definition-processtypes.html#lesson
http://www.merriam-webster.com/dictionary/motivation
http://www.netmba.com/mgmt/ob/motivation/herzberg/
http://www.mindtools.com/pages/article/newLDR_74.htm
"Theory X and Theory Y"
Understanding Team Member Motivation
"Expectancy Theory"
https://www.boundless.com/management/organizational-behavior/process-andmotivation/expectancy-theory/