Team Motivation: A Historical Perspective

Slide 1: team motivation A Historical Perspective

Slide 2: Motivation is always a good thing 2

Slide 3: Motivation is always a good thing Increased productivity 3

Slide 4: Motivation is always a good thing Increased productivity Higher profits 4

Slide 5: Motivation is always a good thing Increased productivity Higher profits A happier workforce 5

Slide 6: Motivation is always a good thing Increased productivity Higher profits A happier workforce More cohesive teams 6

Slide 7: Motivation is always a good thing Increased productivity Higher profits A happier workforce More cohesive teams Reduced absenteeism 7

Slide 8: First, let’s give a brief historical sketch of factors that have influenced the study of workplace motivation. 8

Slide 9: Agrarian societies are characterized by … • Stability • Family-run operations • Simple tools 9

Slide 10: The Industrial Revolution was characterized by … • The steam engine • Urbanization • Mass Production 10

Slide 11: F. W. Taylor noticed certain patterns of inefficiency. Conformity to group norms. 11

Slide 12: F. W. Taylor noticed certain patterns of inefficiency. Conformity to group norms. Patterns from pre-industrial age. 12

Slide 13: F. W. Taylor noticed certain patterns of inefficiency. Conformity to group norms. Patterns from pre-industrial age. Zero-sum labor availability. 13

Slide 14: F. W. Taylor noticed certain patterns of inefficiency. Conformity to group norms. Patterns from pre-industrial age. Zero-sum labor availability. No incentive for increased output. 14

Slide 15: The absence of ambition was viewed as a virtue. 15

Slide 16: Efforts to rise above the crowd were interpreted as social treason. 16

Slide 17: Rising leaders faced social pressures to return to their equalized status within the group. 17

Slide 18: Taylor’s Solution—Scientific Management—would bring … Objectivity 18

Slide 19: Taylor’s Solution—Scientific Management—would bring … Objectivity Structure 19

Slide 20: Taylor’s Solution—Scientific Management—would bring … Objectivity Structure Efficiency 20

Slide 21: Taylor’s Solution—Scientific Management—would bring … Objectivity Structure Efficiency Training 21

Slide 22: Taylor’s Solution—Scientific Management—would bring … Objectivity Structure Efficiency Training Matching the worker to the job 22

Slide 23: But Weber saw a problem … How can organizations operate rationally and systematically? 23

Slide 24: According to Weber … Untested Personal Opinions should be replace by … 24

Slide 25: Untested Personal Opinions should be replace by … Proven Rules 25

Slide 26: Charismatic or Traditional Authority should be replaced by … 26

Slide 27: Charismatic or Traditional Authority should be replaced by … Rational-legitimate authority 27

Slide 28: Political favoritism should be replaced by …. 28

Slide 29: Political favoritism should be replaced by …. Selection by Competence 29

Slide 30: Weber called this innovative management system … Bureaucracy 30

Slide 31: The Critics According to some, Scientific Management was … “the attempt to make human work productive by eliminating the employees’ responsibility for their own work and concentrating it in the hands of a science-based managerial elite.” Hardy, L. (1990). The fabric of this world: Inquiries into calling, career choice, & the design of human work. Grand Rapids: MI: William B. Eerdmans. 31

Slide 32: The Critics “Small opportunity is now given the workman to exercise that initiative of which Mr. Taylor talks so glibly.” Letter to the American Magazine, 1911, Cited in Dean, C. C. (1997) Primer of scientific management by Frank B. Gilbreth: A response to publication of Taylor's principles in The American Magazine. Journal of Management History 3(1), 31-41. 32

Slide 33: Weber Sensed the Need for Something More … “The fate of our times is characterized by rationalization and intellectualization and, above all, by the disenchantment of the world. Precisely the ultimate and most sublime values have retreated from public life either into the transcendental realm of mystic life or into the brotherliness of direct and personal human relations. It is not accidental that our greatest art is intimate and not monumental.” –Max Weber Source: The Columbia World of Quotations, 1996. 33

Slide 34: Abraham Maslow developed a framework for understanding this “something more.” 34

Slide 35: The framework involved a pyramid (or hierarchy) of human needs. Physiological 35

Slide 36: The framework involved a pyramid (or hierarchy) of human needs. Safety (Security) Physiological 36

Slide 37: The framework involved a pyramid (or hierarchy) of human needs. Social (Affiliation) Safety (Security) Physiological 37

Slide 38: The framework involved a pyramid (or hierarchy) of human needs. Esteem (Recognition) Social (Affiliation) Safety (Security) Physiological 38

Slide 39: The framework involved a pyramid (or hierarchy) of human needs. Self-Actualization Esteem (Recognition) Social (Affiliation) Safety (Security) Physiological 39

Slide 40: Other researchers began to focus on the emotional or “softer” side of organizational behavior. 40

Slide 41: Mary Parker Follett Saw the importance of relationships. Advocated employee participation. Recommended power sharing. 41

Slide 42: Elton Mayo … Studied workplace environment. Discovered the relationship factor. 42

Slide 43: Lillian Gilbreth discovered … That wages are not the only motivators. The importance of affirmation. The importance of communication. The value of training in “emotion work.” Graham, L. (2000) Lilian Gilbreth & the mental revolution at Macy's, 1925-1928. Journal of Management History 6(7), 285-305. 43

Slide 44: Douglass McGregor brought a new dimension to the study of worker motivation . . . the manager's perspective on the nature of people. McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill. 44

Slide 45: Theory X Sees People as … • Lazy • Irresponsible • Lacking in ambition • Needing someone to prod and control them. 45

Slide 46: Theory Y Sees People as … • Intrinsically motivated • Responsible • Enjoying work • Highly productive … when empowered 46

Slide 47: Researchers began to notice that motivation has a two-dimensional character. B =f (P, S) Kurt Lewin 47

Slide 48: Researchers began to notice that motivation has a two-dimensional character. Individual behavior (B) is a function of (f) psychological factors (P) and the work situation (S) Kurt Lewin 48

Slide 49: Rensis Likert discovered that close supervision often reduces motivation. Number of First-Line Supervisors Who Use . . . Close Supervision General Supervision 9 High-Producing Sections 1 8 4 Low-Producing Sections Hersey, P., Blanchard, K. H. & Johnson, D. E. (1996). Management of organizational behavior (7th ed.). Upper Saddle River, NJ: Prentice Hall, p. 109. 49

Slide 50: Two-Dimensional Management 50

Slide 51: Two-Dimensional Management Concern for Productivity 51

Slide 52: Two-Dimensional Management Concern for People Concern for Productivity 52

Slide 53: Two-Dimensional Management Concern for People No Relationship (Indifference) Concern for Productivity 53

Slide 54: Two-Dimensional Management Concern for People Command and No Relationship Control (Indifference) Relationship Concern for Productivity 54

Slide 55: Two-Dimensional Management Paternalistic Concern for People Relationship Command and No Relationship Control (Indifference) Relationship Concern for Productivity 55

Slide 56: Two-Dimensional Management Paternalistic Empowering Concern for People Relationship Relationship Command and No Relationship Control (Indifference) Relationship Concern for Productivity 56

Slide 57: So, what are the motivational issues of the future? 57

Slide 58: Ethical Leadership 58

Slide 59: Globalization 59

Slide 60: Virtual teams 60

Slide 61: Information Overload 61

Slide 62: Spirituality & Meaning 62

Slide 63: About the Presenter: Dr. Gregory Waddell Email: greg@envoycm.org Education Doctor of Strategic Leadership Website: www.GregorySWaddell.com Regent University Experience M.A. Organizational Development Director of Institutional Improvement Azusa Pacific University Mid-South Christian College 2006- M.A. Practical Theology Executive Director Envoy Christian Mission Cincinnati Christian Seminar 2004-2006 (Now Cincinnati Christian University) Missionary/Church-Planter 1982-2004 B.A. Christian Ministries Cincinnati Bible College 63

Slide 64: Credits The photo of Abraham Maslow is from Maslow: la Management. http://www.human- side.com/maslow/MoM/index.htm. The portrait of Kurt Lewin is the public domain of the United States. It was found at http://www.answers.com/topic/kurt-lewin-jpg All other photos are © 2007JupiterImages and its Licensors. All Rights Reserved. 64