The document discusses theories of motivation and job satisfaction, focusing on Herzberg's motivation-hygiene theory which proposes that certain factors lead to job satisfaction while other separate factors cause dissatisfaction if not present. It also examines Maslow's hierarchy of needs and how intrinsic and extrinsic motivators affect employees differently. The key is for organizations to understand what truly motivates employees in order to stimulate high performance and increase job satisfaction.
This document outlines several theories of leadership. Traditional theories discussed include the Great Man Theory, which posits that leaders are born not made, the Trait Theory, which identifies inherent traits of leaders, and Behavioral Theories, which focus on observable behaviors. Advanced theories examined are Contingency Theory, which emphasizes situational factors; Transformational Theory and Transactional Theory, which focus on the relationship between leaders and followers; and Servant Theory and Quantum Theory. Theories are compared and examples are provided to illustrate key concepts in leadership development.
The document summarizes several theories of leadership, including:
- Great Man Theory, which believes that leaders are born with innate traits for leadership.
- Trait Theory, which identifies personality and social traits that distinguish leaders.
- Behavioral Theories, such as the Ohio State and Michigan Studies, which focus on specific leader behaviors.
- Contingency Theories like Fiedler's model that match leader styles to situational factors.
- Situational Theories like Hersey-Blanchard that prescribe different leader behaviors based on follower readiness.
The document summarizes several leadership theories including: Great Man Theory which assumes great leaders are born; Trait Theory which believes certain inherent qualities make effective leaders; Behavioral Theory which proposes that leadership can be learned; Contingency Theory which contends that leadership style depends on situational factors; and Relationship Theories like Transformational Leadership which focus on the connections between leaders and followers and motivating people. The document also outlines theories like Management Theory which use reward and punishment, and Participative Theory which encourages input from group members.
Need for Achievement Motivation Theory by David McClelland. It includes Need for Power, Achievement and Affiliation.Also includes How can the future HR Managers can apply the Need Achievement Theory? Even 2 case studies are included.
The document discusses various theories of motivation. It begins by defining motivation and exploring its key elements. It then examines several prominent content theories of motivation, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, and McClelland's learned needs theory. Process theories such as Alderfer's ERG theory are also summarized. The document analyzes each theory, provides examples and implications, and notes some common criticisms of the theories. Overall, the document provides an overview of important motivation theories from a content and process perspective.
The fundamentals in this slide presentation are important in understanding the concept of planning, the various types of plans, and the strategic management process
Group is defined as two or more people who interact and influence each other to achieve common objectives. Key aspects of a group include having common goals, interdependence among members, and a sense of group identity. People join groups for reasons such as status, affiliation, security, and goal accomplishment. Group dynamics and processes, including norms, communication patterns, leadership, and tasks, determine group performance and member satisfaction.
This document outlines several theories of leadership. Traditional theories discussed include the Great Man Theory, which posits that leaders are born not made, the Trait Theory, which identifies inherent traits of leaders, and Behavioral Theories, which focus on observable behaviors. Advanced theories examined are Contingency Theory, which emphasizes situational factors; Transformational Theory and Transactional Theory, which focus on the relationship between leaders and followers; and Servant Theory and Quantum Theory. Theories are compared and examples are provided to illustrate key concepts in leadership development.
The document summarizes several theories of leadership, including:
- Great Man Theory, which believes that leaders are born with innate traits for leadership.
- Trait Theory, which identifies personality and social traits that distinguish leaders.
- Behavioral Theories, such as the Ohio State and Michigan Studies, which focus on specific leader behaviors.
- Contingency Theories like Fiedler's model that match leader styles to situational factors.
- Situational Theories like Hersey-Blanchard that prescribe different leader behaviors based on follower readiness.
The document summarizes several leadership theories including: Great Man Theory which assumes great leaders are born; Trait Theory which believes certain inherent qualities make effective leaders; Behavioral Theory which proposes that leadership can be learned; Contingency Theory which contends that leadership style depends on situational factors; and Relationship Theories like Transformational Leadership which focus on the connections between leaders and followers and motivating people. The document also outlines theories like Management Theory which use reward and punishment, and Participative Theory which encourages input from group members.
Need for Achievement Motivation Theory by David McClelland. It includes Need for Power, Achievement and Affiliation.Also includes How can the future HR Managers can apply the Need Achievement Theory? Even 2 case studies are included.
The document discusses various theories of motivation. It begins by defining motivation and exploring its key elements. It then examines several prominent content theories of motivation, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, and McClelland's learned needs theory. Process theories such as Alderfer's ERG theory are also summarized. The document analyzes each theory, provides examples and implications, and notes some common criticisms of the theories. Overall, the document provides an overview of important motivation theories from a content and process perspective.
The fundamentals in this slide presentation are important in understanding the concept of planning, the various types of plans, and the strategic management process
Group is defined as two or more people who interact and influence each other to achieve common objectives. Key aspects of a group include having common goals, interdependence among members, and a sense of group identity. People join groups for reasons such as status, affiliation, security, and goal accomplishment. Group dynamics and processes, including norms, communication patterns, leadership, and tasks, determine group performance and member satisfaction.
This document discusses goals and goal setting theory in organizations. It covers:
1. The two main purposes of goals - to provide a framework for managing motivation and as an effective control device for management.
2. Key aspects of goal setting theory including goal difficulty, specificity, acceptance, and commitment and how these attributes shape performance.
3. Management by Objectives (MBO) as a collaborative goal setting process where goals cascade down the organization.
4. Research has found goal difficulty and specificity are closely associated with performance, though other elements like acceptance and commitment have been less studied.
Goal setting can significantly improve employee performance and satisfaction. The Locke-Latham goal setting model demonstrates that specific, challenging goals lead employees to focus effort and persist towards goals, improving performance when abilities, commitment, feedback, and rewards are also present. Goals direct behavior, provide standards for performance assessment, and justify task performance. High performance is achieved when employees set challenging yet achievable goals and have the skills, commitment, and strategies to work towards rewards from goal attainment.
Introduction to Motivational Theory, Content Theory and Process Theorystudent
This document provides an overview of several theories of motivation, including:
- Maslow's hierarchy of needs theory and Alderfer's ERG theory, which describe levels of human needs.
- Acquired needs theory, cognitive evaluation theory, and Herzberg's two-factor theory, which examine intrinsic and extrinsic motivators.
- Equity theory, expectancy theory, and the Porter-Lawler model as examples of process theories that analyze cognitive processes in motivation.
- McGregor's Theory X and Y, which propose different views of employee motivation.
The document covers both content theories that identify sources and types of motivation, as well as process theories that examine cognitive thought processes behind motivation.
Goal setting is important for motivation and performance. Goals provide direction, purpose and boost self-esteem. However, goals can fail if they are not specific, challenging yet attainable, and if commitment, feedback, and appropriate resources are lacking. Goals work best when set participatively and are reasonable, public, and supported by management. Both learning goals for new tasks and performance goals for mastery are important. Goals should focus on short-term, incremental improvements over long periods to drive success.
This document discusses various topics related to leadership including:
- The differences between a leader and manager. Leaders focus on people and outcomes while managers focus on tasks and rules.
- Important leadership traits like motivation, communication skills, honesty, and vision.
- Common leadership styles such as autocratic, democratic, laissez-faire, bureaucratic, and transformational. The best style depends on objectives, followers, and the situation.
- Popular leadership theories including trait theory, situational theory, contingency theory, and transformational vs transactional leadership. Successful leadership requires adapting one's style to followers' needs and the context.
Planning is an essential function of management that involves determining goals and methods for achieving them. The document discusses strategic planning and operational planning. Strategic planning focuses on long-term organization-wide goals, while operational planning focuses on short-term goals and implementation methods at the manager level. A case study example demonstrates a pharmaceutical company undertaking a long-term, formal, proactive operational planning process to enter the obesity drug market. Key steps included gathering market data, analyzing opportunities and risks, formulating a multi-year business plan, and implementing and monitoring progress according to the plan.
Setting up Smart Goals and Decoding your SWOT Profile.Anubha Rastogi
Goal setting is an important parameter in identifying your succsess, be it professional or personal. A clear understanding of life's purpose and value is a key fundamental to setting up these goals. Learn how to decode these fundamentals with these simple tips.
Leadership and Motivation is most important parameters in HR Management practices. How strong the leader and how HRM build leaders will show the direction of the organization.
McClelland's three needs theory proposes that people are motivated by three main needs: achievement, power, and affiliation. The theory was developed by psychologist David McClelland in the 1960s. It suggests that individuals have different levels of each need and that these needs influence workplace motivation and managerial success. Specifically, those with high needs for power and achievement but a low need for affiliation tend to be most successful in large organizations, while high achievement and moderate power and affiliation needs are best for entrepreneurial roles. The theory provides a framework for understanding employee motivation and designing jobs and management styles accordingly.
Expectancy theory is a motivation theory proposed by Victor Vroom that says individuals are motivated to make choices that they believe will result in desirable outcomes. The theory is based on three variables: valence, which is the value an individual places on a reward; expectancy, which is an individual's belief that they are capable of performing to a level to attain a reward; and instrumentality, which is the belief that good performance will lead to an expected reward. According to expectancy theory, motivation is highest when an individual believes a reward is valuable, they are able to perform well enough to receive it, and that their performance will directly result in receiving the reward.
The document discusses various concepts related to planning including:
1. Planning involves establishing goals and determining a course of action to achieve those goals through decision making.
2. There are different types of plans like strategic, tactical, and operational plans developed at the corporate, business, and functional levels.
3. Effective planning is goal-oriented, flexible, comprehensive, and economical. Barriers to planning include external factors and resistance to change.
Motivation is very important for any organization.Motivation helps a person to achieve the goal. Sometimes we lost our motivation, then the performance of the organization decrease. Some process or technique can be increase the motivation of an employee. In this presentation we will get a clear idea about motivation, why motivation decreases and how we increase motivation.
The document discusses the managerial function of influencing and communication. It defines influencing as guiding organization members' activities in appropriate directions through focusing on morale, conflict resolution, and relationships. Effective communication involves understanding verbal and nonverbal cues as well as barriers. Managers should encourage open formal communication within the organizational structure and be aware of informal communication networks.
Behavioral Theories Of Leadership PowerPoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
Organizing is the process by which managers establish working relationships among employees to achieve goals. According to Chester Barnard, an organization is defined as a system of consciously coordinated activities or efforts of two or more people. An organization is also defined as a deliberate arrangement of people to accomplish some specific purpose.
The document discusses various theories of motivation including: Maslow's hierarchy of needs which proposes that lower level needs must be satisfied before higher needs; Herzberg's two-factor theory which separates motivators and hygiene factors; and McClelland's need for achievement, power, and affiliation. It also covers job design theories like job enlargement and enrichment to make jobs more interesting and motivating. Early motivation theories focused on what motivates while process theories examine the actual motivation process.
The document discusses the relationship between competition and collaboration. It states that competition can drive innovation, improve products, and empower customers. Collaboration is said to improve skills, ideas, and performance when working with others. The document advocates that competition does not need to be adversarial and that both competition and collaboration can be beneficial working together through involvement in the WordPress community both officially through WordPress.org contributions and locally through WordCamps and meetups.
The document discusses several theories of motivation:
1. Frederick Taylor believed workers are motivated mainly by pay and breaking work into small repetitive tasks. However, this led to worker dissatisfaction.
2. Elton Mayo found workers are motivated by social factors like interaction and attention from managers.
3. Abraham Maslow's hierarchy of needs theory proposes workers must have lower level needs met like pay before pursuing higher needs like fulfillment.
4. Frederick Herzberg argued motivators like interesting work that provides responsibility are more effective than dissatisfiers like pay. Methods like job enrichment and empowerment can motivate.
- Victor Vroom is a professor at Yale School of Management who developed expectancy theory of motivation.
- Expectancy theory states that motivation is based on the expectation that effort will lead to good performance, which will result in desired rewards.
- The theory emphasizes relating rewards directly to performance and ensuring recipients view rewards as deserved.
The document discusses conflict and its causes and symptoms. It defines conflict as a situation where someone believes their needs have been denied. It lists six causes of conflicts and symptoms such as tensions, poor communication, falling productivity and morale. The document emphasizes that the goal is to channel conflict to useful purposes rather than eliminate it.
This document presents a 4 question personality test where the reader is instructed to provide answers without looking ahead. The questions ask the reader to rank 5 animals in order of preference, describe 5 words with one word each, relate colors to important people without repeats, and list a favorite number and day of week. After answering, the reader is told the interpretations of their answers relating to priorities, personalities, relationships and life. The reader is instructed to repeat their wish before continuing.
This document discusses goals and goal setting theory in organizations. It covers:
1. The two main purposes of goals - to provide a framework for managing motivation and as an effective control device for management.
2. Key aspects of goal setting theory including goal difficulty, specificity, acceptance, and commitment and how these attributes shape performance.
3. Management by Objectives (MBO) as a collaborative goal setting process where goals cascade down the organization.
4. Research has found goal difficulty and specificity are closely associated with performance, though other elements like acceptance and commitment have been less studied.
Goal setting can significantly improve employee performance and satisfaction. The Locke-Latham goal setting model demonstrates that specific, challenging goals lead employees to focus effort and persist towards goals, improving performance when abilities, commitment, feedback, and rewards are also present. Goals direct behavior, provide standards for performance assessment, and justify task performance. High performance is achieved when employees set challenging yet achievable goals and have the skills, commitment, and strategies to work towards rewards from goal attainment.
Introduction to Motivational Theory, Content Theory and Process Theorystudent
This document provides an overview of several theories of motivation, including:
- Maslow's hierarchy of needs theory and Alderfer's ERG theory, which describe levels of human needs.
- Acquired needs theory, cognitive evaluation theory, and Herzberg's two-factor theory, which examine intrinsic and extrinsic motivators.
- Equity theory, expectancy theory, and the Porter-Lawler model as examples of process theories that analyze cognitive processes in motivation.
- McGregor's Theory X and Y, which propose different views of employee motivation.
The document covers both content theories that identify sources and types of motivation, as well as process theories that examine cognitive thought processes behind motivation.
Goal setting is important for motivation and performance. Goals provide direction, purpose and boost self-esteem. However, goals can fail if they are not specific, challenging yet attainable, and if commitment, feedback, and appropriate resources are lacking. Goals work best when set participatively and are reasonable, public, and supported by management. Both learning goals for new tasks and performance goals for mastery are important. Goals should focus on short-term, incremental improvements over long periods to drive success.
This document discusses various topics related to leadership including:
- The differences between a leader and manager. Leaders focus on people and outcomes while managers focus on tasks and rules.
- Important leadership traits like motivation, communication skills, honesty, and vision.
- Common leadership styles such as autocratic, democratic, laissez-faire, bureaucratic, and transformational. The best style depends on objectives, followers, and the situation.
- Popular leadership theories including trait theory, situational theory, contingency theory, and transformational vs transactional leadership. Successful leadership requires adapting one's style to followers' needs and the context.
Planning is an essential function of management that involves determining goals and methods for achieving them. The document discusses strategic planning and operational planning. Strategic planning focuses on long-term organization-wide goals, while operational planning focuses on short-term goals and implementation methods at the manager level. A case study example demonstrates a pharmaceutical company undertaking a long-term, formal, proactive operational planning process to enter the obesity drug market. Key steps included gathering market data, analyzing opportunities and risks, formulating a multi-year business plan, and implementing and monitoring progress according to the plan.
Setting up Smart Goals and Decoding your SWOT Profile.Anubha Rastogi
Goal setting is an important parameter in identifying your succsess, be it professional or personal. A clear understanding of life's purpose and value is a key fundamental to setting up these goals. Learn how to decode these fundamentals with these simple tips.
Leadership and Motivation is most important parameters in HR Management practices. How strong the leader and how HRM build leaders will show the direction of the organization.
McClelland's three needs theory proposes that people are motivated by three main needs: achievement, power, and affiliation. The theory was developed by psychologist David McClelland in the 1960s. It suggests that individuals have different levels of each need and that these needs influence workplace motivation and managerial success. Specifically, those with high needs for power and achievement but a low need for affiliation tend to be most successful in large organizations, while high achievement and moderate power and affiliation needs are best for entrepreneurial roles. The theory provides a framework for understanding employee motivation and designing jobs and management styles accordingly.
Expectancy theory is a motivation theory proposed by Victor Vroom that says individuals are motivated to make choices that they believe will result in desirable outcomes. The theory is based on three variables: valence, which is the value an individual places on a reward; expectancy, which is an individual's belief that they are capable of performing to a level to attain a reward; and instrumentality, which is the belief that good performance will lead to an expected reward. According to expectancy theory, motivation is highest when an individual believes a reward is valuable, they are able to perform well enough to receive it, and that their performance will directly result in receiving the reward.
The document discusses various concepts related to planning including:
1. Planning involves establishing goals and determining a course of action to achieve those goals through decision making.
2. There are different types of plans like strategic, tactical, and operational plans developed at the corporate, business, and functional levels.
3. Effective planning is goal-oriented, flexible, comprehensive, and economical. Barriers to planning include external factors and resistance to change.
Motivation is very important for any organization.Motivation helps a person to achieve the goal. Sometimes we lost our motivation, then the performance of the organization decrease. Some process or technique can be increase the motivation of an employee. In this presentation we will get a clear idea about motivation, why motivation decreases and how we increase motivation.
The document discusses the managerial function of influencing and communication. It defines influencing as guiding organization members' activities in appropriate directions through focusing on morale, conflict resolution, and relationships. Effective communication involves understanding verbal and nonverbal cues as well as barriers. Managers should encourage open formal communication within the organizational structure and be aware of informal communication networks.
Behavioral Theories Of Leadership PowerPoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
Organizing is the process by which managers establish working relationships among employees to achieve goals. According to Chester Barnard, an organization is defined as a system of consciously coordinated activities or efforts of two or more people. An organization is also defined as a deliberate arrangement of people to accomplish some specific purpose.
The document discusses various theories of motivation including: Maslow's hierarchy of needs which proposes that lower level needs must be satisfied before higher needs; Herzberg's two-factor theory which separates motivators and hygiene factors; and McClelland's need for achievement, power, and affiliation. It also covers job design theories like job enlargement and enrichment to make jobs more interesting and motivating. Early motivation theories focused on what motivates while process theories examine the actual motivation process.
The document discusses the relationship between competition and collaboration. It states that competition can drive innovation, improve products, and empower customers. Collaboration is said to improve skills, ideas, and performance when working with others. The document advocates that competition does not need to be adversarial and that both competition and collaboration can be beneficial working together through involvement in the WordPress community both officially through WordPress.org contributions and locally through WordCamps and meetups.
The document discusses several theories of motivation:
1. Frederick Taylor believed workers are motivated mainly by pay and breaking work into small repetitive tasks. However, this led to worker dissatisfaction.
2. Elton Mayo found workers are motivated by social factors like interaction and attention from managers.
3. Abraham Maslow's hierarchy of needs theory proposes workers must have lower level needs met like pay before pursuing higher needs like fulfillment.
4. Frederick Herzberg argued motivators like interesting work that provides responsibility are more effective than dissatisfiers like pay. Methods like job enrichment and empowerment can motivate.
- Victor Vroom is a professor at Yale School of Management who developed expectancy theory of motivation.
- Expectancy theory states that motivation is based on the expectation that effort will lead to good performance, which will result in desired rewards.
- The theory emphasizes relating rewards directly to performance and ensuring recipients view rewards as deserved.
The document discusses conflict and its causes and symptoms. It defines conflict as a situation where someone believes their needs have been denied. It lists six causes of conflicts and symptoms such as tensions, poor communication, falling productivity and morale. The document emphasizes that the goal is to channel conflict to useful purposes rather than eliminate it.
This document presents a 4 question personality test where the reader is instructed to provide answers without looking ahead. The questions ask the reader to rank 5 animals in order of preference, describe 5 words with one word each, relate colors to important people without repeats, and list a favorite number and day of week. After answering, the reader is told the interpretations of their answers relating to priorities, personalities, relationships and life. The reader is instructed to repeat their wish before continuing.
A mission statement provides an organization with purpose and direction to achieve its goals. It focuses on critical issues and provides clarity about an organization's purpose. To develop a mission statement, a working group should answer six questions to identify the organization's quantifiable targets, the needs it exists to fulfill, how it will respond to customers, its core values and philosophy, and what makes it unique.
The document provides an overview of the digestive system and its role in breaking down foods into smaller molecules through physical and chemical digestion. It discusses the importance of a balanced diet that provides all necessary vitamins, minerals, and energy requirements. Deficiency in certain vitamins can lead to diseases like scurvy or rickets. The document also outlines daily recommended intake of vitamins, minerals, and energy for males and females of different ages.
The document contrasts the roles of a teacher and a guru. A teacher provides instruction and guidance to help students succeed in the outer world, while a guru facilitates inner growth and awakening by challenging students and stripping away unnecessary knowledge and ego. Overall, a teacher equips students for prosperity, while a guru guides students toward serenity and freedom from the constraints of the world.
Identity refers to how an organization presents itself through elements like its name, logo, and visual design. An organization's identity should express its personality. Image is how others perceive an organization based on their opinions and feelings. Brand positioning helps simplify messaging and create motivation to influence people's perceptions and form a collective brand image. When many people perceive the same image, a brand is born from the collective agreement on that image.
The document provides an overview of project management, including defining a project as a series of related jobs directed toward a major output over a significant period of time. It discusses work breakdown structures, project control charts like Gantt charts, and different ways to structure projects using pure, functional, or matrix organizational structures, each with their own advantages and disadvantages. The key aspects covered are defining the tasks, subtasks, and work packages in a hierarchy using a work breakdown structure.
Motivation is defined as stimulating someone to action and providing an incentive or motive. It comes from internal or external factors that encourage goal-directed behavior. Effective motivation leads to benefits like increased job satisfaction, lower absenteeism and turnover, and higher productivity. Motivation theories include Maslow's hierarchy of needs and Herzberg's two-factor theory. Managers can use motivational strategies like training, feedback, job rotation, and appealing to needs, wants, emotions and expertise to encourage employee performance.
What is Motivation
Where do we begin
What Motivates You Now and in the Future?
Motivation in Organizations
Career Stages - What motivates when?
Motivating Employees
Motivation Vs Satisfaction
Ways of Acting
THEORIES AND PERSPECTIVES
GOAL SETTING THEORIES
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Appreciative team building events Gautengteam-building
Life Masters REAL team building ideas, activities and events to transform trust, resolve conflict, build relationship, clear baggage anf grow leadership, facilitated by Tony Dovale & Debbie Vernon http://www.lifemasters.co.za - South Africa 083-447-63400
Preview of “motivation facilitator slides moz campv1.pptx”daveberz
This document discusses motivation theories and how to apply them. It introduces Maslow's hierarchy of needs, Herzberg's two-factor theory, and Daniel Pink's elements of motivation. The objectives are to understand motivational theories, what motivates others, diagnose motivation problems, and create plans to increase motivation. Methods discussed include job enrichment, empowerment, and appealing to autonomy, mastery and purpose. Participants are asked to apply the information by analyzing a specific motivational problem in their group and developing a strategy.
The document discusses motivation and self-motivation. It defines motivation as an inner burning passion caused by needs, wants and desires that propels an individual to exert physical and mental energy to achieve goals. There are intrinsic and extrinsic types of motivation. Intrinsic motivation arises from self-generated factors while extrinsic motivation occurs due to external rewards or punishments. Self-motivation is the ability to motivate oneself and is an important skill. The document provides techniques to improve self-motivation such as thinking positively, having determined goals, working hard, and learning from mistakes. It also discusses the importance of motivation and factors that influence motivation.
Here are some strategies that appeal to different types of motivation:
- Tuition reimbursement programs, paid time off for education, and opportunities for career growth appeal to identification motivation as employees want to further develop themselves.
- Recognition and praise, titles, promotions appeal to external motivation as employees want recognition from others.
- Providing competitive salaries and wages, health and retirement benefits appeal to both external motivation from earning a living and identification motivation to support oneself and family.
- Relationship building, allowing participation in nonprofit causes, providing a comfortable work environment appeal to intrinsic motivation as employees find the work personally fulfilling.
Managing People with Love and Logic. Using Trust and transparency to engage a workforce. How to motivate using love and logic. How to develop an organization to be more productive with a workforce that has higher morale and trust in leadership.
Breaking Bad at Work...Managing People with Love and LogicDon Johnson
Trends and research all tell us to start managing people smarter. Times have changed tremendously from the industrial age. Make sure your organization and leaders stay transparent and build trust for the best return from your #1 asset.
The document discusses several theories of motivation:
1. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs before moving on to other needs.
2. Herzberg's two-factor theory distinguishes between motivators like achievement that drive job satisfaction and hygiene factors like salary that prevent dissatisfaction.
3. Expectancy theory suggests motivation depends on how much a person values an outcome and how likely they are to achieve it through their efforts. The document provides an overview of several seminal motivation theories.
The Word doc is baased on motivation, its theories and relevant topics. The PPT of this data is also uploaded by me so pls do have a look. I hope it helps.
Theories Content and Process Content Theories deal.docxssusera34210
The document discusses various theories of motivation, including:
1) Content theories which focus on individual needs and goals, and process theories which examine how motivation occurs. Theories studied include Maslow, Herzberg, and Vroom.
2) Traditional theories such as Maslow's hierarchy of needs, Alderfer's ERG theory, Herzberg's two-factor theory, and McClelland's acquired-needs theory.
3) Modern theories including Deci and Ryan's self-determination theory, Locke's goal-setting theory, Bandura's self-efficacy theory, Vroom's expectancy theory, and Skinner's reinforcement theory.
The document then provides examples of employee
This document discusses staff engagement and motivation. It defines engagement as an employee's commitment to applying discretionary effort to achieve organizational goals. Motivation is defined as the factors that stimulate desire and energy in people to be continually interested in their work. The document discusses outdated motivation theories based on fear and short-term results. It advocates for intrinsic motivators like autonomy, mastery, and purpose based on Daniel Pink's research. Techniques to improve engagement are presented, like communicating consistently, emphasizing health, and getting to know staff. Personal engagement triggers are identified as a way to uncover what intrinsically motivates each employee.
The document discusses various aspects of motivation and human resource management. It defines motivation as the internal drive to act and satisfy needs from within an individual. It discusses different types of motivation including intrinsic motivation which involves engaging in behaviors for their own sake rather than for external rewards. Extrinsic motivation involves engaging in behaviors for external rewards like pay or praise. The document also discusses Maslow's hierarchy of needs and how it relates to motivation. It covers job enrichment strategies to make jobs more motivating as well as different management functions like planning, organizing, leading and controlling.
This document discusses staff morale and motivation. It defines morale as internal feelings inspired by the work environment, while motivation involves stimulating desired actions. High morale yields higher productivity as employees feel interested, appreciated and valued. Motivation theories like Maslow's hierarchy of needs and equity theory are described. A 4-step process for improving motivation involves identifying motivators, barriers, developing a program, and adding motivation to training. Strategies like reinforcement, empowerment and flexible schedules can enhance job satisfaction and morale, providing benefits like improved productivity and retention.
The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
This document discusses emotional intelligence and its importance. It begins by defining emotional intelligence as the ability to recognize one's own emotions and the emotions of others, motivate oneself, and manage emotions well. It then discusses how emotional intelligence impacts career success and can be more important than IQ. The document also explains that emotional intelligence can be improved through self-awareness, self-management, social awareness, and relationship management. Finally, it provides strategies for developing emotional intelligence, such as keeping an emotion log and developing empathy.
The document discusses various theories and types of motivation. It defines motivation as the driving force that causes people to achieve their goals. It describes different intrinsic and extrinsic motivators, as well as theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. The document also discusses the importance of self-motivation and having direction, focus, and confidence.
Motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's theory X and Y are discussed. Maslow's hierarchy proposes that lower level needs must be satisfied before higher level needs emerge. Herzberg's theory differentiates between hygiene and motivation factors. McGregor's theory X assumes workers dislike work while theory Y assumes they can be self-directed. Various motivational techniques used by organizations are based on findings from such theories. Motivation is necessary to achieve organizational goals and keep employees committed.
This document discusses developing a growth mindset and becoming a proactive manager. It emphasizes developing the whole person, including their body, mind, heart and spirit. A proactive manager is visionary, competent, forward-thinking, a great coach, and a role model. Benefits include conquering challenges, achieving greatness, and inspiring others. The document provides models and questions for self-reflection to strengthen skills and maximize positive impact as a leader.
This document compares and contrasts the key differences between prison and work. In prison, inmates spend most of their time in small cells, receive meals and have expenses paid for, and can engage in recreational activities. In contrast, at work employees spend long hours in cubicles, have to pay for meals and expenses, and could lose their job for non-work activities. Overall, the document suggests that while prison provides for basic needs, work requires greater personal responsibility and freedom comes with greater cost.
The document discusses word of mouth marketing and influencers. It identifies six core human instincts that drive word of mouth, including to survive, connect, make sense of the world, reduce risk/uncertainty, benefit economically, and relieve tension. It then discusses Agent Wildfire's word of mouth success formula and identifies 10 audience attributes that influence word of mouth, including being passionate about a topic, seeking knowledge, and having an altruistic nature.
The document discusses the benefits of exercise for mental health. It states that regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already have a condition.
1) The document presents concerns from educators over many decades about students' dependence on new technologies for writing, calculating, and learning.
2) Each excerpt expresses doubt that the technologies students were beginning to use (such as paper, pencils, ink, calculators, computers, and mobile devices) would last or be useful for the future.
3) However, the technologies that were once considered luxuries or fads ultimately became integrated into modern education.
This short document discusses the importance of having a clear vision in order to define the mission and ensure passion for achieving goals. It states that without a clear vision, the mission cannot be defined and without a defined mission, passion for action and achievement cannot be ensured.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise stimulates the production of endorphins in the brain which elevate mood and reduce stress levels.
Trust is like the feeling a one-year-old baby has when thrown in the air, laughing because they know their parent will catch them. The document draws a comparison between trust and the carefree feeling of a baby being tossed up and down, confident their caregiver will prevent them from falling. In a few short sentences, it conveys the message that trust is having complete faith that someone has your best interests and safety in mind.
Total productivity maintenance techniqueMohit Singla
Total Productive Maintenance (TPM) aims for zero defects, breakdowns, and losses through total employee participation in maintenance to increase productivity. TPM is productive maintenance that seeks to eliminate downtime through breakdowns and setups, speed losses from idling or reduced speeds, and defects from rework or unstable production, by maintaining equipment, operating conditions, restoring deterioration, improving skills, and identifying hidden problems. TPM requires maintaining basic equipment, operating conditions, restoring deterioration, correcting design weaknesses, improving technical skills, and exposing hidden defects.
This document outlines a six-step process for effective time management: 1) Connect goals to your mission and vision, 2) Identify your roles and responsibilities, 3) Select high-impact goals for each role, 4) Organize your weekly schedule around priority goals, 5) Exercise integrity by adjusting plans based on what's important, and 6) Evaluate your progress weekly. The process aims to spend time on important but not urgent "Quadrant II" activities by prioritizing goals aligned with one's values over reactive tasks. Regular evaluation helps improve goal-setting and maintain a long-term perspective.
The document discusses three types of Shakti or powers that can help a person succeed: Iccha Shakti which is the power of desire, Gyan Shakti which is the power of knowledge, and Kriya Shakti which is the power of skills.
The document outlines 14 management principles of the Toyota Way. The principles focus on long-term philosophy over short-term goals, continuous process improvement, pull-based production systems to avoid overproduction, leveling workload, stopping to fix all problems the first time, standardized processes for continuous improvement, visual controls, reliable technology, developing leaders and exceptional people, respecting suppliers, and leaders directly observing situations.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The Partition of India in 1947 divided the subcontinent along religious lines into the secular states of India and Pakistan. Centuries of tensions between Hindus and Muslims escalated in the early 20th century, with calls for separate states by Muslim and Hindu nationalist groups. The British government approved the Mountbatten Plan, which divided British India into India and Pakistan. The rushed Partition resulted in mass violence and displacement, with over 15 million people forced to relocate across the new borders. India and Pakistan achieved independence on August 15, 1947 but the legacy of division continued to impact the relationship between the two newly formed nations.
The document summarizes the key concepts of the "One Minute Manager" approach. It discusses three types of managers: autocratic, democratic, and the One Minute Manager. The One Minute Manager utilizes three secrets - one minute goals for clear expectations, one minute praising for immediate feedback, and one minute reprimands delivered respectfully. The approach aims to improve employee performance and satisfaction through simple, timely communication between managers and their teams.
The document provides details about various locations in Mumbai, India from the past, including railway stations like Churchgate, Ballard Pier, Colaba, and Dadar, as well as other landmarks like Apollo Bunder, Asiatic Town Hall, Oval Maidan, Marine Drive, Victoria Terminus (now Chhatrapati Shivaji Terminus), and Girgaum Chowpathy. It also contains photographs of steam engines, local trains, and trains passing through areas like Elphinstone, Dadar, Mumbai Central, Bhayandar Bridge, and the Parsik Tunnel in Thane from the early to mid-20th century.
The document outlines a goal of zero defects by not making defects during production, not passing defects to downstream processes, and not accepting defective products or components from suppliers.
The document discusses five ways that people can view a partially filled glass of water: as half full (optimist), half empty (pessimist), that it doesn't matter because something will go wrong, as an opportunity for discussion, or by filling it up and moving on. While optimists and pessimists may not get much done, those who want constant discussion risk tying projects up in committees without completion. The most effective are proactive individuals who get things done, though they should be tempered by others to consider all facts first. Understanding these categories can help improve management of others and oneself.
This document discusses the future of marketing and advertising. It argues that modern marketing involves embedding marketing into products through innovation, in order to make people's lives better. Brand loyalty is earned through positive experiences. The document also emphasizes creating valuable content and engaging consumers in order to establish brands as useful utilities. It suggests observing customers and collaborating with them to develop insights that can lead to improved products and marketing. The overarching message is that modern marketing should focus on enhancing people's lives.
The document provides advice on staying healthy and avoiding illness by discussing emotions, decision making, problem solving, acceptance, trust, and maintaining a positive outlook. It suggests that repressing feelings can lead to illnesses, indecision causes stress and health issues, having a negative perspective makes problems seem larger, and living disingenuously through appearances rather than accepting reality is unhealthy. Finding solutions, trusting others, and living happily are presented as better alternatives that are therapeutic for both mind and body.
3. MOTIVATION
Content
- Characteristics Of Effective Team Members
- Motivation: Definition
- Theories And Proponents In The Study Of
Motivation And Job Satisfaction
- Herzberg And Maslow’s Research Findings
- The Motivation Circle
- Passion Revisited
- Job Satisfaction
- Whole Brain Thinking
- Mentorship Model
- Q&A
4. MOTIVATION
Characteristics of effective team members
• Team members
– Individual commitment
– Co-operation and support
– Sense of purpose and urgency
– Address disagreements constructively
– Willing to contribute specialist skills
– Ability to gain respect & enhance group’s reputation
– Wants the team to achieve its goals
- Effective teams need Effective Team Members
5. MOTIVATION
The challenge
How do you stimulate team members to give their
very best at every given time?
7. MOTIVATION
Motivation is…
…The overall subject of what drives us
8. MOTIVATION
Class Exercise : Identify their Motivations
Adam and Eve: Disobeyed God
Cain: Killed Abel
Residents of Babel: Built first high-rise
Abraham: followed without questioning
Jacob: Longest Apprentice
Joseph: Righteous even in a lawless land
Moses: Mission Mindset
Samson: Romance with the Enemy
Paul of Tarsus: Suffered for the Gospel keeper
Saul: The Kingdom is mine Mentality
David: The weeping King
22. MOTIVATION
Intrinsic & Extrinsic Factors
In-trin-sic
Inward , inwardly < intra- , within
1 belonging to the real nature of a thing; not dependent on
external circumstances; essential; inherent
2 located within, or exclusively of, a part
Ex-trin-sic
From without, outer, without
1 Not really belonging to the thing with which it is connected; not
inherent
2 Being, coming, or acting from the outside;
Extrinsic refers to that which, coming from outside a thing, is not
inherent in its real nature [ the extrinsic advantages of wealth]
23. MOTIVATION
4 Kinds of Motivation: Why we do the things we do
POSITIVE
Motivation towards a goal
Someone wants you to do it
INTRINSIC
You want to do it
“Write this retort and “I really want to write
EXTRINSIC
you get a bonus” this report!”
“Write this retort or “I really don’t want
you get fired!” to write this report!”
NAGATIVE
Motivation away from something
24. MOTIVATION
Introduction to The Hygiene Theory
Description
• We have basic needs (hygiene needs)
which, when not met, cause us to be
dissatisfied. Meeting these needs does not
make us satisfied - it merely prevents us
from becoming dissatisfied.
• The 'hygiene' word is deliberately medical
as it is an analogy of the need to do
something that is necessary, but which
does contribute towards making the
patient well (it only stops them getting
sick).
25. MOTIVATION
There is a separate set of needs
which, when resolved, do make us
satisfied.
These are called Motivators
26. The Research
In these studies employees where
asked what pleased and displeased
them about their work.
Herzberg found that the factors
causing job satisfaction (and
presumably motivation) were
different from those causing job
dissatisfaction.
27. He developed the motivation-
hygiene theory to explain these
results.
He called the satisfiers motivators
and the dissatisfiers hygiene
factors, using the term "hygiene" in
the sense that they are considered
maintenance factors that are
necessary to avoid dissatisfaction but
that by themselves do not provide
satisfaction.
28. MOTIVATION
The Research 2
• People were asked about times when they
had felt good about their work. It was
discovered that the key determinants of
job satisfaction were Achievement,
Recognition, Work itself, Responsibility
and Advancement.
• We also found that key dissatisfies were
Company policy and administration,
Supervision, Salary, Interpersonal
relationships and Working conditions.
29. MOTIVATION
Hierarchy of Needs: Motivators and Hygiene Theory
Five needs system which account for most of our Behavior
Self-
Actualization
Pursue Inner Talent
Creativity. Fulfillment
Self – Esteem / Ego Status Motivators
Achievement. Mastery.
Recognition. respect
Belonging. Love
Friends. Family. Spouse. lover
Safety Hygiene Factors
Security. Stability. Freedom from Fear (Dissatisfiers)
Basic (physiological)
Food. Water. Shelter. warmth
30. MOTIVATION
The Observation
If the company
resolved the
“DISSATISFIERS”,
they would not create
SATISFACTION.
32. MOTIVATION
Example 1
• You need to be paid on time each month
so you can pay your bills.
• If you are not paid on time, you get really
unhappy.
• But when you get paid on time, you
hardly notice it.
• Question: What factor is your salary?
33. MOTIVATION
Example 2
•On the other hand, when your supervisor
gives you a pat on the back, you feel
good.
•You don't expect this every day and don't
especially miss not having praise all of the
time.
•Question: What factor is the pat on the
back?
34. MOTIVATION
Using it Interactive Session
• Give examples and differentiate between hygiene
needs and motivator needs.
• Ensure you address motivator needs when getting
someone to do something.
• Attacking hygiene needs may be effective when
trying to stop them doing something.
Defending
• Beware of the person giving you what you really
need. Ask 'What's in it for them?'
• Discuss the above statement
Again we ask:
• What is your Motivation?
35. MOTIVATION
Top Factors Affecting Job Attitudes
Leading to Dissatisfaction Leading to Satisfaction
•Company policy
• Achievement
•Supervision
• Recognition
•Relationship w/Boss
• Work itself
•Work conditions
• Responsibility
•Salary
• Advancement
•Relationship
• Growth
w/Peers
The theory argues that the opposite of satisfaction is not
dissatisfaction, but rather, no satisfaction. Similarly, the opposite of
dissatisfaction is no dissatisfaction.
38. MOTIVATION
The motivation cycle…
Motivated teams Involvement starts
perform well and when a group of
work hard to achieve 1. individuals come
5. together to share a
objectives, deliver Motivation Involvement
and develop common objective
4.
Recognition 2.
Commitment
Recognition of that Commitment begins
success brings 3. when the team starts to
about motivation Success give priority to the
achievement of the
Commitment and
objectives
achieving the
objectives brings
positive result
…points the way to developing high performance teams.
WHERE ARE YOU OR THINK YOU ARE IN THIS CIRCLE?
44. MOTIVATION
Whole Brain Thinking
RIGHT LEFT
EMOTIONAL LOGICAL
Pictures Words
Wholes Parts
Relationships Specifics
Synthesis Analysis
Simultaneous thinking Sequential thinking
Tire free Tire bound
CHARACTER COMPETENCE
45. MOTIVATION
RIGHT, LEFT AND WHOLE BRAIN THINKING
Using Brain Biology To Balance Your
Recognition Strategy
46. MOTIVATION
Avoiding “Left Brain” Thinking
•Research has shown that cash, gift certificates and lifestyle
items are ineffective recognition vehicles. Biologically, they
don’t work.
•If that is the case, why is it they will be the most often
mentioned items when employees are asked “What would
you like to receive for recognition”?
•The answer lies in Maslow’s research. Maslow showed that
humans are driven by unfilled needs, not by unfilled wants.
There is a difference in the two.
• Wants - Transient desires that provide only short-term
gratification and temporary behavior change when filled.
• Needs - Deep desires that provide long-term fulfillment and
permanent attitude change when filled.
47. MOTIVATION
Examples of conflicting wants and needs in our own lives
1. A 16 yr old boy inherits N300,000 from his grandmother.
He wants to buy a car with it. What he needs to do is save it
for his education.
2. I inherit N300,000 and love to fish. What I want is a boat.
What I need to do is save it for retirement.
3. A 6yr old is given N100 in a grocery store. She wants to
buy sweets. What she needs is more nutritious food, such
as an apple.
•Employees may “want” cash, gift certificates or household
goods if surveyed, but research shows they are poor
vehicles for recognition.
48. We all need help in our Motivation
to give more
49. MOTIVATION
Get and use Energy/Power Words
Get A Boost!
51. MOTIVATION
Motivation is a Journey, not a Destination
• Everything begins with a thought…
• What you think determines who you are…
• Who you are determines what you do…
• What you do often, becomes a habit…
• Habits determine your lifestyle…
• Lifestyle determines your destiny…
• Your destiny determines your legacy.