The document discusses various aspects of motivation and human resource management. It defines motivation as the internal drive to act and satisfy needs from within an individual. It discusses different types of motivation including intrinsic motivation which involves engaging in behaviors for their own sake rather than for external rewards. Extrinsic motivation involves engaging in behaviors for external rewards like pay or praise. The document also discusses Maslow's hierarchy of needs and how it relates to motivation. It covers job enrichment strategies to make jobs more motivating as well as different management functions like planning, organizing, leading and controlling.

1. 1
Business Principles
BUSP 1202
WEEK 12
Abdul Shaikh
DBA, PMP
Abdul.shaikh@durhamcollege.ca

2. 2
Human Resources

3. Management of Human Resources
Motivation
Motivation is defined as the reasons why you are doing something, or the level of desire you have
to do something. If you want to lose weight to get healthier, this is an example of motivation to
improve your health.
Motivation is the defining factor that turns a good thought into immediate action. It turns a good
idea into a business and can positively impact the world around you. Without motivation, you
can't achieve anything. There are no goalposts to aim for and no purpose to strive towards.
Motivation is the process that initiates, guides, and maintains goal-oriented behaviors. It is what
causes you to act, whether it is getting a glass of water to reduce thirst or reading a book to gain
knowledge. Motivation involves the biological, emotional, social, and cognitive forces that
activate behavior.
• Motivation is a person’s internal drive to act.
• The drive to satisfy a need, ultimately comes from WITHIN AN INDIVIDUAL.
• The job of a manager is to find each worker’s commitment, encourage it, and focus on a
common goal.
Having a MOTIVATED WORKFORCE has become a KEY CHALLENGE for managers.
3

4. Management of Human Resources
4
Extrinsic Motivation and Intrinsic Motivation
What Is Extrinsic Motivation?
Extrinsic motivation is when we are motivated to perform a behavior or engage in an
activity because we want to earn a reward or avoid punishment. You will engage in
behavior not because you enjoy it or because you find it satisfying, but because you expect
to get something in return or avoid something unpleasant.

5. Management of Human Resources
5
What Is Intrinsic Motivation?
Intrinsic motivation is when you engage in a behavior because you find it rewarding.
You are performing an activity for its own sake rather than from the desire for some
external reward. The behavior itself is its own reward.

6. Management of Human Resources
• An intrinsic reward is the good feeling you have when you have done a good job.
• An extrinsic reward is something given to you by someone else as recognition for good
work;
– extrinsic rewards include pay increases, praise, and promotions.
6

7. Management of Human Resources
7
Extrinsic Motivation Intrinsic Motivation
Participating in a sport to win
awards
Participating in a sport because
you find the activity enjoyable
Cleaning your room to avoid
being reprimanded by your
parents
Cleaning your room because you
like tidying up
Competing in a contest to win a
scholarship
Solving a word puzzle because
you find the challenge fun and
exciting
Studying because you want to
get a good grade
Studying a subject you find
interesting

8. Management of Human Resources
8
Extrinsic = Outside

9. Video of Motivation
• Daniel Pink –
https://www.youtube.com/watch?v=wZySf
0NQUP0 Short (3.50 min)
9

10. Evolution of Human Relations
Management Concepts
10
In the broadest sense, the term ‘human relations’ refers to the interaction of people in
all walks of life—in schools, colleges, homes, business, government and so on.
However, when we talk of ‘human relations in industry’, then, in a wider sense, it
signifies the relationship that should exist between the human beings engaged in
industry.
Human relations is the art of getting along with people either as individuals or as a
group. Good human relations are an effective instrument to motivate the personnel
towards the achievement of individual as well as organizational goals.
Human Relations management theory is a premise of organizational psychology from
the early twentieth century, which suggests that employee productivity and motivation
can be increased through positive social bonds in the workplace and acknowledgement
of the worker as a unique individual. It holds that improved working conditions
(empowerment, participation, positive treatment) lead to increased productivity.

11. Fredric Taylor
11
It’s impossible to study management theory without understanding the “Father of
Scientific Management,” Frederick Taylor.
Frederick Winslow Taylor (1856-1915) was born in Philadelphia, Pennsylvania.
Taylor is best known for his 1911 book, “Principles of Scientific Management.” In
this book, he presented numerous principles of management that were based on the
scientific method and could improve the efficiency and productivity of industrial
workplaces.
Due to this work, Taylor is known as the father of Scientific Management, which is
also known as “Taylorism.”

12. Fredric Taylor
12
In “the Principles of Scientific Management,” Taylor starts with the following
statement: “The principal object of management should be to secure the maximum
prosperity for the employer, coupled with the maximum prosperity for each
[employee].”
In saying this, he meant that the organization and employees should work together,
strive to get the most out of one another, and be compensated for their efforts as it’s in
everyone’s best interests.

13. Fredric Taylor
13
Frederick Taylor’s principles of Scientific Management
Frederick Taylor’s four principles of Scientific Management are:
1. Develop a science for each element of work
2. Scientifically Select, Train, Teach, and Develop the worker
3. Cooperate with the Worker
4. Divide the Work and Responsibility
In his own words, these are:
1.“Develop a science for each element of…work”;
2.“Scientifically select and then train, teach, and develop the [worker]”;
3.“Cooperate with the [worker] so as to [ensure] all of the work [is] being done in
accordance with the principles of the science which has been developed”;
4.Equally divide “the work and the responsibility between the management and the
[workers],” where “the management take over all work for which they are better
fitted than the [workers].”

14. Scientific Management
SCIENTIFIC MANAGEMENT viewed people as MACHINES that needed to be properly
programmed.
• Little concern for the psychological/human aspects of work.
• In some companies emphasis is still placed on conformity to work rules rather than on
creativity, flexibility, and responsiveness.
Some companies still place more emphasis on conformity to work rules than on creativity,
flexibility, and responsiveness.
• For example, UPS tells drivers;
– How fast to walk (3ft/sec),
– How many packages to pick up and deliver per day (~400),
– How to hold their keys (teeth up, third finger).
14

15. Maslow: Hierarchy of needs
15
Maslow’s Hierarchy of Needs
Maslow’s theory is a hierarchy theory, it
represented as a pyramid with layers of needs –
basic needs at the bottom, and the subsequent
layers above representing ‘evolved’ needs that
motivate individuals.
Bottom four levels of the pyramid are termed as
‘deficiency needs’ – which means that their
absence will make an individual tense and
stressful. The top layer goes beyond the needs
of these four layers and is driven by the
constant need to become a better individual.

16. Maslow: Hierarchy of needs
16
Maslow’s Hierarchy of Needs
Psychological : Needs such as food, water and sleep
form core and basic needs of human beings.
Safety (Attainment of Survival): These are security
of body, employment, health and family – which are
a level higher than human’s psychological needs.
Love and belonging (Need for Association):
Friendship, family, intimacy maintain human’s
emotional stability.
Esteem: Our esteem needs involve the desire to feel
good about ourselves. According to Maslow, esteem
needs include two components. The first involves
feeling self-confidence and feeling good about
oneself. The second component involves feeling
valued by others; that is, feeling that our
achievements and contributions have been
recognized by other people. When people’s esteem
needs are met, they feel confident and see their
contributions and achievements as valuable and
important. However, when their esteem needs are not
met, they may experience what psychologist Alfred
Adler called “feelings of inferiority.”

17. Maslow: Hierarchy of needs
17
Maslow’s Hierarchy of Needs
Self-actualization: Self-actualization refers to
feeling fulfilled or feeling that we are living up to
our potential. One unique feature of self-
actualization is that it looks different for everyone.
For one person, self-actualization might involve
helping others; for another person, it might
involve achievements in his/her field. Essentially,
self-actualization means feeling that we are doing
what we believe we are meant to do. According to
Maslow, achieving self-actualization is relatively
rare, and his examples of famous self-actualized
individuals include Abraham Lincoln, Albert
Einstein, and Mother Teresa.

18. Job Enrichment
• Maslow’s theories have been extended by job enrichment theory.
• Job enrichment is a motivational strategy that emphasizes motivating the worker through the
job itself.
• Work is assigned to individuals so that they have the opportunity to complete an identifiable
task from beginning to end.
• Job enrichment is a process that is characterized by adding dimensions to existing jobs to
make them more motivating. Examples of job enrichment include adding extra tasks (also
called job enlargement), increasing skill variety, adding meaning to jobs, creating autonomy,
and giving feedback.
18

19. Job-oriented Motivational Techniques
• Job Enrichment/Redesign
– Skill Variety
– Task Identity/Significance
– Autonomy
– Feedback
• Job Simplification
• Job Enlargement
• Job Rotation
19

20. Management and Leadership
MANAGERS’ ROLES ARE EVOLVING
NEW APPROACHES:
• Global Competition
• Business Scandals
• Constant Change
• Better Educated Workers (Switch from
manufacturing to Service workers)
• Downsizing/Rightsizing (jack Welsh –
10%)
Required Management Skills:
• Technical Skills
• Human Relations Skills
• Conceptual Skills
Project Managers need the same skills.
20

21. Management and Leadership
21

22. Management and Leadership
Managers must practise the art of getting things done through organizational
resources.
• Resources is a general term that incorporates:
– human resources (e.g., employees)
– natural resources (e.g., raw materials)
– financial resources (e.g., money)
• The same resources that Project Managers may use to get projects completed on time
and on budget.
22

23. Management PDOC
23
While most positions and departments within a business are tasked with specific
duties based on particular knowledge, expertise, or company needs, managers can
have a broader and more complex set of responsibilities. More than just specialized
knowledge, management requires an ability to navigate numerous procedural,
structural, and interpersonal challenges in the process of guiding one's team to the
completion of various goals.
Originally identified by Henri Fayol as five elements, there are now four commonly
accepted functions of management that encompass these necessary skills: planning,
organizing, leading, and controlling. Consider what each of these functions entails, as
well as how each may look in action.
Note: The principle of Management change does not depend on the size of the
Business.

24. Management PDOC
24
/Directing

25. Management and Leadership
PDOC - Planning
• Goal(s) are the broad, long-term accomplishments an organization wishes to attain – should
be measurable.
• Objectives are specific, short-term statements detailing how to achieve the organization’s
goals.
• Plans are sequences of Strategies and Tactics used to achieve an objective. – plans always
have a time element.
In order to facilitate planning, three questions should be answered.
• What is the situation now?
• Where do we want to go?
• How can we get there from here?
Part of creating measurable objectives is to understand what you are good at and what you are not
good at.
25

26. Management and Leadership – research and
what do they mean in small teams
26

27. Management and Leadership
Strategic Planning
Outlines how the company will meet its objectives and goals.
• Provides the foundation for policies, procedures, and strategies for obtaining
and using resources to achieve goals.
Tactical planning
• The process of developing detailed, short-term statements about what is to be
done, who is to do it, how it is to be done
Operational planning
The process of setting work standards and schedules required to meet objectives.
• Focuses on specific responsibilities of supervisors, department managers, and
individual employees.
27

28. Management and Leadership
Contingency Planning
• Process of preparing alternative courses of action to be used if the primary
plans don’t achieve objectives.
• Can be especially challenging to medium-sized and smaller companies.
• Process is similar to Risk Mitigation used in Project Management.
28

29. Management and Leadership
PDOC - Planning (Directing)
• Economic and competitive environments change rapidly it’s wise to have alternative plans of
action.
• Crisis planning involves reacting to sudden changes in the environment.
PDOC - Leading (Directing)
• Creating a vision for the organization by;
– Guiding, training, coaching, and motivating others to work effectively to achieve the
organization’s goals and objectives.
PDOC - Organizing
A management function that includes;
• Designing the structure of the organization
• Creating systems in which resources work together to achieve the goals and objectives.
29

30. Management and Leadership
PDOC - Controlling
• Establishing standards to determine if organization is progressing toward its goal and
objectives
• Monitoring
• Mitigating risks
• Taking corrective action
• Rewarding people for doing a good job
30

31. Adapting Organizations to Today’s
Market
Organizing, or structuring, begins with;
• Determining work that need to be done
• Assigning and dividing up tasks
The process of dividing tasks into smaller jobs is called job specialization.
The process of setting up individual departments to do specialized tasks is called
departmentalization.
31

32. Adapting Organizations to Today’s
Market
Departmentalization
Dividing an organization into separate units.
• Usually by function.
• Functional structure is the grouping of workers into departments based on similar skills,
expertise, or resource use.
32

33. Adapting Organizations to Today’s
Market
Advantages and Disadvantages of Departmentalization
Advantages
• Employees can develop skills in depth and can progress within a department as they
master those skills.
• The company can achieve economies of scale in that it can centralize similar resources in
one area.
• There’s good coordination within the function, and top management can easily direct and
control various departments’ activities.
Disadvantages of Departmentalization.
• There may be a lack of communication among the different departments.
• Individual employees may begin to identify with their department and its goals rather than
with the goals of the organization as a whole.
• People working in Silos! Think of the different school at Durham!
33

34. Adapting Organizations to Today’s
Market
34
Types of Departmentalization
1) Functional: Groups of employees based on work performed (e.g. engineering,
accounting, information systems, human resources).
2) Product: Groups of employees based on major product areas in the corporation
(e.g. women’s footwear, men’s footwear, and apparel and accessories).
3) Customer: Groups of employees based on customer’s problem and needs (e.g.
wholesale, retail, government).
4) Geographic: Groups of employees based on location served (e.g. North, South,
Midwest, East).
5) Process: Groups of employees based on the basis of work or customers flow (e.g.
testing, payment).

35. 35

36. 36
THANK YOU