MOtivating Employees Management
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This document discusses two theories of motivation: Maslow's hierarchy of needs theory and McClelland's acquired needs theory. Maslow's theory proposes that people are motivated to fulfill five basic needs in a hierarchical order: physiological needs, safety needs, social needs, esteem needs, and self-actualization needs. McClelland's theory suggests that people acquire specific motivational needs over time based on life experiences, including a need for influence/power, affiliation, and achievement. The document provides explanations and examples of each theory but notes a lack of empirical support for Maslow's hierarchy.
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Study questions.
What is power?
How do managers acquire the power needed for leadership?
What is empowerment, and how can managers empower others?
What are organizational politics?
Study questions.
How do organizational politics affect managers and management?
Can the firm use politics strategically?
“Power tends to corrupt; absolute power corrupts absolutely”
--- Lord Acton
POWER
A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something that B requires.
Power influence slideshare
This document discusses power and influence in organizations. It defines power as the capacity to influence others and explores how power is derived from sources like legitimate authority, control over rewards and punishments, expertise, and personal charisma. Power is greatest when a person controls a critical and non-substitutable resource and is central to many interdependent relationships. Influence tactics range from assertive commands to more subtle strategies like coalition building, information control, appeals to higher authority, and persuasion. The effectiveness of influence depends on factors like the message, audience, and whether it motivates commitment versus mere compliance.
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Power is the ability to influence others and can come from different sources. There are six bases of power: referent, legitimate, expert, information, reward, and coercive. Referent power comes from attractiveness and prestige. Legitimate power comes from one's position or role. Expert power comes from knowledge and skills. Information power comes from the ability to communicate persuasively. Reward and coercive powers come from the ability to reward or punish others. Power also comes from competence, character, charisma, verbal and nonverbal communication skills, and the message itself. Misuses of power include sexual harassment and power plays. Sexual harassment violates civil rights laws, while power plays take unfair advantage of others through repeated
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Study questions.
What is power?
How do managers acquire the power needed for leadership?
What is empowerment, and how can managers empower others?
What are organizational politics?
Study questions.
How do organizational politics affect managers and management?
Can the firm use politics strategically?
“Power tends to corrupt; absolute power corrupts absolutely”
--- Lord Acton
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A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something that B requires.
Power influence slideshare
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1. The document discusses several theories of motivation including Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McGregor's Theory X and Theory Y.
2. Maslow's hierarchy proposes that people are motivated to fulfill basic physiological needs first before moving up through additional needs such as safety, social belonging, esteem and self-actualization. Herzberg identified motivators related to the work itself that create satisfaction as well as hygiene factors whose absence can cause dissatisfaction.
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- 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.
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This document discusses various theories and concepts related to motivation and leadership. It begins by defining motivation according to several scholars. It then covers McGregor's Theory X and Y, Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, Alderfer's ERG theory, and McClelland's needs theory. Next, it discusses motivational techniques like incentives, job enrichment, and quality of work life. It concludes by covering topics like leadership styles, functions of leaders, and types of power.
Themes of Motivation
The document discusses several theories of motivation in the workplace. It begins by outlining Maslow's hierarchy of needs which proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order. It also summarizes Herzberg's two-factor theory that distinguishes between hygiene factors like pay and working conditions that prevent dissatisfaction and motivators like achievement and recognition that encourage motivation. Later, it discusses process theories like Vroom's expectancy theory that motivation depends on expectations of rewards for performance. The document provides an overview of many theories of what drives human motivation and behavior at work.
Motivating And Rewarding Employees
This document discusses various theories and strategies for motivating and rewarding employees. It describes motivation as the process by which a person's efforts are energized and sustained toward attaining goals. Several classic motivation theories are examined, including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. McClelland's three needs theory is also covered. The document then discusses strategies for motivating a diverse workforce such as flexible work hours and job sharing. It concludes with suggestions for designing appropriate rewards programs.
Motivation concept
The document summarizes several theories of motivation. It begins by defining motivation and its key elements: intensity, direction, and persistence of effort. It then outlines early motivation theories proposed by Maslow, Alderfer, McGregor, Herzberg, and McClelland. Contemporary theories discussed include self-determination theory, goal-setting theory, management by objectives, self-efficacy theory, reinforcement theory, and equity theory. Key aspects of self-determination theory and Locke's goal-setting theory are also summarized.
Motivation
The document discusses several theories of motivation:
1. Content theories examine what motivates people, such as Maslow's hierarchy of needs theory, ERG theory, and McClelland's acquired needs theory.
2. Process theories look at how people are motivated and make work-related decisions.
3. Herzberg's two-factor theory proposes that different factors cause satisfaction versus dissatisfaction at work. Satisfiers like achievement motivate, while hygiene factors like salary prevent dissatisfaction.
4. McGregor's Theory X and Y describe different views of employee motivation, with Theory Y assuming employees want responsibility and are self-motivated, leading to better performance.
MOTIVATION CONCEPTS, POWER AND POLICTICS, AND LEADERSHIP
1) The document provides an overview of key concepts related to organizational behavior including motivation, power and politics, and leadership. It discusses several theories of motivation such as Maslow's hierarchy of needs, equity theory, and expectancy theory. 2) It also examines the different sources of power and how politics can be effectively managed in organizations. 3) Finally, it reviews different theories of leadership including trait, behavioral, and contingency theories, and compares approaches like Fiedler's contingency model, situational theory, and the path-goal theory.
BA 15 Chapter 7
This chapter discusses motivation in the workplace. It covers the differences between internal and external motivation, five characteristics of motives, and five influential motivation theories including Maslow's hierarchy of needs, Herzberg's motivation-maintenance theory, expectancy theory, and McGregor's theory X and theory Y. Contemporary motivation strategies discussed include job design, incentives, learning opportunities, empowerment, and motivating different generations. The chapter also reviews self-motivation strategies such as nurturing grit, taking action outside one's comfort zone, and striving for balance.
Leading (complete)
This was for our reporting in our management subject. It also includes communication, authority, power, and influence.
Leading (complete) and management
This is for our reporting on our management subject. This also includes communication, authority, power, influence, and its connection to management.
CONSUMER BEHAVIOUR
Motivation is an inner psychological force that activates and directs behavior toward goals. It stems from needs and wants and is influenced by individual traits and learning. Highly motivated employees tend to work more efficiently and be more productive.
Maslow's hierarchy of needs proposes that people are motivated to fulfill physiological, safety, social, esteem and self-actualization needs in that order. ERG theory is an alternative that groups these needs into existence, relatedness and growth. McClelland's needs theory identifies the needs for power, affiliation and achievement as key motivators. Expectancy theory and equity theory are process-based theories that explain how motivation occurs based on desired outcomes and perceptions of fair treatment.
Chap 7 motivation concepts
The document outlines key motivation concepts and theories. It discusses early theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's needs theory. Contemporary theories covered are self-determination theory, goal-setting theory, and Bandura's self-efficacy theory. Goal-setting theory proposes that specific, difficult goals with feedback improve performance. Self-efficacy theory relates to an individual's belief in their ability to complete a task. The document provides details on motivation elements and compares different motivation frameworks.
HOW TO ENHANCE MOTIVATION OF STAFF IN A FINANCIAL SECTOR
This document discusses strategies for enhancing staff motivation at Guaranty Trust Bank in the UK. It analyzes motivation theories like Maslow's hierarchy of needs and McClelland's achievement, power, and affiliation needs. Popular motivational strategies mentioned include empowerment, delegation, participation, and reward systems like merit pay and incentives. Financial motivators could include commissions, benefits, or profit sharing. Non-financial motivators focus on recognition, responsibility, meaningful work, and growth opportunities. Effective motivation requires understanding individual needs and tailoring strategies to both intrinsic and extrinsic motivators.
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MOtivating Employees Management
- 3. Motivation Introduction Most Important and Challenging.
- 6. Quote:
- 8. Importance Productive use of recourses Increase Efficiency and output Achievement of goals Development of friendly relationship Stability of workforce
- 9. Productive use of recourses
- 10. Increase Efficiency and output
- 15. Maslow’s Theory of motivation This is best known theory of motivation There Is a hierarchy of five human needs
- 16. Hierarchy of Five Needs Physiological Needs Safety Need Social Need Esteem need Self actualization Need
- 17. Physiological Need Need for food Need for water Need for shelter
- 18. Safety and Social Needs Safety Needs Social Needs I-e. Need for Security and Affection Belonging protection . Assurance of physiological needs. Friendship
- 19. Esteem Needs Internal Factors like External Factors Like Self respect, Self Autonomy individual's status Self recognition
- 20. Self Actualization Need to become , what he/she is capable of Accountant finance Manager Leader
- 24. Criticism on the theory Logical and easy to understand But Lack of empirical support
- 31. McClelland’s
- 32. David McClelland
- 33. McClelland’s Three-Needs Theory “David McClelland proposed that an individual’s specific needs are acquired over time and are shaped by one’s life experience”
- 35. st 1 Need
- 36. Influence Competitive The need to make others behave in a way that they would not have behaved otherwise
- 37. People who need personal power want to direct others, and this need often is perceived as undesirable. People who need institutional power (also known as social power) want to organize the efforts of others to further the goals of the organization. Managers with a high need for institutional power tend to be more effective than those with a high need for personal power.
- 38. 2:People with a high need for affiliation need
- 39. Harmonious relationships with other people and need to feel accepted by others They tend to conform to the norms of their work group. High Affiliation individuals prefer work that provides significant personal interaction; they perform well in customer service and client interaction situations.
- 40. 3rd Need:
- 41. They seek personal responsibility for finding solutions to problems They need rapid feedback on their performance; they are usually very frustrated by not receiving feedback, and the quicker the better. They are not gamblers but instead set appropriately challenging goals They want to stretch themselves, so they set goals that are challenging, but ones that they receive, they at least have a 50% chance of attaining
Editor's Notes
- 1. Motivating and rewarding employees is one of the most important and chalengingactivites that managers do
- Motivated employees will retain a high level of innovation while producing higher quality work at a higher level of efficiency.
- managers need to know how and why ther are Motivated
- At the end I quote the words of Jim ryum related to motivation “ ”now I am passing onto Shoaibhe will elaborate further