Here are the key similarities and differences between Maslow's and McGregor's approaches to motivation:
- Both recognize that people have a variety of motivational needs beyond just financial compensation. Money is not the only motivator.
- Maslow's hierarchy of needs focuses on the progression of satisfying different types of needs from basic to more advanced. McGregor's Theory X and Theory Y focus more on managers' underlying assumptions about workers' motivations.
- A key difference is that Maslow's model is more psychological and focuses on individuals, while McGregor's looks at motivation from an organizational behavior and management perspective.
- Maslow's approach is more simplistic in viewing needs as satisfied sequentially, while
O.b. c 6 perception and individual decision makingDr.Rajesh Kamath
This document discusses perception and individual decision making. It explains that perception is how individuals interpret sensory impressions to make meaning of their environment, and is influenced by factors in the perceiver, situation, and target. It also discusses attribution theory and how people make judgments about others. Common shortcuts in judging others like selective perception, halo effect, and stereotyping are explained. The document then discusses factors that influence individual decision making like bounded rationality and intuition. It also outlines several common biases that can impact decision making. Finally, it discusses how personality, gender, and mental ability can influence decision making processes.
The document discusses effective performance management systems, outlining that they should align with organizational strategy and culture, be practical and easy to use, and monitor both results and behaviors. It also provides details on the key aspects of a performance management cycle including planning, monitoring, and reviewing performance. Guidelines are presented for setting goals for employees using the SMART framework and providing constructive feedback.
Performance Management and Performance Appraisalsminnoo
This document discusses performance management and performance appraisals. It defines performance as successfully accomplishing tasks through skills, knowledge and motivation. Performance management is establishing shared goals and developing employees to achieve organizational objectives. Key aspects of performance management include identifying, measuring, evaluating, improving and rewarding employee performance. Performance appraisals systematically evaluate employee performance against standards and provide feedback. They are used to provide rewards, training, determine potential and review performance. The document outlines the performance appraisal process and various appraisal techniques. It also discusses challenges in performance appraisals such as biases and ineffective practices.
This document discusses ethics in the workplace and proper conduct. It outlines the different relationships that exist at work between management and customers/employees, and employees amongst themselves. Some examples of unethical behavior are provided, such as stealing, safety violations, falsifying records, poor customer service, and addictions. The document advises that as employees, when faced with unethical situations, people can choose to ignore them, speak up, clarify issues, or report the situation. It provides guidance that if employees are unsure about a course of action, they should consider whether it is legal, complies with company policy, could harm anyone, and how they would feel if others knew about it.
Motivation is a restricted weapon- inspiration leads to limitless power. Motivation is like pushing a car from behind –using a non-ignited the battery, though the fuel is filled full tank still the car doesn’t work – same with motivation. Inspire people by actions
Motivation is done through words but to inspire we need to put things in action that compiles others to act along to reach the goal.
The document discusses personality and the factors that influence it. It describes personality as being made up of both hereditary and environmental factors that are moderated by situational conditions. Some key points:
- Personality is influenced by heredity (genes), environment, and situations. Heredity sets parameters but the environment determines one's full potential.
- There are several theories of personality including traits theory, psychodynamic theory, humanistic theory, and the integrative approach.
- Popular models for describing personality include the Big Five model (extraversion, agreeableness, conscientiousness, emotional stability, openness) and Myers-Briggs Type Indicator (16 personality types).
O.b. c 6 perception and individual decision makingDr.Rajesh Kamath
This document discusses perception and individual decision making. It explains that perception is how individuals interpret sensory impressions to make meaning of their environment, and is influenced by factors in the perceiver, situation, and target. It also discusses attribution theory and how people make judgments about others. Common shortcuts in judging others like selective perception, halo effect, and stereotyping are explained. The document then discusses factors that influence individual decision making like bounded rationality and intuition. It also outlines several common biases that can impact decision making. Finally, it discusses how personality, gender, and mental ability can influence decision making processes.
The document discusses effective performance management systems, outlining that they should align with organizational strategy and culture, be practical and easy to use, and monitor both results and behaviors. It also provides details on the key aspects of a performance management cycle including planning, monitoring, and reviewing performance. Guidelines are presented for setting goals for employees using the SMART framework and providing constructive feedback.
Performance Management and Performance Appraisalsminnoo
This document discusses performance management and performance appraisals. It defines performance as successfully accomplishing tasks through skills, knowledge and motivation. Performance management is establishing shared goals and developing employees to achieve organizational objectives. Key aspects of performance management include identifying, measuring, evaluating, improving and rewarding employee performance. Performance appraisals systematically evaluate employee performance against standards and provide feedback. They are used to provide rewards, training, determine potential and review performance. The document outlines the performance appraisal process and various appraisal techniques. It also discusses challenges in performance appraisals such as biases and ineffective practices.
This document discusses ethics in the workplace and proper conduct. It outlines the different relationships that exist at work between management and customers/employees, and employees amongst themselves. Some examples of unethical behavior are provided, such as stealing, safety violations, falsifying records, poor customer service, and addictions. The document advises that as employees, when faced with unethical situations, people can choose to ignore them, speak up, clarify issues, or report the situation. It provides guidance that if employees are unsure about a course of action, they should consider whether it is legal, complies with company policy, could harm anyone, and how they would feel if others knew about it.
Motivation is a restricted weapon- inspiration leads to limitless power. Motivation is like pushing a car from behind –using a non-ignited the battery, though the fuel is filled full tank still the car doesn’t work – same with motivation. Inspire people by actions
Motivation is done through words but to inspire we need to put things in action that compiles others to act along to reach the goal.
The document discusses personality and the factors that influence it. It describes personality as being made up of both hereditary and environmental factors that are moderated by situational conditions. Some key points:
- Personality is influenced by heredity (genes), environment, and situations. Heredity sets parameters but the environment determines one's full potential.
- There are several theories of personality including traits theory, psychodynamic theory, humanistic theory, and the integrative approach.
- Popular models for describing personality include the Big Five model (extraversion, agreeableness, conscientiousness, emotional stability, openness) and Myers-Briggs Type Indicator (16 personality types).
Motivating employees is about more than charisma and vision. To help employees perform their best, a great leader will provide feedback — the right kind, at the right time. Feedback is an essential tool for any manager, whether in a small business or a large corporation.
If you want to learn more about this topic: https://www.newsteer.com/resources/how-to-give-employee-feedback
Organization Behaviour : Personality and TheoriesDr.Nitin Sharma
Concept of Organization Behaviour, Definition, Determinants of personality, Different types of personality, Examples of personality, Theories of personality, Sigmund Freud theory of personality, Gordon Allports theory, Big Five personality Model, Personality Test.
Selection for Fit, Recruitment and selection, HRMRaja Manzar
The document discusses the costs of making a bad hire for companies and some common selection methods used by organizations. It notes that the biggest costs come from lost productivity, training new employees, and impact on morale. Effective selection methods like testing, gathering applicant information, and interviewing can help organizations reduce costs by ensuring the right people are hired for the right jobs and culture fits.
Chapter 11 Performance Management and AppraisalRayman Soe
This document discusses performance management and appraisals. It begins by defining performance management as processes used to identify, encourage, measure, evaluate, improve, and reward employee performance. It then distinguishes performance management from performance appraisals. The document outlines the components of an effective performance management system and various methods for identifying and measuring employee performance, including setting performance standards. It also discusses developmental and administrative uses of performance appraisals and potential issues.
The document provides an overview of strategic management. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three key stages: strategy formulation, strategy implementation, and strategy evaluation. Some important aspects of strategic management discussed include developing a vision and mission, assessing external opportunities and threats as well as internal strengths and weaknesses, and creating objectives and strategies to guide the organization.
Diversity In Organizations, Chapter-2, Organizational BehaviorDr.Amrinder Singh
Diversity In Organizations, Chapter-2, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
The document discusses performance management. It defines performance management as specifying job aspects through analysis and measuring them via appraisal to provide feedback. It identifies purposes as strategic, administrative, and developmental. It discusses criteria for effective systems, approaches like comparative and attribute, and reducing rater errors through training. Managers should diagnose causes of poor performance and develop legally sound systems.
This document provides an overview of topics related to leading and motivation. It discusses leadership styles like behavioural and situational leadership. It also outlines key leadership skills such as communication, motivation, and delegation. Additionally, it defines the differences between a mentor and coach. The document then examines theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's Theory X and Theory Y. It describes the relationship between motivation, performance, and engagement.
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Personnel Planning & Recruiting - Human Resource ManagementFaHaD .H. NooR
Personnel Planning & Recruiting Process
Define Human Resource Planning.
List the steps in the recruitment and selection process.
List and discuss the main outside sources of candidates.
Effectively recruit job candidates.
Name and describe the main internal sources of candidates.
Develop a help wanted ad.
Explain how to recruit a more diverse workforce.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria. The model proposes that there are four core drives that motivate employees: acquire, bond, comprehend, and defend. The document suggests that employers can impact each of these four drives through strategies like reward systems, culture, job design, and protecting reputation in order to improve employee motivation, focus, effort, retention, creativity, and persistence.
The document discusses work ethics and the importance of having good work ethics. It defines ethics as a collection of values and behaviors that are considered moral. It lists 10 characteristics of good work ethics, including attendance, character, teamwork, appearance, attitude, productivity, organizational skills, communication, cooperation, and respect. The document also discusses core values that are essential for success, such as honesty, respect, compassion, fairness, and responsibility. Having good work ethics provides benefits like being more employable, having desirable work habits, and being more motivated employees.
This document summarizes personality and the major frameworks for identifying personality traits. It discusses the Big Five model of personality which includes extraversion, agreeableness, conscientiousness, emotional stability, and openness. It also covers the Myers-Briggs Type Indicator (MBTI) and research showing both genetics and environment influence personality. Additional traits discussed include core self-evaluation, Machiavellianism, narcissism, self-monitoring, risk-taking, and proactive personality. The document examines how different personality traits may impact work performance and suitability for certain jobs or roles.
The document discusses the key aspects of management including who managers are, what they do, and why they are important. It describes managers as people who coordinate and oversee the work of others to accomplish organizational goals. The main roles of managers are planning, organizing, leading, and controlling. Managers need technical, human and conceptual skills and work at all levels of organizations to help them function effectively and efficiently. Studying management is important because managerial skills are universally needed in all types of organizations.
The document discusses performance management and performance appraisal, including defining performance management, the purposes and processes of performance appraisal, methods for conducting performance appraisals, and common problems that can arise with performance management systems such as bias, manipulation, and creating anxiety for employees. Performance management aims to ensure employees meet organizational goals through ongoing feedback, while performance appraisal evaluates past performance for administrative purposes.
What is leadership?
Can you be a better leader?
What should you do to motivate people?
How to motivate yourself?
#WikiCourses
http://wikicourses.wikispaces.com/Topic11+Leadership+and+Motivation
video1 :
https://www.youtube.com/watch?v=Ibl6T-Ppc1U
video2:
"persuit of happyness" movie scene
video 3:
https://www.youtube.com/watch?v=DvtxOzO6OAE
video4:
https://www.youtube.com/watch?v=bLsevsePhdA
video 5:
https://www.youtube.com/watch?v=QGKwSzULZCw
video 6:
https://www.youtube.com/watch?v=QDmt_t6umoY
additional video >(step no.7) :
https://www.youtube.com/watch?v=bklNWWoJyzE
Motivating employees is about more than charisma and vision. To help employees perform their best, a great leader will provide feedback — the right kind, at the right time. Feedback is an essential tool for any manager, whether in a small business or a large corporation.
If you want to learn more about this topic: https://www.newsteer.com/resources/how-to-give-employee-feedback
Organization Behaviour : Personality and TheoriesDr.Nitin Sharma
Concept of Organization Behaviour, Definition, Determinants of personality, Different types of personality, Examples of personality, Theories of personality, Sigmund Freud theory of personality, Gordon Allports theory, Big Five personality Model, Personality Test.
Selection for Fit, Recruitment and selection, HRMRaja Manzar
The document discusses the costs of making a bad hire for companies and some common selection methods used by organizations. It notes that the biggest costs come from lost productivity, training new employees, and impact on morale. Effective selection methods like testing, gathering applicant information, and interviewing can help organizations reduce costs by ensuring the right people are hired for the right jobs and culture fits.
Chapter 11 Performance Management and AppraisalRayman Soe
This document discusses performance management and appraisals. It begins by defining performance management as processes used to identify, encourage, measure, evaluate, improve, and reward employee performance. It then distinguishes performance management from performance appraisals. The document outlines the components of an effective performance management system and various methods for identifying and measuring employee performance, including setting performance standards. It also discusses developmental and administrative uses of performance appraisals and potential issues.
The document provides an overview of strategic management. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The strategic management process involves three key stages: strategy formulation, strategy implementation, and strategy evaluation. Some important aspects of strategic management discussed include developing a vision and mission, assessing external opportunities and threats as well as internal strengths and weaknesses, and creating objectives and strategies to guide the organization.
Diversity In Organizations, Chapter-2, Organizational BehaviorDr.Amrinder Singh
Diversity In Organizations, Chapter-2, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
The document discusses performance management. It defines performance management as specifying job aspects through analysis and measuring them via appraisal to provide feedback. It identifies purposes as strategic, administrative, and developmental. It discusses criteria for effective systems, approaches like comparative and attribute, and reducing rater errors through training. Managers should diagnose causes of poor performance and develop legally sound systems.
This document provides an overview of topics related to leading and motivation. It discusses leadership styles like behavioural and situational leadership. It also outlines key leadership skills such as communication, motivation, and delegation. Additionally, it defines the differences between a mentor and coach. The document then examines theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's Theory X and Theory Y. It describes the relationship between motivation, performance, and engagement.
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Personnel Planning & Recruiting - Human Resource ManagementFaHaD .H. NooR
Personnel Planning & Recruiting Process
Define Human Resource Planning.
List the steps in the recruitment and selection process.
List and discuss the main outside sources of candidates.
Effectively recruit job candidates.
Name and describe the main internal sources of candidates.
Develop a help wanted ad.
Explain how to recruit a more diverse workforce.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria. The model proposes that there are four core drives that motivate employees: acquire, bond, comprehend, and defend. The document suggests that employers can impact each of these four drives through strategies like reward systems, culture, job design, and protecting reputation in order to improve employee motivation, focus, effort, retention, creativity, and persistence.
The document discusses work ethics and the importance of having good work ethics. It defines ethics as a collection of values and behaviors that are considered moral. It lists 10 characteristics of good work ethics, including attendance, character, teamwork, appearance, attitude, productivity, organizational skills, communication, cooperation, and respect. The document also discusses core values that are essential for success, such as honesty, respect, compassion, fairness, and responsibility. Having good work ethics provides benefits like being more employable, having desirable work habits, and being more motivated employees.
This document summarizes personality and the major frameworks for identifying personality traits. It discusses the Big Five model of personality which includes extraversion, agreeableness, conscientiousness, emotional stability, and openness. It also covers the Myers-Briggs Type Indicator (MBTI) and research showing both genetics and environment influence personality. Additional traits discussed include core self-evaluation, Machiavellianism, narcissism, self-monitoring, risk-taking, and proactive personality. The document examines how different personality traits may impact work performance and suitability for certain jobs or roles.
The document discusses the key aspects of management including who managers are, what they do, and why they are important. It describes managers as people who coordinate and oversee the work of others to accomplish organizational goals. The main roles of managers are planning, organizing, leading, and controlling. Managers need technical, human and conceptual skills and work at all levels of organizations to help them function effectively and efficiently. Studying management is important because managerial skills are universally needed in all types of organizations.
The document discusses performance management and performance appraisal, including defining performance management, the purposes and processes of performance appraisal, methods for conducting performance appraisals, and common problems that can arise with performance management systems such as bias, manipulation, and creating anxiety for employees. Performance management aims to ensure employees meet organizational goals through ongoing feedback, while performance appraisal evaluates past performance for administrative purposes.
What is leadership?
Can you be a better leader?
What should you do to motivate people?
How to motivate yourself?
#WikiCourses
http://wikicourses.wikispaces.com/Topic11+Leadership+and+Motivation
video1 :
https://www.youtube.com/watch?v=Ibl6T-Ppc1U
video2:
"persuit of happyness" movie scene
video 3:
https://www.youtube.com/watch?v=DvtxOzO6OAE
video4:
https://www.youtube.com/watch?v=bLsevsePhdA
video 5:
https://www.youtube.com/watch?v=QGKwSzULZCw
video 6:
https://www.youtube.com/watch?v=QDmt_t6umoY
additional video >(step no.7) :
https://www.youtube.com/watch?v=bklNWWoJyzE
The document discusses various topics related to motivation and behavior, including hunger, sex, and weight control. It provides information on the physiological and psychological factors that influence these behaviors. Physiologically, hormones and brain regions like the hypothalamus regulate hunger, sex drive, and metabolism. Psychologically, memory, culture, and social factors shape behaviors and preferences related to food, sex, and body image. Theories of motivation outline a hierarchy of needs and drives that motivate behavior ranging from basic instincts to higher psychological needs.
The document discusses employee motivation and satisfaction. It describes four approaches to understanding motivation: goal setting, reinforcement, job design, and equity. Managers can improve motivation by setting specific and difficult goals, providing rewards and feedback, designing meaningful jobs, and ensuring equitable treatment of employees. Understanding individual differences in needs is also important for motivation, as people seek to fulfill deficiencies in areas like belonging and self-esteem.
This document discusses work motivation and motivation theories including Maslow's hierarchy of needs theory. It explains that motivation is driven by physiological and psychological needs and deficiencies that activate behavior aimed at goals or incentives. Maslow's hierarchy categorizes needs into five levels from lower to higher order: physiological, safety, social, esteem, and self-actualization. It must satisfy lower level needs before progressing to higher levels, and once satisfied a need no longer motivates. The document provides examples of how businesses can apply Maslow's hierarchy to motivate employees at each level of needs.
The document provides an overview of leadership behavior and motivation. It discusses various leadership styles including directing, coaching, supporting, and delegating based on the Blanchard situational leadership model. It also covers different motivation theories including Maslow's hierarchy of needs, ERG theory, equity theory, expectancy theory, reinforcement theory, and goal-setting theory. The key points are that there is no single best leadership style and that leaders should understand different motivation theories to determine the most effective ways to motivate employees in different situations.
This document summarizes several theories of motivation:
1) It describes Maslow's hierarchy of needs theory, McGregor's Theory X and Theory Y, and Herzberg's two-factor theory as examples of internal, process, and external motivational theories.
2) It also outlines expectancy theory, equity theory, and McClelland's need for achievement, power, and affiliation theories as frameworks for understanding motivation.
3) Key concepts discussed include intrinsic and extrinsic motivation, the relationship between effort, performance, and rewards, and strategies for resolving inequities in social exchanges.
Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”
Chapter 6 lc business management skills leadership and motivationDave Dempsey
The document discusses leadership, motivation, and management skills. It describes three leadership styles: autocratic, where the leader is in control and delegates little; democratic, where the leader shares power and seeks input; and laissez-faire, where the leader gives staff freedom and trust. It also discusses motivation theories by Maslow and McGregor, including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y approaches to management.
The document discusses various theories of motivation put forth by thinkers such as Maslow, Drucker, Likert, Taylor, Argyris, Herzberg, McClelland, and McGregor. Herzberg proposed that hygiene factors like pay, status, security, and company policies do not motivate employees but their absence can cause dissatisfaction, while motivation factors such as achievement, recognition, growth, and interest in the job can positively motivate.
One can purchase a man's time, his physical presence, but can't buy his willingness to work. This can be achieved only through "Motivation".
Remember, that the ability to work is quite different from "the will to work". That's why, many talented person fail to succeed in life.
John Adair And Leadership Skills -Motivation and Decision MakingDemandGen
This document discusses leadership skills and theories of motivation. It covers John Adair's leadership model of focusing on tasks, teams, and individuals. It also discusses Adair's views on motivation, including his 8 rules for motivation and the 50:50 rule about sources of motivation. Additionally, it outlines theories of motivation from Maslow and McGregor, including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y. Managers are advised to recognize individuals' needs for achievement, self-direction, and meaning while providing guidance and rewards.
This document discusses leadership styles and situational leadership theory. It defines leadership and different leadership styles including autocratic, democratic, and free rein. It explains that situational leadership theory states that the most effective leadership style depends on followers' willingness and ability. Specific styles are recommended based on different combinations of followers' willingness and ability, such as directive style for unwilling and unable followers. The document emphasizes that leaders should choose styles based on the situation and be willing to change styles as situations change.
Unlock the secrets to how increasing employee motivation can be your organization’s secret weapon to better performance and decreased HR issues.
Try Greatify: www.greatify.co/signup
Motivation refers to factors that induce people to act or move in a desired way to achieve organizational goals. It is a complex process that begins with a need and results in goal-directed behavior. Managers use various motivators like pay, bonuses, recognition to influence employee behavior. Motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and equity theory provide frameworks to understand factors that motivate individuals and affect performance. Goal setting, leadership, and other techniques can also influence employee motivation levels.
Driving Employee Motivation A New Theoryguesta67203
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria in 2002. The model proposes that there are four core drives that motivate employees: acquiring resources, bonding with others, comprehending or feeling challenged by their work, and defending their beliefs. The document argues that understanding and appealing to these four drives can help increase employee effort, retention, persistence, creativity, and focus, thereby improving overall motivation. It provides some examples of how organizations can impact each of the four drives through strategies like reward systems, workplace culture, job design, and building a strong reputation.
Workshop in two days with 12 hrs duration for mid-management level.
Identify the characteristics of an effective leader & identify their leadership styles.
Obtain a deeper understanding of leadership by a review of appropriate theories
Understand the meaning of, and barriers to, motivation.
Evaluate & apply motivation theories to their current operation.
Develop their teams to maximize their strengths and enhance productivity
Motivate their teams with effective performance measurement
Leverage the complementary skills and styles of their teams
Eliminate barriers and chokepoints that block teamwork
Develop a personal action plan to develop their leadership style
Integrate their leadership responsibilities, competencies and behaviors into their management role
Optimize organization and work design for success in service delivery teams
This document discusses several theories of motivation and leadership. It defines motivation and discusses early theories like Maslow's hierarchy of needs and McGregor's Theory X and Y. Contemporary motivation theories discussed include McClelland's needs for achievement, power and affiliation and goal setting theory. It also discusses leadership theories like trait, behavioral, situational and contingency theories, including Fiedler's contingency model. Contemporary issues in motivation like cultural differences and flexible work arrangements are also covered.
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
1. Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of growth opportunities, or poor management.
2. There are several motivational theories that can help organizations understand what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like salary.
3. To motivate employees, leaders should recognize individual needs, encourage growth, act as role models, and create a supportive environment. Understanding what employees want, like fair treatment or meaningful work, can help
This document summarizes a university lecture on motivation theories. It defines motivation and discusses both content and process theories of motivation. It outlines several key content theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs theory. Process theories covered include equity theory and expectancy theory. The document provides examples and explanations of each theory. It also discusses challenges in motivating diverse groups and offers practical suggestions for motivating employees.
The document discusses different theories of leadership style including democratic, autocratic, laissez-faire, and bureaucratic styles. It also covers transformational, transactional, creative, corrective, change, intelligence, multicultural, pedagogical, servant, and bridging leadership styles. It explains when each style is most effective to use and limitations to consider. The key factors that influence leadership style choice are the manager's background, the staff being led, and the organization. An effective leader adapts their style to the situation and individuals.
This document discusses theories and strategies for motivating employees in the workplace. It outlines several major motivational theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's Theory X and Theory Y. It also discusses establishing clear expectations, treating employees fairly, recognizing good work, ensuring resources are available, and allowing professional growth to create a motivating work environment. The goal is for supervisors to understand what motivates employees and apply relevant theories to inspire better work.
Individuals, significant others, environment, and heredity all shape behaviors. The document will discuss how needs motivate behaviors by examining motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three motives theory. It will also explore intrinsic and extrinsic motivation, approach and avoidance dimensions, equity theory, expectancy theory, and goal setting theory; and how organizations can motivate employees through job design, rewards, and recognition.
Individuals and organizations use various techniques to motivate behavior. At the individual level, behaviors are shaped by needs, significant others, environment, and heredity. Common motivation theories explored include Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs for achievement, power and affiliation, and expectancy theory. Organizations seek to motivate through job design, rewards and recognition, while the influence of leaders is also important in shaping behaviors and motivation.
Maslow's hierarchy of needs and McClelland's achievement theory are discussed as motivation theories. Maslow's hierarchy includes physiological, safety, social, esteem, and self-actualization needs arranged from lowest to highest. McClelland identified three needs that motivate: achievement, affiliation, and power. Alderfer's ERG theory grouped needs into existence, relatedness, and growth. Herzberg differentiated between motivators like achievement that increase satisfaction and hygiene factors like salary that decrease dissatisfaction. McGregor's Theory X sees employees as lazy while Theory Y sees them as willing to work with the right conditions.
The document discusses various leadership styles and theories of leadership. It describes the autocratic, bureaucratic, democratic, and laissez-faire leadership styles. It also summarizes trait theory, behavioral theories including studies from Iowa, Ohio State, and University of Michigan, the managerial grid theory, contingency theory, path-goal theory, and Likert's four system theory. Additionally, it discusses factors that influence leadership style and problems of leadership in modern industry.
This document summarizes several theories of motivation:
- McClelland's theory of needs proposes that human behavior is motivated by three needs: achievement, power, and affiliation.
- Herzberg's two-factor theory distinguishes between motivating factors like achievement and responsibility, and hygiene factors like salary and work conditions.
- Maslow's hierarchy of needs arranges human needs in a pyramid from basic physiological needs to self-actualization.
- McGregor's Theory X and Theory Y describe differing assumptions about employee motivation, with Theory X assuming employees dislike work and Theory Y assuming they find it fulfilling.
Motivation is an action that stimulates an individual to take a course of action, which will result in an attainment of goals, or satisfaction of certain material or psychological needs of the individual. Motivation is a powerful tool in the hands of leaders. It can persuade convince and propel people to act.
The document provides an overview of motivation and several theories of motivation:
1. It defines motivation and discusses factors that influence employee behavior and performance such as opportunities, abilities, and motivation.
2. It summarizes Maslow's hierarchy of needs theory and Alderfer's ERG theory, which propose that humans have a hierarchy of physiological, safety, social, esteem, and self-actualization needs that motivate behavior.
3. It outlines Herzberg's two-factor theory, finding that factors like achievement, recognition, and responsibility improve satisfaction, while supervision, salary, and policies relate to dissatisfaction.
The document provides an overview of motivation and several theories of motivation:
[1] It defines motivation and discusses factors that influence employee behavior and performance such as opportunities, abilities, and motivation.
[2] It summarizes Maslow's hierarchy of needs theory and Alderfer's ERG theory, which propose that humans have a hierarchy of physiological, safety, social, esteem, and self-actualization needs that motivate behavior.
[3] It outlines Herzberg's two-factor theory, finding that factors like achievement, recognition, and responsibility improve satisfaction, while supervision, salary, and policies relate to dissatisfaction.
The document discusses achievement motivation theory and its relationship to managerial success. It covers McClelland's achievement motivation theory, which found that individuals with a strong need for achievement take responsibility for their actions, set moderate goals, and prefer nonroutine tasks. Those with high achievement motivation view money as feedback on their performance, want challenging work, and are often entrepreneurs or managers. Both high achievers and those with a strong need for power can be important for successful organizations when they bring different skills. Motivation can be improved quickly and is key to performance improvement.
Relation of achievement motivation to success in managerialkanaidi
The document discusses achievement motivation theory and its relationship to managerial success. It covers McClelland's achievement motivation theory, which found that individuals with a strong need for achievement take responsibility for their actions, set moderate goals, and prefer nonroutine tasks. Those with high achievement motivation view money as feedback on their performance, want challenging work, and are often entrepreneurs or managers. Both high achievers and those with a strong need for power can be important for successful organizations when they bring different skills. Motivation can be improved quickly and is key to performance improvement.
Shaping employee oriented human resource policies through analyzing motivatio...Alexander Decker
This document summarizes a research study on motivating employees through human resource policies. The study was conducted in academic institutions in India.
The researchers analyzed factors related to human resource practices and employees' motivational experiences. For human resource practices, they found two key factors: incentives influencing performance and motivating HR practices. For motivational experiences, reasonable increments, job security, and an ineffective performance system explained most of the variability.
The researchers rejected their hypothesis that employees are unaffected by incentives. Their analysis showed incentives do influence performance. Overall, the study aimed to identify variables for effective motivational techniques and determine how they shape employee-oriented HR policies.
This document summarizes several theories of motivation and how they can be applied in business. It discusses Maslow's hierarchy of needs, Herzberg's motivational factors, McGregor's Theory X and Y and Ouchi's Theory Z. It also covers goal-setting theory, expectancy theory, and strategies for job enrichment like skill variety, task identity, autonomy and feedback. Finally, it discusses how open communication and personalized motivation can help managers motivate employees.
Similar to 6 management skills of leadership & motivation (20)
3. Define Leadership
List & explain different types of leaders
Explain what is meant by motivation
Outline Maslow’s theory of motivation
Outline McGregor’s theory of motivation
4. ‘Leadership refers to the ability to
influence other people to go in
a particular direction & achieve a
particular goal’
1. Leaders provide direction
2. Leaders set an example
3. Leaders delegate work
Let’s see box p.83!
5. 1. Autocratic or Authoritarian (Dictatorial)
2. Democratic
3. Laissez Faire
These styles differ in terms of: How??
Ability to trust
Decision-making style
Methods of persuasion
6. No discussion or consultation with staff
Expects work to be done immediately without
question- ‘Do not question the Boss’
Only form of communication is top – down
Can yield success in short term
(If boss is an expert?)
7. Boss is not popular with staff (support is low)
Does not consider important opinions of
others and leads to low staff morale & high
staff turnover
May result in delays
Let’s see the Army example p.84
8. Allows & encourages workers to give
their opinion and contribute to business decisions
Inclusive approach
Good atmosphere & morale leading to a
motivated & satisfied workforce
Two-way communication
Encourages ‘intrapreneurship’
Let’s see example p.85!
9. Consultation can take longer and result
in a missed business opportunity
‘Life of Brian’
Accommodating all viewpoints may result in
a poor final decision
High morale = Increase in worker productivity
10. Giving staff general goals and targets
to aim for and then giving
them authority to achieve these in
whatever way they thing best
Let’s see Richard Branson
Example p. 86!
11. Lacks leadership (non-involvement etc.)
Wrong to expect correct decisions will
always be made
Communication is difficult
Leads to inconsistency & inefficiency
May work in research based work
12. ‘Motivation is the willingness of people
to work hard and contribute their
best effort’
Workers/Students must be motivated to
find their work interesting
Motivated staff = efficiency = good morale
Leads to:
1. Increased productivity
2. Greater intrapreneurship
3. Improved IR
4. Easier recruitment & retention
5. Repeat business
13. Not every worker is motivated by money?
Non-financial motivators include:
◦ Job Security
◦ Job Status
◦ Job Aspiration
◦ Job Praise
14. 1. Abraham Maslow (1908 – 1970)
2. Douglas Mc Gregor (1906 – 1964)
15. All human needs are arranged in
a hierarchy (Pyramid) in order of their
importance
Every person has a need which
must be satisfied
When a need is satisfied you
move to the next level
Needs are arranged in progressive levels
(in terms of importance)
A persons job can help satisfy these needs
17. Once financial needs are satisfied, workers
will seek additional rewards
Employee’s attitudes and effort are dependent
on satisfying their non-financial needs
Morale will be low if the work is boring
regardless of pay & this may increase
absenteeism, lower efficiency & profit
18. Strengths:
Recognises that people are motivated by more
than money
Recognises that different things motivate different
people at different times
Allows business identify the need for
different types of motivations for staff
Weaknesses:
People are complex, this is simplistic
Do not satisfy one need at a time See p.88!
19. Analysed how employer’s & employee’s look
at work
Employer =
the boss, pays the wages, gives instructions, does
not like unions
Employee =
does the job, takes the wages, accepts no
responsibility
20. During his research McGregor noticed two
contrasting styles of management (X & Y)
He argued that large firms tend to
be run on one of these totally opposite
approaches
X y
21. Employees are lazy, need to be supervised and do
not like working
Management need to motivate lazy employee’s
through incentives
Employee’s priorities are safety & security needs
Employee’s lack ambition so need to be motivated
Employee’s resist change & are easily influenced
by others
Controller Approach
22. Employee’s enjoy working & are willing to work
as a result of positive management approaches
Employee’s are self-motivated, no need for
supervision
Satisfying self-actualisation needs results in full
commitment of staff
All workers should receive training
Workers abilities are not fully utilised to
the benefit of the firm
Facilitator Approach
23. Limitations of Theory X Strengths of Theory Y:
Reduced motivation High motivation
Less creativity More creativity
Poor reputation Better business reputation
Higher staff turnover Lower staff turnover
Reduced profitability More positive IR
Increased profitability
24. Theory X - Autocratic & dictatorial
Theory Y - Democracy
Theory X - Workers perceived in a poor light
Theory Y – Workers perceived positively & as a
resource
How would you compare Maslow’s approach
to that of McGregor?
Editor's Notes
AerLingus and Willie Walsh example.p.81
Refer back to Willie Walsh example throughoutIs the power to exercise control over peopleEffective managers lead from the front and get the rest to follow exampleCo-operation depends on type of leadership styleStudents take a few notes from below:By communicating clear instructions about what is do be done, everyone understands role and know what to do to achieve goalsDemonstrate attitude and behaviour expected in the workplace, so are respected and trusted by staff. Leaders set tone for corporate culture.Giving authority for carrying out tasks to others. Some find it easy some dont.
A-Ability to trust staff and willingness to delegate authority and responsibilityB- When making decisionsC-Used to get people to go along with leaders views and decisions
Prefer to make decisions themselves.Have little trust in staffUnwilling to delegateIgnore views of others during decision makingUse position to get own wayResort to intimidation to get own way
Advantages:Decisions made quicklyWork gets done the way manager wantsSuits orgs where discipline is NB E.G. Army, emergency responseUseful in crisis or emergency situationsDisadvantages:Can become stressed if overloadedStaff demotivated, little training, no power, may leaveIR Conflicts due to a lack of trust
Have trust in subordinatesReadily delegate authorityTake decisions after consultationPrefer to persuade through reasonable arguments
Advantages:Better quality decisions through shared inputMore time and less stress for managers as work is sharedStaff are more motivated and loyal to businessPromotes staff initiative and intrapreneurshipDisadvantages:Slower decision making as consultation takes placeQuality of decision may decline if take too may opinions on board
Mgt have considerable trust in ability of staff so delegateOnly get involved in NB issuesVery willing to listen to opinions of others before making a decisionPersuade through reasonable argumentsLets see the example on Richard Branson p.86
Advantages:Speedy decisions can be made by those closest to issueDelegation and empowerment leads to motivated staff giving their bestIntrapreneurship is encouragedDisadvantage:Inexperienced staff unable to handle responsibility and stressLack of supervision may result in poor decisions being made
High Morale:Employees receive satisfaction from their workEmployees take pride in their workHigh level of co-operation between staffStaff feel that they are making a worthwhile contributionResults in low absenteeism, high productivity & higher profit
Aspiration is job promotionPraise is job recognition
Most recognised theorists are above.Go into more detail if you go onto to study Business or Commerce
According to Maslow, human needs begin with the most basic need for food and water and lead up to the most complex psychological needs for self esteem and self actualisationWhen one level of need is satisfied, then the next level is the most important motivating factor and so onIndividuals can be at diff levels at any time and it is up to managers to identify what workers are motivated byIf basic needs such as wages are not met workers will remain demotivated even if other higher needs are being met i.e. Social needs , friendly co workers etcPhysiological: Food, drink, clothes, wagesSecurity: Job security, employment contract, pensionSocial: Friendship, social club membershipEsteem needs: Job title, promotionSelf Actualisation: Being ambitious, being given more responsibility, becoming an entrepreneurDirect students to table p. 88!
Direct students to diagram p.88!
Psychologist Douglas McGregor conducted research and He noticed two contrasting styles of management
Ask class as to which style of leadership they would associate above?This style is associated with autocracy, dictatorial style of leadership. Orders are to be carried out without an reaction by the lazy, uninterested workersTheory X Managers believe: Only offer financial incentives to get things doneClosely supervise staff to check they are workingAvoid consulting with staff when deciding how work is to be doneThreaten staff with sanctions to ensure co-op i.e. Lose bonusesMgt-AutocraticWorkers-Uncooperative and resent approach
Again which style would you associate?Democratic, ee’s treated properly, given a say and get involvedTheory Y Managers believe:Provide interesting and challenging work to stimulate staffProvide staff with freedom to get on with jobConsult regularly with staff on work to be doneProvide plenty of encouragementWorkers:More likely to be co-operative, better morale, motivationDemocratic/laissez faire managers adopt this approachJapan s economic success attributable to theory y approach
Direct Students to Microsoft example p. 91!
Both theories based on human relationsMaslow’s theory is seen as better one as it is based on a series of human needs that range from instinctive to the ambitious.His approach can be applied also to consumerism and OB