Motivational Concepts | Key Elements Of Motivation | Organizational Perspecti...FaHaD .H. NooR
Motivation is the result of the interaction of the individual and the situation. Our Definition of Motivation is that it is “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” We will narrow the focus to organizational goals in order to reflect our singular interest in work-related behavior. The three key elements of our definition of motivation are intensity, direction, and persistence. Intensity is concerned with how hard a person tries to do anything. This is the element most of us focus on when we talk about motivation. Direction is the orientation that benefits the organization. It can be positive or negative. Persistence is a measure of how long a person can maintain his or her effort. Motivated individuals stay with a task long enough to achieve their goal. Maslow’s need theory has received wide recognition, particularly among practicing managers. Research does not generally validate the theory.Maslow provided no empirical substantiation, and several studies that sought to validate the theory found no support for it. Some researchers have attempted to revive components of the need hierarchy concept, using principles from evolutionary psychology.Time will tell whether these revisions to Mas low's hierarchy will be useful to practicing managers.
Douglas McGregor’s Theory X and Theory Yconcluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and he or she tends to mold his or her behavior toward employees according to these assumptions.
Theory X assumptions are basically negative. Employees inherently dislike work and, whenever possible, will attempt to avoid it.Since employees dislike work, they must be coerced, controlled, or threatened with punishment. Employees will avoid responsibilities and seek formal direction whenever possible.Most workers place security above all other factors and will display little ambition.
Theory Y assumptions are basically positive. Employees can view work as being as natural as rest or play. People will exercise self-direction and self-control if they are committed to the objectives.
Motivational Concepts | Key Elements Of Motivation | Organizational Perspecti...FaHaD .H. NooR
Motivation is the result of the interaction of the individual and the situation. Our Definition of Motivation is that it is “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” We will narrow the focus to organizational goals in order to reflect our singular interest in work-related behavior. The three key elements of our definition of motivation are intensity, direction, and persistence. Intensity is concerned with how hard a person tries to do anything. This is the element most of us focus on when we talk about motivation. Direction is the orientation that benefits the organization. It can be positive or negative. Persistence is a measure of how long a person can maintain his or her effort. Motivated individuals stay with a task long enough to achieve their goal. Maslow’s need theory has received wide recognition, particularly among practicing managers. Research does not generally validate the theory.Maslow provided no empirical substantiation, and several studies that sought to validate the theory found no support for it. Some researchers have attempted to revive components of the need hierarchy concept, using principles from evolutionary psychology.Time will tell whether these revisions to Mas low's hierarchy will be useful to practicing managers.
Douglas McGregor’s Theory X and Theory Yconcluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and he or she tends to mold his or her behavior toward employees according to these assumptions.
Theory X assumptions are basically negative. Employees inherently dislike work and, whenever possible, will attempt to avoid it.Since employees dislike work, they must be coerced, controlled, or threatened with punishment. Employees will avoid responsibilities and seek formal direction whenever possible.Most workers place security above all other factors and will display little ambition.
Theory Y assumptions are basically positive. Employees can view work as being as natural as rest or play. People will exercise self-direction and self-control if they are committed to the objectives.
In this presentation, we will discuss Motivation, understanding the term and various theories related to it along with practicing the same in organizational application.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
In this presentation, we will discuss Motivation, understanding the term and various theories related to it along with practicing the same in organizational application.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The Settlement Library Project offers this bibliographic service for librarians struggling with, or confused about, on-the-job stress and its management.
Many thanks to Saul Kaplan for starting this with his original post on moving from a knowledge economy to a passion economy. Also a great shout out to everyone who worked together to make this thing a reality. NOTE: This is not a PPT, but a print document. But I got a bunch of requests to post it here as well. Enjoy!
Presentation given to Launch Memphis discussing how more brands have to channel their customers passion in order to spread their message. I highlighted the Ford Fiesta program as well as indie authors Scott Sigler and JC Hutchins to show that this can be done on any budget.
Prepared by,
Anindya Sundar Paul
CSE, University of Dhaka
Zahin Jawad
CSE, University of Dhaka
Factory pattern is one of the software design patterns used in order to design reusable and extensible systems. The pattern deals with the creation of objects. In this presentation we tried to give an overview of the pattern and how it works both in an informal and then a formal manner.
Team leadership and motivationTeam leadership and mo.docxmattinsonjanel
Team leadership and motivation
Team leadership and motivation
Name:
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Introduction
This paper will discuss effective ways of motivating teams to realize the intended goals. I will also analyze different motivators for teams and which one is effective in making employees motivated. It will higlight situations where each is used and which is widely used in business today. Many business leaders have realized that it is difficult to achieve organizational goals without motivation and are therefore applying them.
Making team excited
As indicated by Kouzes and Posner (2007), administration is about connections and eventually about impact. Pioneers of solid authoritative groups fancying impact through relationship will learn and create great relational abilities. "Correspondence is to an association what the circulatory system is to an individual" (Hellriegel, Jackson, & Slocum, 2008). Montebello (1994), recommends four components of compelling correspondence: advertise sincere talk, test for data, listen for data, and present your data and thoughts. Correspondence, as per Roodt (2005), "is an element procedure including a nonstop two-path stream of data.” As per modern therapist Anthony Montebello (1994), "All groups have periodic correspondence breakdowns. The following are ways of motivation:
1.Talk about the profits of achievement. In the event that you need your group to be inspired, then you need to clarify the positive results of attaining the target. By consolidating this group persuading step, you are putting the control over their future recompense or different prizes into their hands. Your group ought to perceive how their prosperity would profit the organization, as well as every individual ally. In the event that you truly need to rouse them, then you need to make your objectives as cement as would be prudent so they can feel an unmistakable prize.
• for illustration, saying "We need to work harder so the organization looks better" won't persuade representatives to the extent that idiom, "On the off chance that we enhance our deals by 10%, then we'll make enough income to give out Christmas rewards in the not so distant future."
• considering Alderfer's hypothesis, which has been ended up being more viable in observational examination (Schneider and Alderfer, 1973), fulfilling the between individual regard needs won't make them less persuading for the representative and consequently the group pioneer can give immaterial remunerates whenever the individual merits it to keep them persuaded.
2.Keep your group intrigued. Manufacture a feeling of interest inside your allies' outlooks so that they are intrigued enough to need to attain the objectives you anticipate. By doing this, your allies will need to take in more. This might be attained on the off chance that you comprehend what energizes or engages your allies. Get to comprehend what mat ...
The purpose of the Promising Leaders program is to identify and groom talent early, contributing to the city’s economic development and supporting a New Haven priority of investing in young local talent. Promise-coordinated internships teach, train and shape the best and brightest New Haven students for careers in New Haven and the State of Connecticut.
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
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2. Workshop Agenda
Complete Motivation Self-Assessment
A Brief History of Motivation
Overview of Sources of Work Motivation
Develop a Self Motivation Profile
Motivation Case Studies
5. Inspiring Passion
Leadership is…
1. Purpose Driven
2. Incites Change based on values & vision
3. A process of influence based on mutual respect and
understanding
6. Inspiring Passion
Motivation is…
The general desire of a human being (obtained by internal
and external sources) to engage in an activity or behavior.
Work Motivation: The desire and willingness to engage in
work related activities.
7. Engagement Among Federal Employees
Engaged
Somewhat 35.3%
Engaged
47.2%
Not
Engaged
17.5%
Source: MSPB, 2008
13. But What About the Workplace?
McClelland‘s Trichotomy of Needs
Motivation can be divided into
3 needs:
Need for Power
Need for Achievement
Need for Affiliation
14. Meta-Theory of Work Motivation
5 sources from which motivation is derived:
Intrinsic Process Motivation
Instrumental Motivation
Self Concept-External Motivation
Self Concept-Internal Motivation
Goal Internalization Motivation
Leonard, Beauvais & Scholl, 1998
16. Work Motivation
Intrinsic Process Motivation
Motivated by the enjoyment of the work
being done
Typical Behaviors
Talks about likes and dislikes of tasks
Volunteers for ‗fun‘ activities and tasks
May become easily bored or distracted
Usually desires variety
17. Careers for Intrinsic Process
Actors
Daycare Workers
Elementary School Teachers
Entertainers
18. Inspiring Fun
Find out which projects or tasks are each of Organize a ball game
your employee‘s favorites. (softball, baseball, basketball, volleyball, foot
ball).
Find ways to assign more of the tasks they
enjoy and fewer of the ones they don‘t like to Organize a golf outing.
do.
Schedule important meetings off-site at out-
Many people love to laugh on the job — a of-the-ordinary locations.
happy worker is a good worker — so let there
be laughter in the workplace. Always start a meeting with something social
or fun before you get down to business.
Create a quote of the week board for people
who have said the funniest things on the job. Make sure that every meeting has some
scheduled fun time.
Create a social calendar or events board so
employees can link up for activities after Hold events that are intended to let everyone
work. have fun.
Make laughter a priority when interacting with Plan an outing to a local community event
your employees.
19.
20. Where Do You Rank?
30
25
20
15
10
5
0
Intrinsic Instrumental Self-Concept Self-Concept Goal
Process External Internal Internalization
21. Work Motivation
Instrumental Motivation
Motivated by extrinsic tangible outcomes
pay, promotion, bonus
Typical Behaviors
―What‘s in it for me?‖
Compensation for extra work
Discusses how much money one makes/doesn‘t make
Compares relative wealth and success of others
23. Inspiring with Rewards
Create clear work objectives and goals for Offer extra holiday time for outstanding performers
employees to pursue in order to earn salary (make sure that employees know about the incentive
increments (no performance = no raise). well in advance).
Remind employees of what they will get for their Develop perks or prizes for individuals who can
efforts. perform the best in a functional area for a given
week (make sure you give the prize to the worker
who performed best).
Avoid across-the-board raises (this sends the
message that it doesn‘t matter whether you work
hard or not). Don‘t pass out rewards evenly to all employees in an
effort to include everyone. This demotivates the
instrumentally motivated person.
Create incentives attached to predetermined
objectives and tasks.
Follow through on all of your promises.
Give special awards to top performers on a regular
basis. Make sure that employees do not receive perks if
they haven‘t earned them.
Make clear expectations of what you expect from
your employees and hold them to it when it comes Remind employees which tasks will be most
time to putting your ―money where your mouth is.‖ important for their performance evaluations.
26. Where Do You Rank?
30
25
20
15
10
5
0
Intrinsic Instrumental Self-Concept Self-Concept Goal
Process External Internal Internalization
27. Work Motivation
Self Concept-External Motivation
Motivated by the affirmation of traits, competencies and
values others associate with the person
Desire to gain acceptance into a group, the obtain status
within that group
Typical Behaviors
Frequently asks for feedback
Strives for praise and recognition
Talks (brags) about accomplishments
28. Careers for
Self Concept-External
Elected Officials
Public Speakers
Authors
Journalists
Professors
29. Inspiring Belongingness
Give employees lots of feedback about the way they are Create plaques and awards for top performances.
performing.
Put up an achievement board to highlight some of the great
Give praise in front of other people (the more people that things that have happened in the agency and who was
know they did well the better!). responsible!
Criticize these individuals only in private (never in front of Put up pictures and biographies of all your employees in a
others). central place.
Give unsolicited compliments and positive reinforcement to Include unique pieces of information about each employee
employees for jobs with which you are satisfied. and change these items from week to week (example: favorite
ice cream flavor, worst day ever, thing that I‘m most proud
of, etc.).
Tell your employees that you appreciate the work they do.
At company-wide meetings, create and announce serious and
Start a suggestion box and publish the best suggestion made fun ―superlatives‖ (example: hardest worker, cleanest
each week on the company bulletin board (make sure car, spiffiest dressed, most versatile, cleanest shoes, most
everyone knows that the best suggestions will be published). athletic, most reliable).
Ask employees if anything interesting happened to them this The Gallup Organization utilizes a ―Drop in the Bucket‖ peer-
weekend (they love to share their stories). to-peer recognition program. Consider implementing a similar
peer-to-peer recognition effort.
Give out certificates of appreciation to anyone who does
extraordinarily well for the agency. Send a weekly email highlighting individual, team and
organizational accomplishments.
Recognize the outstanding performers in the group at every
staff meeting.
30. Where Do You Rank?
30
25
20
15
10
5
0
Intrinsic Instrumental Self-Concept Self-Concept Goal
Process External Internal Internalization
31. Work Motivation
Self Concept-Internal Motivation
Motivated by a self-driven desire to achieve and
exceed one‘s personal standards
Typical Behaviors
Seeks out difficult tasks/projects
Utilize specific skill set to complete work
Seek professional development opportunities
Work autonomously, with little direction
32. Careers for
Self Concept-Internal
Analysts
Historian
Mid/Senior Level Managers
Psychologist
Farmers
33. Inspiring Personal Challenge
Avoid assigning tasks that have too much structure. Give them autonomy to structure and perform their job as they
see best.
Find out what they think is their best skill and encourage them
to use this with the tasks you assign. Don‘t insult them by asking them to do something that just
about anybody could do (they need to know that they are
uniquely qualified to do it).
Find out what area this person wants to most improve in and
find ways for them to work on this skill.
Ask these employees to find training and development
opportunities that will allow them to develop expertise.
Encourage employees to develop and build on their
strengths, not weaknesses.
Encourage these employees to take on projects that may fail.
Avoid assigning (too many) mundane tasks to these
employees. Remind these employees that they shouldn‘t take ―no‖ for an
answer from anyone.
Assign projects rather than tasks.
Ask these employees to come up with several plausible
solutions to a situation, not just one answer.
Play devil‘s advocate with proposals or solutions presented by
these employees.
Encourage employees to brainstorm innovative or new ideas.
Challenge these employees by saying, ―I‘m not sure if you are
up to this challenge, but...‖ Challenge these employees to find and ―be on the cutting
edge‖ of the profession.
Give them a challenging project with no clear solution, then
get out of their way.
34. Where Do You Rank?
30
25
20
15
10
5
0
Intrinsic Instrumental Self-Concept Self-Concept Goal
Process External Internal Internalization
35. Work Motivation
Goal Internalization
Motivated by the belief that the work being done is
contributing to a larger cause or collective goals
Typical Behaviors
―Why are we doing this?‖
Discusses strategic focus of the organization
Live professional and personal life guided by a strict set of
principles and values
36. Careers for
Goal Internalization
Government Employees
Non-profit Workers
Middle/High School Teachers
Volunteers
37. Inspiring with the Mission
Communicate the purpose behind tasks or projects being Refer to historical events that have impacted the country or
assigned. agency to add context to work being done.
Involve these employees in developing or redeveloping Encourage employees to develop a personal leadership
visions, missions and goals. vision.
Find creative ways to display, depict or represent the vision Consistently refer to the purpose(s) of government and
and mission in a visible place. government service.
Refer to the purpose of the organization and ―why we exist‖ Take time to honor or recognize those who have served in
when outlining strategies and goals. government.
Allow employees to ―interact‖ with the purpose by posting the Encourage employees to tell stories about their time public
contributions they make or have made to the mission. service and why their time is meaningful.
Remind employees of who depends on this organization to Find meaning in every assignment or project given to
succeed (families, communities, industry). employees.
Make links between their work and the bigger picture. Ask this employee to coordinate a community relations event
(e.g.--blood drive, the combined campaign, canned food drive
or run/walk for a cause).
As you assign projects, provide a clear linkage between the
project and the mission of the agency.
38.
39.
40.
41. Where Do You Rank?
30
25
20
15
10
5
0
Intrinsic Instrumental Self-Concept Self-Concept Goal
Process External Internal Internalization
43. Your Results
Dominant Source & Secondary Source
Important Things to Remember…
Everyone has some amount of all 5 sources of motivation which
can be in play at any time
Your sources may fluctuate a bit, but tend to be fairly steady.
There is not a good or bad motivation.
Only you know how accurately/honestly you answered the
questions and therefore how accurate your results are.
This is NOT a developmental tool, but informational.
44. Motivation Matters
Typical Approach
Use one‘s own sources of motivation to motivate others
Inspiring Personal Approach
Be aware of your sources of motivation
Understand motivation differences of employees
Develop personalized motivation approaches
45. Motivating Others Case Study
Review Case – 10 mins
Small Group Discussion – 10 mins
Large Group Report Out & Discussion – 20 mins
46. Case Study
Part 1:
What are the dominant & secondary sources of
motivation that are espoused by leaders in the case?
Part 2:
If you were leading the organization and wanted to
improve this situation,
How would you appeal to the dominant source of
motivation?
How could you appeal to the secondary source of
motivation?
47. Case Study
Report Out
Give a Brief Overview of the Case
Part 1:
What is the dominant source of motivation?
What is the secondary source of motivation?
Part 2:
How would you appeal to the dominant source of motivation?
How could you appeal to the secondary source of motivation?
Editor's Notes
Purpose driven rather than objectives drivenChanges based on values and visions rather than forced changes through contractual meansInfluence based on mutual respect and understanding rather than hierarhical and strctural driven influence
Drawing from Plato and Aristotle , early motivation theorists conceived the mind as comprising knowing (cognition), feeling (emotion) and willing (motivation).The willing (or will) reflected an individual’s desire, want or purpose. Volition was the act of using the will.
When one set of needs is actualized, the next set of needs emerges
