Motivating Team Members
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Motivating Team Members
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Motivating Team Members
- 1. Leading & Motivating a Team Effectively Motivating Team Members Day 3 Learning By Practice 2013
- 2. Table of Content Section 3 & 4 2 Leading people Empowerment Japanese Model The Traditional Theories Maslow’s Hierarchy of Need Frederick Herzberg Douglas McGregor Modern Frameworks of Motivation Suggestions for Motivation Employees Team Personal identity in the Team Stage of team growth Managerial action to build Team Continuous professional Development
- 3. Leading people Management is nothing more than motivating other people Day 1 Learning by practice
- 4. Leadership Leading people Influencing people Guiding people Achieve something
- 5. A person who responsible for Plans Inspire Executes Leading and fully utilize characteristics to achieve: 1. Goal Accomplishment 2. Brand Building 3. Communication 4. Complains with Standard 5. Achievement of Desire NEED
- 6. Leadership 23 29 23 35 18 31 1. When feeling of rejection, female leaders learn from adversity and carry on with an "I'll show you". 2. Female leaders are more likely to ignore rules and take risks than male leaders.
- 8. Empowerment Empowerment is the process of increasing the capacity of individuals or groups to make choices and to transform those choices into desired actions and outcomes. Empowerment characteristic: • Some level of decision making • Awareness • Accountability Empower require individual to have and use freedom of choice among several different ways of doing job
- 9. Japanese Model Quality Circles The basic idea of quality circles is: People at all levels of an organization are capable of making useful contributions to its success. They have first-hand experience of the problems at grass-roots level in their organization. They have many useful ideas for improving areas such as: • Efficiency. • Innovation. A voluntary group of employees who meet regularly with the objective of improving the way in which their organization provides quality of goods and services for its customers. Japanese Model examples Kaizen Lean Manufacturing
- 11. The Traditional Theories Maslow’s Hierarchy of Need Frederick Herzberg Douglas McGregor
- 12. Maslow’s hierarchy of need Abraham Maslow: Hierarchy of Needs Maslow (writing in 1943) argued that all individuals have needs and desires. He categorized these needs as: • Basic. • Complex. Maslow presented these needs in a hierarchical format, with basic needs supporting more complex ones. Physiological Security Social Ego Self actualization
- 14. Type Details Basic Physiological The ability to pay for Food, housing, Etc Safety Safety and security • Personal / financial • Job security • Health and well being Social Feeling of belongs to a group / love Complex Esteem Feeling valued and respected by others Self Actualization Individual need to feel they are achieve their full potential Maslow’s hierarchy of need
- 15. Maslow argued that individuals cannot be motivated by more complex needs if their basic needs are not being met. However, once a particular need has been satisfied, it no longer acts as a motivator. Maslow’s hierarchy of need
- 16. Frederick Herzberg Frederick Herzberg: Two Factor Theory Herzberg (writing in 1966) argued that there are two fundamental sets of factors that influence motivation, namely hygiene and growth. if hygiene factors are missing this will potentially lead to worker dissatisfaction. Motivation of the workforce comes from addressing growth factors. Hygiene Factors 1 Pay and benefits 2 Supervision 3 Working condition 4 Interpersonal relationships 5 status 6 Job security
- 17. Motivation Factors 1 Achievement 2 Recognition of personal efforts 3 Interesting and challenging work tasks 4 Responsibility 5 Individual growth Frederick Herzberg
- 18. Douglas McGregor Theory X Theory Y Leader feel that workers: • Are naturally lazy • They dislike work • Motivated only by money • Avoid responsibility and want to be directed Leader feel that workers : • Enjoy work • Are motivated by many factors • Like to make own decisions
- 20. Modern Frameworks of Motivation • The three need theory. • Goal-setting theory. • Reinforcement theory. • Designing motivating jobs. • Job enlargement. • Job enrichment. • Equity theory. • Expectancy theory.
- 21. The three need theory. Created by David McClelland, is a motivational model that attempts to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context. Need for achievement Need for power Need for affiliation
- 22. Equity theory. The equity theory argues that a person’s motivation is based on what they consider to be fair when compared to others. Adams developed this theory in 1963. The theory focuses on an employee's perception that they are being treated fairly.
- 23. Goal-setting theory Goal mechanisms affect performance by increasing motivation to reach set goals These mechanisms are inputs that affect behavior in groups or individuals. 1. Goal Acceptance/Goal Commitment 2. Goal Specificity 3. Goal Difficulty 4. Feedback
- 24. Clarity When setting goals for improvement initiatives, set dear and unambiguous targets for the outcome of the project, for example: Reduce the current reject level of 10% to a maximum of 3% within the next 3 months. Increase the 'right first time' process output to a minimum of 95% by the end of January. Goal-setting theory
- 25. Reinforcements theory Designing motivating theory Job enlargement Job enrichment Equity theory Expectancy theory Modern Frameworks of Motivation
- 26. Suggestions for Motivation Employees 1.Recognize individual differences 2.Match people to jobs 3. Use goals 4.Individual rewards 5.Link reward to performance 6.Check the system for equity 7. Don’t ignore money
- 27. Team Team vs groupStages of team growth
- 28. Managerial action to built the Team • Create the team identity. • Communicate the team objectives. • Give people time and the opportunity to get to know each other. • Recognize and value each individual contribution. • Create atmosphere in which people view are listened. • Create atmosphere of trust. • Make it possible for individual to have power to influence decision and the way thing are done.
- 29. Clear goals Effective team characteristics Mutual trust Relevant skills Commitment Good communication
- 30. How leader can built mutual Trust • Keep team member informed by explain decision and giving accurate feedback. • Be available and approachable. • Encourage team idea and suggestion. • Delegate real authority to team members. • Be consistent , honor your commitments to other. • Develop the admiration and respect of team by demonstrating technical and professional ability.
- 32. Continuous professional Development Continuously Developing your self is essential to meet the changing demands of business world. Continuous mean that it never stops Professional indicates that it about your professional competence . Development mean it is about improvement personal performance or enhancing your career progression opportunity
- 33. Testing Involvement Learning Empowerment Delegation Recognition Leadership Time Leadership process
- 34. Where are you now and where you want to be in future ??