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  • 15 ways to delegate work effectivelyDelegate a task if someone else can do it, wants to do it, needs to do it or likes to do it. When you delegate responsibility, also delegate the authority to use the resources to get it done. Delegate results, not necessarily the methods. When you delegate something, don't take it back. Ensure the person understands what you have delegated to him and why. Set benchmarks or checkpoints and then leave them alone. Reinforce positive results and give feedback on negative results. Communicate clear instructions, expectations and guidelines. Use delegation as a staff development tool. Resist the tendency to over-inspect. Ask for regular written or verbal reports. Remember what you delegated and to whom. See failure as necessary if people are willing to stretch, learn and grow.
  • Motivation

    1. 1. C J VIGNESH<br />08uta45<br />
    2. 2. Motivation<br /><ul><li>Effort put forth on the job.
    3. 3. Motivation starts with good employee morale, the mental attitude of employees toward their employer and jobs.
    4. 4. Poor morale shows up through absenteeism, employee turnover, strikes, falling productivity.</li></li></ul><li>Maslow’s Hierarchy of Needs Theory<br /><ul><li>Maslow’s hierarchy of needs:
    5. 5. A satisfied need is not a motivator;
    6. 6. People’s needs are arranged in a hierarchy of importance; once they satisfy one need, at least partially, another emerges and demands satisfaction.
    7. 7. Physiological needs
    8. 8. Safety needs
    9. 9. Social (belongingness) needs
    10. 10. Esteem needs (status, self respect )
    11. 11. Self-actualization (self fulfillment) needs </li></li></ul><li>Herzberg’s Two-Factor Theory<br />Hygiene Factors<br />Job Environment<br />Salary<br />Job Security<br />Personal Life<br />Working Conditions<br />Status<br />Interpersonal Relations<br />Supervision<br />Company Policies<br />Motivator Factors<br />Achievement<br />Recognition<br />Advancement<br />The job itself<br />Growth Opportunities<br />Responsibility<br />
    12. 12. Expectancy Theory and Equity Theory<br />Expectancy Theory – <br />Systematically gather information to find out what employees want from their jobs<br />Clearly link rewards to individual performance<br />Empower employees to make decisions which enhance expectancy perceptions<br />Equity Theory – <br />Inputs<br />employee contributions to the organization<br />Outcomes<br />rewards employees receive from the organization<br />
    13. 13. Goal-Setting Theory<br /><ul><li>Goal:target, objective, or result that someone tries to accomplish.
    14. 14. Goal-setting theory- people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement.</li></li></ul><li>Little Ambition<br />Theory X<br />Workers<br />Dislike Work<br />Avoid Responsibility<br />Self-Directed<br />Theory Y<br />Workers<br />Enjoy Work<br />Accept Responsibility<br />
    15. 15. Management by Objective<br />Systematic and organized approach that allows managers to focus on attainable goals and achieve the best results.<br />MBO helps motivate individuals by aligning their objectives with the goals of the organization.<br />MBO Principals:<br />A series of related organizations, goals, and objectives<br />Specific objectives for each individual<br />Participative decision making<br />Set time period to accomplish goals<br />Performance evaluation and feedback<br />
    16. 16. Job Design & Motivation<br />Job enlargement:job design that expands an employee’s responsibilities by increasing the number and variety of tasks assigned to the worker.<br />Job enrichment: change in job duties to increase employees’ authority in planning their work, deciding how it should be done, and learning new skills.<br />
    17. 17. 10<br />Motivating with the Integrated Model<br />
    18. 18. Motivating with the Integrated Model<br /><ul><li>Two assumptions manager make about employees, according to psychologist Douglas McGregor:
    19. 19. Theory X: employees dislike work and try to avoid it whenever possible; managers must coerce or control them or threaten punishment to achieve the organization’s goals.
    20. 20. Theory Y: typical person likes work and learns to accept and seek responsibilities; managers assume creative people solve work-related problems.</li></li></ul><li>THANK YOU!!!<br />