The document discusses motivation, co-ordination, and communication within organizations. It emphasizes the importance of motivation as a planned managerial process that enhances employee performance and satisfaction through various theories, including Maslow's hierarchy and Herzberg's two-factor theory. Co-ordination is described as a continuous and essential management function that integrates efforts toward common goals, while communication is critical for motivation, decision-making, and fostering positive organizational relationships.

1. MOTIVATION
CO-ORDINATION
COMMUNICATION
PRESENTED BY:
PRINSON RODRIGUES

2. MOTIVATION

3. CONCEPT OF MOTIVATION
The term motivation is derived from the word “motive”.
Behind every human action there is a motive. Therefore,
management must provide motives to people to make
them work for the organization.
Motivation may be defined as a planned managerial
process, which stimulates people to work to the best of
their capabilities, by providing them with motives, which
are based on their unfulfilled needs.

4. FEATURES OF MOTIVATION
1. Motivation is a personal and internal feeling
2. Motivation is need based
3. Motive is a continuous process
4. Motivation may be negative or positive
5. Motivation is a planned process

5. IMPORTANCE OF MOTIVATION
1. Puts Human force into Action
2. Improves level of efficiency of the Employees
3. Leads to achievement of Organizational Goals
4. Employee Satisfaction
5. Leads to Stability in Work Force

6. ABRAHAM MASLOW’S “NEED
HIERARCHY THEORY” :
Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the
highest, and he concluded that when one set of needs is satisfied, this kind of need
ceases to be a motivator. As per the theories the needs are:
1. Physiological needs
2. Security or Safety needs
3. Social needs
4. Esteem needs
5. Need for self-actualization

7. MAYO’S THEORY OF MOTIVATION
The work of Elton Mayo is famously known as “Hawthorne Experiments.” He
conducted behavioural experiments at the Hawthorne Works of the American
Western Electric Company in Chicago. He made some illumination experiments,
introduced breaks in between the work performance and also introduced
refreshments during the pause’s. On the basis of this he drew the conclusions that
motivation was a very complex subject. It was not only about pay, work condition and
morale but also included psychological and social factors. Although this research has
been criticized from many angles, the central conclusions drawn were :
1. People are motivated by more than pay and conditions.
2. The need for recognition and a sense of belonging are very important.
3. Attitudes towards work are strongly influenced by the group.

8. FREDERICK HERZBERG’S MOTIVATION-
HYGIENE THEORY
His theory is also known as two-factor theory or Hygiene theory. He stated that
there are certain satisfiers and dissatisfiers for employees at work. Intrinsic
factors are related to job satisfaction, while extrinsic factors are associated with
dissatisfaction. He devised his theory on the question : “What do people want
from their jobs ?” He asked people to describe in detail, such situations when
they felt exceptionally good or exceptionally bad. Herzberg's findings revealed
that certain characteristics of a job are consistently related to job satisfaction,
while different factors are associated with job dissatisfaction. These are:

9. Factors of Satisfaction Factors of Dissatisfaction
Achievement Company Policies
Recognition Supervision
The work itself Relationship with Peers and
Supervisors
Responsibility Work Conditions
Advancement Salary
Growth Status
Security

10. The conclusion he drew is that job satisfaction and job dissatisfaction are not opposites.
The opposite of Satisfaction is No Satisfaction.
The opposite of Dissatisfaction is No Dissatisfaction.
Remedying the causes of dissatisfaction will not create satisfaction. Nor will adding the
factors of job satisfaction eliminate job dissatisfaction.
According to Herzberg, the factors leading to job satisfaction are "separate and distinct
from those that lead to job dissatisfaction." Therefore, if you set about eliminating
dissatisfying job factors, you may create peace but not necessarily enhance performance.
This placates your workforce instead of actually motivating them to improve performance.
The characteristics associated with job dissatisfaction are called hygiene factors. When these
have been adequately addressed, people will not be dissatisfied nor will they be satisfied. If
you want to motivate your team, you then have to focus on satisfaction factors like
achievement, recognition and responsibility.

11. CO-ORDINATION

12. MEANING OF CO-ORDINATION
Co-ordination is the unification, integration, synchronization of the
efforts of group members so as to provide unity of action in the pursuit of
common goals. It is a hidden force which binds all the other functions of
management. According to Mooney and Reelay, “Co-ordination is orderly
arrangement of group efforts to provide unity of action in the pursuit of
common goals”.
Management seeks to achieve co-ordination through its basic functions of
planning, organizing, staffing, directing and controlling. That is why, co-
ordination is not a separate function of management because achieving
of harmony between individuals efforts towards achievement of group
goals is a key to success of management. Co-ordination is the essence of
management and is implicit and inherent in all functions of management.

13. FOLLETT’S FOUR PRINCIPLES OF
CO-ORDINATION
1. Principle of Early Stage: According to this principle, coordination must start
at an early stage in the management process. It must start during the planning
stage. This will result in making the best plans and implementing these plans
with success. If coordination is started early only then all the management
functions will be performed successfully. Thus by initiating proper coordination
the organisation will achieve all its objectives easily and quickly.
2. Principle of Continuity: According to this principle, coordination must be a
continuous process. It must not be a one-time activity. The process of
coordination must begin when the organisation starts, and it must continue
until the organisation exists. Coordination must be done continuously during
the management process. It must be done during planning, organising,
directing and controlling.

14. 3. Principle of Direct Contact: According to this principle, all managers must have
a Direct Contact with their subordinates. This will result in good relations
between the manager and their subordinates. This is because direct contact
helps to avoid misunderstandings, misinterpretations and disputes between
managers and subordinates. It enables the managers to coordinate all the
different activities of their subordinates effectively and efficiently.
4. Principle of Reciprocal Relations: The decisions and actions of all the people
(i.e. of all managers and employees) and departments of the organisation are
inter-related. So, the decisions and actions of one person or department will
affect all other persons and departments in the organisation. Therefore, before
taking any decision or action all managers must first find out the effect of that
decision or action on other persons and departments in the organisation. This is
called the Principle of Reciprocal Relations. Co-ordination will be successful only
if this principle is followed properly.

15. ADDITIONAL PRINCIPLES OF CO-
ORDINATION
After Mary Parker Follett, modern management experts have extended her
list by adding 3 additional principles of coordination. These additional or
supplementary principles of coordination are explained as follows :-
5. Principle of Effective Communication
6. Principle of Mutual Respect
7. Principle of Clarity of Objective

16. IMPORTANCE OF CO-ORDINATION
The need and importance of coordination can be judged from these points:
• Co-ordination encourages team spirit
• Co-ordination gives proper direction
• Co-ordination facilitates motivation
• Co-ordination makes optimum utilization of resources,
• Co-ordination helps to achieve objectives quickly,
• Co-ordination improves relations in the organization,
• Co-ordination leads to higher efficiency; and
• Co-ordination improves goodwill of the organization.

18. COMMUNICATION

19. MEANING OF COMMUNICATION
Communications management is the systematic planning, implementing,
monitoring, and revision of all the channels of communication within
an organization, and between organizations; it also includes
the organization and dissemination of new communication directives
connected with an organization, network, or communications technology.
Aspects of communications management include developing corporate
communication strategies, designing internal and external communications
directives, and managing the flow of information,
including online communication.

20. FIVE W'S OF COMMUNICATION
MANAGEMENT
Following are the five W's of communications management:
• What information is essential for the project?
• Who requires information and what type of information is needed?
• What is the duration of time required for the information?
• What type or format of information is required?
• Who are the persons who will be responsible for transmitting the
collated information?

21. COMMUNICATION PROCESS

22. TYPES OF COMMUNICATION
• Verbal communication: Verbal communication is a type of communication where the information
flows through verbal medium like words, speeches, presentations etc. In verbal communication the
sender shares his/her thoughts in the form of words. In organizations, individuals communicate verbally
among each other in the form of dialogues, speech, presentations, discussions to name a few. The tone of
the speaker, the pitch and the quality of words play a crucial role in verbal communication. While
speaking the pitch ought to be high and clear for everyone to understand and the content must be
designed keeping the target audience in mind.
• Non Verbal communication: Facial expressions, gestures, hand and hair movements, body postures
all constitute non verbal communication. Any communication made between two people without words
and simply through facial movements, gestures or hand movements is called as non verbal
communication. In other words, it is a speechless communication where content is not put into words but
simply expressed through expressions
• Written communication: In contrast to verbal communications, which are oral, written business
communications are printed messages. It can include memos, proposals, e-mails, letters, training
manuals, and operating policies. They may be printed on paper or appear on the screen. Written
communication is often asynchronous. Written communication, can be constructed over a longer period
of time. It also can be collaborative. Multiple people can contribute to the content on one document before
that document is sent to the intended audience.

24. IMPORTANCE OF COMMUNICATION
1. Communication promotes motivation by informing and clarifying the employees about the
task to be done, the manner they are performing the task, and how to improve their performance if it
is not up to the mark.
2. Communication is a source of information to the organizational members for decision-
making process as it helps identifying and assessing alternative course of actions.
3. Communication also plays a crucial role in altering individual’s attitudes, i.e., a well
informed individual will have better attitude than a less-informed individual. Organizational
magazines, journals, meetings and various other forms of oral and written communication help in
moulding employee’s attitudes.
4. Communication also helps in socializing. In todays life the only presence of another
individual fosters communication. It is also said that one cannot survive without communication.
5. Communication also assists in controlling process.

25. BARRIERS TO COMMUNICATION
1. The use of jargon: Over-complicated, unfamiliar and/or technical terms.
2. Emotional barriers and taboos: Some people may find it difficult to express their
emotions and some topics may be completely 'off-limits' or taboo.
3. Lack of attention, interest, distractions, or irrelevance to the receiver.
4. Differences in perception and viewpoint.
5. Physical disabilities such as hearing problems or speech difficulties.
6. Language differences and the difficulty in understanding unfamiliar accents.
7. Cultural differences: The norms of social interaction vary greatly in different cultures,
as do the way in which emotions are expressed. For example, the concept of personal
space varies between cultures and between different social settings.