Transcript Motivation and Leadership

8
chapter
Motivation,
Leadership, and
Teamwork
Better Business
3rd Edition
Solomon (Contributing Editor) ·
Poatsy · Martin
© 2014 Pearson Education, Inc.
8-1
Motivation: Lighting the Fire

 What is Motivation?


The individual internal process that
energizes, directs, and sustains behavior;
the personal “force”that causes us to
behave in a particular way


Good managers motivate others to
reach their best
Motivated workers feel great about
work
Workers who feel good, produce more
There are multiple motivation theories
 Morale
•
An employee’s feelings about his or her
job, superiors, and the firm itself
 Why is Morale Important?
•
High morale results from the
satisfaction of needs or as a result of
the job and leads to dedication, loyalty,
and the desire to do the job well
•
Low morale leads to shoddy work,
absenteeism, and high turnover rates
© 2014 Pearson Education, Inc.
8-2
Motivation in the Workplace
73 percent of U.S. employees are not engaged
in or are actively disengaged from their work
SAS Institute in North Carolina fosters a
creative environment by:
–
–
–
–
Keeping employees intellectually engaged
Removing distractions
Making managers responsible for sparking creativity
Eliminating arbitrary distinctions between
administrative “suits” and more abstract “creatives”
– Engaging customers as creative partners
© 2014 Pearson Education, Inc.
8-3
Benefits of Keeping Employees
Motivated
• Workers are more
productive
• Workers are more creative
• Retention levels are
higher
• Companies benefit
financially
© 2014 Pearson Education, Inc.
8-4
Reinforcement Theory
 Reinforcement Theory
• Behavior that is rewarded is likely to be repeated, whereas
behavior that is punished is less likely to recur.
– Reinforcement: an action that follows directly from a particular
behavior
– Types of reinforcement
– Positive reinforcement: strengthens desired behavior
by providing a reward (ex. Raise, “Pat on the Back”)
– Negative reinforcement: strengthens desired behavior
by eliminating an undesirable task or situation (ex. Assigning
clean-up duty to worker’s who don’t meet their tasks)
– Punishment: an undesired consequence of undesirable behavior
(ex. Reprimands, job termination, reduced pay)
– Extinction: eliminate undesirable behavior by not responding to
behavior (ex. Not sending an email response to an employee
2011 Pearson
Education,
Inc.
who constantly ©emails
with
you complaints)
5
Theories of Motivation:
Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs
•
A sequence of human needs (personal requirements) in the order of their importance
•
Theory of motivation that states workers are only motivated until their most basic human needs (personal
requirements) are met first
• Physiological needs – Basic survival needs (food, water, shelter)
• Safety needs – The need to feel safe and secure at work (job security, health insurance, safe working
conditions)
• Social needs – The need to feel love, accepted, and part of the group (working relationships, social
networks)
• Esteem needs – The need for respect, recognition, and a sense of our own accomplishment and worth
(personal accomplishments, promotions, honors and awards)
• Self-actualization needs – The need to grow and develop and become all that we are capable of being.
This is the hardest need to identify (learning a new skill, starting a new career, or becoming “the best
there is” at their craft
•
How to use this theory?
• Businesses have to satisfy basic needs first (which they usually do) before they can satisfy
workers’ higher order needs (this is the challenge).
• Businesses must identify their workers’ needs that are not being met, and work to try and help
fulfill that worker need so they’ll be motivated to work
© 2011 Pearson Education, Inc.
6
Theories of Motivation:
Maslow’s Hierarchy of Needs
© 2014 Pearson Education, Inc.
8-7
Theories of Motivation:
McClelland’s “Three Needs” Theory
Need for
achievement
Need for
affiliation
Need for
power
© 2014 Pearson Education, Inc.
8-8
Theories of Motivation:
Herzberg’s Motivator-Hygiene (aka
Tow-Factor Theory)
Two factors that influence a person’s motivation:
Hygiene Factors
• Safe working environment
• Proper pay and benefits
• Relationships with co-workers
Motivators
• Recognition
• Responsibility
• Promotion
• Job growth
Understanding this Theory:
1) Hygiene factors lead to job dissatisfaction. If Hygiene factors are not present,
employees tend to get dissatisfied. If Hygiene factors are present, employees
tend to ignore these factors and take them for granted.
2) Motivation factors lead to job satisfaction. If motivational factors are present,
employees tend to get motivated and it can lead to long-term job satisfaction.
© 2014 Pearson Education, Inc.
8-9
Applying Motivational Theories
© 2014 Pearson Education, Inc.
8-10
Theory X and Theory Y
© 2014 Pearson Education, Inc.
8-11
Theory X and Theory Y
In 1960, the social psychologist Douglas McGregor
proposed the Theory X and Theory Y models.
–The Theory X model suggests a view of humans as
inherently disliking work and wanting to avoid it. Theory X
management suggests employees have to be coerced
and controlled by management in order to be productive.
This leads to an authoritarian, hard-line management
style.
• The Theory Y model suggests that people are naturally
motivated and will direct themselves to work for the aims
of the organization if they are satisfied with their jobs.
Theory Y managers believe that, on average, people will
accept and seek out responsibility. Such managers have
a participative, gentler style of management that involves
the participation of many.
© 2014 Pearson Education, Inc.
8-12
Vroom’s Expectancy Theory
Motivation = V * E * I
 Expectancy Theory
• Motivation depends on how much
we want something and on how
likely we think we are to get it.
• Implies that managers must
recognize that:
– Employees work for a variety of reasons
– The reasons, or expected outcomes, may
change over time
– It is necessary to show employees how they
can attain the outcomes they desire
– Ex. Offering company trips for sales goals,
monetary bonuses for meeting goals
© 2014 Pearson Education, Inc.
8-13
Evolution of Motivational Theories in
Business
•
•
•
•
Scientific management
Industrial psychology (1920s and 1930s)
Frank and Lillian Gilbreath
The Hawthorne Effect
© 2014 Pearson Education, Inc.
8-14
Motivational Theories for the Modern
Workplace
• New ideas are still being developed in
organizational and industrial psychology
- Uncertainty management theory
• Fairness becomes more important in uncertain
circumstances
• Perceived unfairness hurts job satisfaction and
performance
- Sociocracy
• The interests of everyone are served equally
© 2014 Pearson Education, Inc.
8-15
Leadership: The Fourth
Function of Management
Leading is the process of influencing, motivating,
and enabling others to contribute to the success
and effectiveness of an organization by
achieving its goals.
Four common types of leaders:
• Democratic
• Autocratic
• Affiliative (Laissez-Faire)
• Visionary
© 2014 Pearson Education, Inc.
8-16
Styles of Leadership
© 2014 Pearson Education, Inc.
8-17
Traits of Leadership
© 2014 Pearson Education, Inc.
8-18
Teamwork: The Advantages
• In good, working teams, there’s agreement on
the objectives at hand and on the best
approach to solve the problem.
• Teammates depend on one another’s ideas and
efforts to complete tasks successfully.
• There is a sense of accountability, and
members are committed to one another’s
success.
© 2014 Pearson Education, Inc.
8-19
Teamwork: The Challenges
• Teamwork does not always bring more
creative output.
• Groupthink: If a team is not carefully
selected this behavior of “wanting to fit in”
can lead to narrow-mindedness
• Different generations in the workforce may
have different styles and expectations.
© 2014 Pearson Education, Inc.
8-20
Best Practices for Teams
• Group flow occurs when a group knows
how to work together so that each individual
member can achieve flow
• Characteristics of such a setting
-
Creative spatial arrangements
Playground design
Focus on the product’s target group
Visualization & prototyping
© 2014 Pearson Education, Inc.
8-21
How Managers Can Form
the Best Teams
Some important considerations in forming a
team
- Size
- Time
- Status
© 2014 Pearson Education, Inc.
8-22
Belbin’s Team Roles
© 2014 Pearson Education, Inc.
8-23
The Effect of Technology on the Design
of Teams
Virtual teams
– Needed because of increased globalization
– Tools aid implementation
•
•
•
•
•
Conference calls
E-mail
Video conferencing
Live broadcasting
Web casts
© 2014 Pearson Education, Inc.
8-24
Stephen Covey’s 7 Habits of Highly
Effective People
1.
2.
3.
4.
5.
Be proactive
Begin with the end in mind
Put first things first
Think win–win
Seek first to understand, then to be
understood
6. Synergize
7. Sharpen the saw
© 2014 Pearson Education, Inc.
8-25
© 2014 Pearson Education, Inc.
8-26