Motivation
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to like this
No Downloads

Views

Total Views
464
On Slideshare
463
From Embeds
1
Number of Embeds
1

Actions

Shares
Downloads
13
Comments
2
Likes
0

Embeds 1

https://www.linkedin.com 1

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. ”Motivation is not something a “People often say thatperson does to another, it is motivation doesnt last. Well,something that you do for neither does bathing - thatsyourself” why we recommend it daily.”
  • 2. Type of motivationLow Commitment, welfare, development High
  • 3. Controlled motivation Autonomous motivationDemotivation Must/Have to Should Important/correct That´s who I am Flow
  • 4. Controlled motivation Autonomous motivationDemotivation Must/Have to Should Important/correct That´s who I am Flow Competence Relatedness Autonomy
  • 5. EURO RSCG WORLDWIDE Vol. 11, 2011MILLENNIALS:The ChallengerGeneration Relatedness
  • 6. ”The urge to get betterat stuff” Competence !"#$%&$(&#)*+&),! Were you better today, than yesterday?
  • 7. I can accept losingbut I can´t accept not trying
  • 8. Autonomy!"#$%&#((&)$*#(#+),&-($&.$*-&(*$,-$/")(*#$,"#$0-+12$&(/31&(*$"-0$0#$0-+4$)(1$/-(.3%#5$63+$&(13.,+7$8$ Let´s get past the ideology with&(1##12$#9#+7$&(13.,+7$8$0-31$1-$0#$,-$#)+($:+-%$,"#%$ Autonomy- carrots and sticks.)(1$)1);,$,-$,"#%5$!"#$#<,#(1#1$#+)$-:$,"#$=)=7$=--%#+.$&.$1+)0&(*$,-$)$/-.#5 The desire to be self directed
  • 9. Build behavioral codes in theorganization that supportsautonomy and competence alongwith relatedness.
  • 10. My bullet point- Build a culture thats supports the human needs
  • 11. High Role model Business manager Motivating Strategist leadership Change agent People managerActivity Performance manager Micromanaging Leadership by carrot & sticks Reacts only when things gone wrong Avoids involvementLow Low Efficency High