This document discusses various theories of motivation and management. It begins by defining motivation and describing intrinsic and extrinsic types of motivation. It then outlines several content and process theories of motivation, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, and Vroom's expectancy theory. Modern management theories discussed include systems theory, which views an organization as interconnected subsystems, and contingency theory, which emphasizes adapting management practices to situational characteristics. The document stresses the importance of understanding both internal organizational environments and external environmental forces for effective management.
The document discusses various theories and concepts related to leadership. It defines leadership as a process of social influence where a person enlists others to accomplish a common task. Leadership involves developing a vision to motivate people towards a goal. The document outlines different types of leaders, the differences between managers and leaders, and several theories of leadership including trait theory, behavioral theory, contingency theory, and situational theory. It also discusses studies on leadership conducted at Ohio State University and the University of Michigan.
This document provides an overview of nursing management concepts taught in Nursing 105. It begins with house rules for the class and key concepts in management such as planning, organizing, directing, controlling, staffing, and budgeting. Traditional theories of management from the 1900s to the present are discussed, including scientific management, bureaucratic model, and human relations. Contemporary approaches like systems theory and contingency perspectives are also introduced.
This document discusses different management styles including autocratic, paternalistic, democratic, and laissez-faire. It describes the key characteristics of each style in terms of decision making and employee input. The document encourages reflection on one's own management style based on how others perceive it and whether changes could make one a more effective leader. It suggests being open to feedback and adapting one's style over the short and long term with support from inside and outside the organization.
Contingency theory proposes that there is no single best way to organize or lead an organization, and that the optimal approach depends on internal and external situational factors. Key points of contingency theory include: 1) different leadership styles are appropriate for different situations; 2) organizations perform best when their structure fits both the environment and the needs of its members; and 3) managers must analyze each unique situation to determine the most effective approach. Contingency theory rejects the notion that universal management principles can be applied in all cases.
Fiedler's contingency theory states that a leader's style is fixed and cannot be trained, unlike other leadership theories discussed. The chapter covers various leadership theories including trait, behavioral, contingency, path-goal, and leader-member exchange. It examines factors like leadership styles, follower readiness, and situational favorableness that impact leadership effectiveness.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
The new employee was not given proper instructions and did not know what to do when left alone to enter data. As a result, no work was completed and deadlines were missed. Although blaming the employee is tempting, the manager shares responsibility for not properly training the employee and ensuring they understood their tasks before leaving them unattended. Providing clear expectations and availability to answer questions could have prevented the lost time.
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
The document discusses various theories and concepts related to leadership. It defines leadership as a process of social influence where a person enlists others to accomplish a common task. Leadership involves developing a vision to motivate people towards a goal. The document outlines different types of leaders, the differences between managers and leaders, and several theories of leadership including trait theory, behavioral theory, contingency theory, and situational theory. It also discusses studies on leadership conducted at Ohio State University and the University of Michigan.
This document provides an overview of nursing management concepts taught in Nursing 105. It begins with house rules for the class and key concepts in management such as planning, organizing, directing, controlling, staffing, and budgeting. Traditional theories of management from the 1900s to the present are discussed, including scientific management, bureaucratic model, and human relations. Contemporary approaches like systems theory and contingency perspectives are also introduced.
This document discusses different management styles including autocratic, paternalistic, democratic, and laissez-faire. It describes the key characteristics of each style in terms of decision making and employee input. The document encourages reflection on one's own management style based on how others perceive it and whether changes could make one a more effective leader. It suggests being open to feedback and adapting one's style over the short and long term with support from inside and outside the organization.
Contingency theory proposes that there is no single best way to organize or lead an organization, and that the optimal approach depends on internal and external situational factors. Key points of contingency theory include: 1) different leadership styles are appropriate for different situations; 2) organizations perform best when their structure fits both the environment and the needs of its members; and 3) managers must analyze each unique situation to determine the most effective approach. Contingency theory rejects the notion that universal management principles can be applied in all cases.
Fiedler's contingency theory states that a leader's style is fixed and cannot be trained, unlike other leadership theories discussed. The chapter covers various leadership theories including trait, behavioral, contingency, path-goal, and leader-member exchange. It examines factors like leadership styles, follower readiness, and situational favorableness that impact leadership effectiveness.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
The new employee was not given proper instructions and did not know what to do when left alone to enter data. As a result, no work was completed and deadlines were missed. Although blaming the employee is tempting, the manager shares responsibility for not properly training the employee and ensuring they understood their tasks before leaving them unattended. Providing clear expectations and availability to answer questions could have prevented the lost time.
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
Charles Cotter presented on the 7 E's of the leadership process at the KCGC Leadership Seminar. The 7 E's are creating a vision, articulating the vision in an inspirational manner, exercising positive influence, guiding and motivating followers, being a driver of change, nurturing and developing followers, and serving as an ethical role model. Cotter discussed concepts like Aristotle's rhetorical triangle, Covey's emotional bank account, stages of team development, transformational leadership, and level five leadership. He concluded by summarizing key points and taking questions.
1) The document discusses leadership, management, and change. It defines leadership as influencing others to achieve goals and management as accomplishing work through others.
2) Managing change in an organization is complex and often essential for development. Change can focus on structure, technology, people, or tasks.
3) For change to be successful there must be dissatisfaction with the current situation, a clear vision and model for change, an effective process, and resistance must be overcome.
4) The document also discusses charismatic leadership and how it differs from transformational leadership, with the latter focusing more on higher purpose and values rather than personal charm alone.
This document provides an overview of classical and modern organization theory as applied to health care organizations. It discusses several theories of organization including scientific management, administrative management, behavioral, systems, and contingency theories. Scientific management theory focuses on standardization, time studies, and dividing work responsibilities. Administrative theory examines formal structure, rules, and principles of management. Behavioral theory emphasizes human factors like motivation, leadership, and group dynamics. Systems theory views organizations as goal-oriented systems, while contingency theory contends there is no single best way to manage and the approach must fit the situation. The theories provide frameworks for functions like management structures, performance evaluation, process standardization, and adapting to changing environments in health care.
Leadership theories: Advantages and LimitationsRashmi Pandey
Theories related to leadership. It will provide you an overview about different theories of leadership present in the world. You can choose and take a move forward in your life based in these theories. This is an important topic in Human resource management in management course.
This document contains a learning outline for a chapter on leadership from a management textbook. The outline covers various theories of leadership, including trait theories, behavioral theories, contingency theories like Fiedler's model and path-goal theory, and current approaches like transformational leadership. It also discusses leadership issues like power, trust, empowering employees, cross-cultural leadership, and when leadership may be irrelevant. The document provides definitions and comparisons of the different leadership concepts discussed in the textbook chapter.
Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”
The document discusses various theories and concepts related to leadership. It defines leadership as a process where a person influences others to accomplish an objective and directs an organization. The document outlines four factors of leadership: the leader, followers, situation, and communication. It also discusses different leadership styles such as authoritarian, democratic, paternalistic, and laissez-faire. Finally, the document presents Robert Blake and Jane Mouton's Managerial Grid model which illustrates different leadership behaviors based on concern for tasks and concern for people.
The document discusses various leadership styles and components of effective leadership. It describes three main leadership styles - authoritarian, participative, and delegative - and explains that good leaders use all three styles depending on the situation and forces involved. It also discusses factors like follower characteristics, communication, motivation, and trusting relationships as keys to effective leadership.
The document traces the evolution of organization theories from classical to integrative approaches. It discusses early theorists like Taylor who promoted scientific management and Gulick who developed the POSDCORB framework. It then outlines criticisms by Simon, Waldo and Appleby and the introduction of new concepts like cooptation by Selznick. The document also discusses contributions by other key figures like Follett, Mayo, Barnard, Maslow and their development of theories around human relations, organizational behavior, motivation and management.
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
This document provides an overview of administrative management theories developed in the early 20th century. It discusses the contributions of Henri Fayol, Luther Gulick, Lyndall Urwick, and James Mooney who established the foundations of administrative management. It also summarizes Max Weber's theory of bureaucratic management, outlining the key characteristics including division of labor, hierarchy, rules, professionalism, impersonality, and careerism. Overall, the document introduces several classical management thinkers and their principles for effective public administration.
The document summarizes various theories and approaches to leadership and motivation. It discusses different leadership styles and behaviors, including situational leadership theories. It also covers need-based approaches to motivation such as Maslow's hierarchy of needs and Herzberg's two-factor theory. Process approaches like Adams' equity theory and Locke's goal-setting theory are also summarized.
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
Classical & Neo classical theory of managementOliviaJustin
This document provides an overview of several management theories: classical theory, scientific management, administrative management, bureaucratic management, neo-classical theory, human relations theory, and behavioral science approach. It defines each theory, discusses their key contributors like Taylor, Fayol, and Mayo, and summarizes their main principles and concepts. The document traces the evolution of management thought from a focus on efficiency under classical theory to consideration of human factors in neo-classical, human relations, and behavioral theories.
This document summarizes the theories of several influential thinkers in management and organizational theory, including:
- Henry Fayol, who developed 14 principles of management and identified 5 main management functions: planning, organizing, commanding, coordinating, and controlling.
- Max Weber, who introduced the concept of bureaucracy as an efficient and rule-based form of organization, with characteristics like hierarchy, management by rules, functional specialization, and employment based on technical qualifications.
- Elton Mayo, who led the Hawthorne Studies which concluded that psychological and social factors are more important than physical conditions or financial incentives in motivating workers, in what became known as the Hawthorne Effect.
This document provides an overview of the evolution of management theory from 1890-2000. It discusses several important historical events and developments that influenced management theory, including Adam Smith's publication of The Wealth of Nations and the Industrial Revolution. The document then summarizes several major management theories that developed over this period, including Scientific Management Theory, Administrative Management Theory, Behavioral Management Theory, Management Science Theory, and Organizational Environmental Theory. It provides details on the key theorists and concepts associated with each theory.
Behavioural and human relation management theories03368214172
The document discusses three major theories of behavioral and human relations management:
1. Hugo Munstenberg's theory proposed that industrial psychology could benefit industry in hiring the right people, achieving efficiency, and directing employee behavior.
2. Douglas McGregor's Theory X and Theory Y describe how people view worker motivation - Theory X sees workers as unmotivated while Theory Y sees them as willing if given responsibility.
3. Abraham Maslow's hierarchy of needs proposes that people are motivated to fulfill certain needs in a pyramid structure starting with physiological needs, then safety, social, esteem, and self-actualization needs. Once a need is met, the next level motivates individuals.
The document discusses various theories of motivation. It describes content theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Process theories covered include Vroom's expectancy theory, Adams' equity theory, goal setting theory, and Skinner's reinforcement theory. The document provides details on the key aspects and assumptions of each motivation theory.
The document discusses various theories of motivation. It begins by defining motivation and discussing the relationship between motivation and organizational goals. It then outlines the two main types of motivation: extrinsic and intrinsic. Content theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's needs theory examine what motivates individuals. Process theories like Vroom's expectancy theory, Adams' equity theory, and goal setting theory examine how motivation occurs. Reinforcement theory also views behavior as determined by its consequences. The document provides details on each of these major motivation theories.
Charles Cotter presented on the 7 E's of the leadership process at the KCGC Leadership Seminar. The 7 E's are creating a vision, articulating the vision in an inspirational manner, exercising positive influence, guiding and motivating followers, being a driver of change, nurturing and developing followers, and serving as an ethical role model. Cotter discussed concepts like Aristotle's rhetorical triangle, Covey's emotional bank account, stages of team development, transformational leadership, and level five leadership. He concluded by summarizing key points and taking questions.
1) The document discusses leadership, management, and change. It defines leadership as influencing others to achieve goals and management as accomplishing work through others.
2) Managing change in an organization is complex and often essential for development. Change can focus on structure, technology, people, or tasks.
3) For change to be successful there must be dissatisfaction with the current situation, a clear vision and model for change, an effective process, and resistance must be overcome.
4) The document also discusses charismatic leadership and how it differs from transformational leadership, with the latter focusing more on higher purpose and values rather than personal charm alone.
This document provides an overview of classical and modern organization theory as applied to health care organizations. It discusses several theories of organization including scientific management, administrative management, behavioral, systems, and contingency theories. Scientific management theory focuses on standardization, time studies, and dividing work responsibilities. Administrative theory examines formal structure, rules, and principles of management. Behavioral theory emphasizes human factors like motivation, leadership, and group dynamics. Systems theory views organizations as goal-oriented systems, while contingency theory contends there is no single best way to manage and the approach must fit the situation. The theories provide frameworks for functions like management structures, performance evaluation, process standardization, and adapting to changing environments in health care.
Leadership theories: Advantages and LimitationsRashmi Pandey
Theories related to leadership. It will provide you an overview about different theories of leadership present in the world. You can choose and take a move forward in your life based in these theories. This is an important topic in Human resource management in management course.
This document contains a learning outline for a chapter on leadership from a management textbook. The outline covers various theories of leadership, including trait theories, behavioral theories, contingency theories like Fiedler's model and path-goal theory, and current approaches like transformational leadership. It also discusses leadership issues like power, trust, empowering employees, cross-cultural leadership, and when leadership may be irrelevant. The document provides definitions and comparisons of the different leadership concepts discussed in the textbook chapter.
Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”
The document discusses various theories and concepts related to leadership. It defines leadership as a process where a person influences others to accomplish an objective and directs an organization. The document outlines four factors of leadership: the leader, followers, situation, and communication. It also discusses different leadership styles such as authoritarian, democratic, paternalistic, and laissez-faire. Finally, the document presents Robert Blake and Jane Mouton's Managerial Grid model which illustrates different leadership behaviors based on concern for tasks and concern for people.
The document discusses various leadership styles and components of effective leadership. It describes three main leadership styles - authoritarian, participative, and delegative - and explains that good leaders use all three styles depending on the situation and forces involved. It also discusses factors like follower characteristics, communication, motivation, and trusting relationships as keys to effective leadership.
The document traces the evolution of organization theories from classical to integrative approaches. It discusses early theorists like Taylor who promoted scientific management and Gulick who developed the POSDCORB framework. It then outlines criticisms by Simon, Waldo and Appleby and the introduction of new concepts like cooptation by Selznick. The document also discusses contributions by other key figures like Follett, Mayo, Barnard, Maslow and their development of theories around human relations, organizational behavior, motivation and management.
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
This document provides an overview of administrative management theories developed in the early 20th century. It discusses the contributions of Henri Fayol, Luther Gulick, Lyndall Urwick, and James Mooney who established the foundations of administrative management. It also summarizes Max Weber's theory of bureaucratic management, outlining the key characteristics including division of labor, hierarchy, rules, professionalism, impersonality, and careerism. Overall, the document introduces several classical management thinkers and their principles for effective public administration.
The document summarizes various theories and approaches to leadership and motivation. It discusses different leadership styles and behaviors, including situational leadership theories. It also covers need-based approaches to motivation such as Maslow's hierarchy of needs and Herzberg's two-factor theory. Process approaches like Adams' equity theory and Locke's goal-setting theory are also summarized.
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
Classical & Neo classical theory of managementOliviaJustin
This document provides an overview of several management theories: classical theory, scientific management, administrative management, bureaucratic management, neo-classical theory, human relations theory, and behavioral science approach. It defines each theory, discusses their key contributors like Taylor, Fayol, and Mayo, and summarizes their main principles and concepts. The document traces the evolution of management thought from a focus on efficiency under classical theory to consideration of human factors in neo-classical, human relations, and behavioral theories.
This document summarizes the theories of several influential thinkers in management and organizational theory, including:
- Henry Fayol, who developed 14 principles of management and identified 5 main management functions: planning, organizing, commanding, coordinating, and controlling.
- Max Weber, who introduced the concept of bureaucracy as an efficient and rule-based form of organization, with characteristics like hierarchy, management by rules, functional specialization, and employment based on technical qualifications.
- Elton Mayo, who led the Hawthorne Studies which concluded that psychological and social factors are more important than physical conditions or financial incentives in motivating workers, in what became known as the Hawthorne Effect.
This document provides an overview of the evolution of management theory from 1890-2000. It discusses several important historical events and developments that influenced management theory, including Adam Smith's publication of The Wealth of Nations and the Industrial Revolution. The document then summarizes several major management theories that developed over this period, including Scientific Management Theory, Administrative Management Theory, Behavioral Management Theory, Management Science Theory, and Organizational Environmental Theory. It provides details on the key theorists and concepts associated with each theory.
Behavioural and human relation management theories03368214172
The document discusses three major theories of behavioral and human relations management:
1. Hugo Munstenberg's theory proposed that industrial psychology could benefit industry in hiring the right people, achieving efficiency, and directing employee behavior.
2. Douglas McGregor's Theory X and Theory Y describe how people view worker motivation - Theory X sees workers as unmotivated while Theory Y sees them as willing if given responsibility.
3. Abraham Maslow's hierarchy of needs proposes that people are motivated to fulfill certain needs in a pyramid structure starting with physiological needs, then safety, social, esteem, and self-actualization needs. Once a need is met, the next level motivates individuals.
The document discusses various theories of motivation. It describes content theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Process theories covered include Vroom's expectancy theory, Adams' equity theory, goal setting theory, and Skinner's reinforcement theory. The document provides details on the key aspects and assumptions of each motivation theory.
The document discusses various theories of motivation. It begins by defining motivation and discussing the relationship between motivation and organizational goals. It then outlines the two main types of motivation: extrinsic and intrinsic. Content theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's needs theory examine what motivates individuals. Process theories like Vroom's expectancy theory, Adams' equity theory, and goal setting theory examine how motivation occurs. Reinforcement theory also views behavior as determined by its consequences. The document provides details on each of these major motivation theories.
Motivation is the word derived from the word ’motive’ which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals.
The document discusses various theories of motivation. It begins by defining motivation and discussing the relationship between motivation and organizational goals. It then outlines the main types of motivation: extrinsic and intrinsic. Content theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's needs theory examine what motivates individuals. Process theories like Vroom's expectancy theory, Adams' equity theory, and goal setting theory examine how motivation occurs. Reinforcement theory also views behavior as determined by its consequences. The document provides details on each of these major motivation theories.
1. Several theories of motivation were formulated in the 1950s including Maslow's hierarchy of needs theory, McGregor's Theory X and Theory Y, and Herzberg's motivation-hygiene theory.
2. Maslow's hierarchy proposed five levels of human needs from physiological to self-actualization needs. Herzberg's theory distinguished between motivators like achievement that increase job satisfaction and hygiene factors like salary that prevent dissatisfaction.
3. McGregor's Theory X assumed employees dislike work while Theory Y assumed they can find it motivating. Later theories included ERG theory, need-based theories, and cognitive evaluation theory which found extrinsic rewards can reduce intrinsic motivation.
Motivation is important for managers to inspire employees and create confidence. Various theories explain what motivates human behavior, including content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, and process theories like Vroom's expectancy theory and equity theory. Goal setting theory posits that specific, challenging goals with feedback lead to higher performance than vague goals. Motivation results from an interaction between individual needs and organizational rewards designed to fulfill those needs.
The document discusses various theories of motivation. It begins by defining motivation and its importance in management. It then explains several prominent motivation theories including: Maslow's hierarchy of needs theory, Herzberg's two-factor theory, expectancy theory, equity theory, reinforcement theory, goal setting theory, and acquired needs theory. For each theory, it provides an overview and key conclusions. The document also covers McGregor's Theory X and Theory Y and Porter-Lawler model of motivation.
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.
1. Motivation theories can be categorized as either content theories or process theories. Content theories focus on internal factors like needs, while process theories examine cognitive processes.
2. Major content theories include Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. These theories propose different sets of human needs that motivate behavior.
3. Process theories examine how motivation works. Expectancy theory states that motivation depends on expectancy, instrumentality, and valence. Equity theory is based on perceptions of fair treatment. Goal-setting theory proposes that intention towards hard goals enhances motivation.
1. The document discusses several theories of motivation, including McGregor's Theory X and Y, Maslow's Hierarchy of Needs, Herzberg's Motivator-Hygiene Theory, and Alderfer's ERG Theory.
2. Maslow's Hierarchy proposes that people are motivated to fulfill basic physiological needs first, and then safety, social, esteem, and self-actualization needs.
3. Herzberg's theory separates factors that lead to satisfaction, like achievement and recognition, from those that lead to dissatisfaction, like company policies and supervision.
4. McGregor's Theory X assumes employees dislike work while Theory Y assumes they can be self-motivated,
This document discusses various theories of motivation and their application to employee performance. It aims to identify different motivation theories, understand motivation's role in performance, classify employee needs, and apply theories to analyze performance issues. Theories covered include Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's need theory, McGregor's Theory X and Y, and Ouchi's Theory Z. Each theory's key aspects and limitations are explained.
This document provides an overview of motivation theories including:
- Maslow's hierarchy of needs which identifies physiological, safety, social, esteem, and self-actualization needs. It proposes that lower level needs must be satisfied before higher needs.
- McGregor's Theory X and Theory Y which describe assumptions managers have about employees - Theory X sees employees as lazy and Theory Y sees them as ambitious and self-motivated.
- Herzberg's two-factor theory which identifies motivators related to job content and hygiene factors related to job context that prevent dissatisfaction but don't motivate.
- McClelland's need theory which identifies three needs - need for achievement, power, and affiliation
Maslow's hierarchy of needs proposes that people are motivated to fulfill lower level needs like physiological and safety needs before pursuing higher level needs like esteem and self-actualization. Alderfer's ERG theory simplifies this by grouping needs into existence, relatedness, and growth. Herzberg identified motivators related to the job itself and hygiene factors about the environment. McClelland focused on power, affiliation, and achievement needs. McGregor proposed positive Theory Y and negative Theory X views of human motivation.
Theories of Motivation
Motivation is something that prompts, compels and energizes an individual to act or behave in a particular fashion at a particular time for attaining some specific goal or purpose.
The document discusses various motivational theories including:
- Maslow's hierarchy of needs which proposes humans have physiological, safety, social, esteem, and self-actualization needs in a hierarchy.
- Herzberg's two-factor theory distinguishing between hygiene factors like pay that prevent dissatisfaction and motivators like achievement that create satisfaction.
- Vroom's expectancy theory that behavior depends on expectations of being able to perform tasks and receive rewards.
- McClelland's theory identifying the needs for achievement, affiliation, and power as major workplace motives.
The document discusses various motivational theories including:
- Maslow's hierarchy of needs which proposes humans have physiological, safety, social, esteem, and self-actualization needs in a hierarchy.
- Herzberg's two-factor theory distinguishing between hygiene factors like pay that prevent dissatisfaction and motivators like achievement that create satisfaction.
- Vroom's expectancy theory that behavior depends on expectations of being able to perform tasks and receive rewards.
- McClelland's theory identifying the needs for achievement, affiliation, and power as major workplace motives.
The document discusses several theories of motivation:
1) Maslow's hierarchy of needs proposes that needs are satisfied in a certain order from physiological to self-actualization. Alderfer's ERG theory groups Maslow's needs into existence, relatedness and growth.
2) Herzberg's two-factor theory distinguishes between satisfiers/motivators and dissatisfiers/hygiene factors. Adams' equity theory suggests employees are motivated by fair treatment.
3) Goal setting theory proposes that specific, challenging goals with feedback lead to higher performance. McClelland's need for achievement theory also involves moving to higher levels of achievement.
Directing is the final step in the management process where managers influence subordinates to carry out plans. It has several key elements including motivation, leadership, and communication. Motivation theories explore what drives human behavior and can be used by managers to improve performance. Job satisfaction and design also impact motivation by fulfilling employee needs and making work more engaging. Leadership styles like democratic and situational leadership share responsibility while autocratic leadership retains central control.
This is a presentation on motivation, types and theories. Our motive defines our inner state of our mind, activates and directs our behaviour.
Some of the theories explain the relationship between managers and employees
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Enriching engagement with ethical review processesstrikingabalance
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Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
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Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
3. MOTIVATION
Motivation is a psychological
feature that induces an
individual to act towards desired
goal.
• It is the process that account
for an individual’s intensity,
direction, and persistence of
effort towards attaining a goal.
4. TYPES OF
MOTIVATION
• Extrinsic Motivation.
1. Salary.
2. Bonuses/Perks.
3. Organized activities.
4. Promotion/Grades.
5. Punishment/Layoffs
• Intrinsic Motivation:
1. Learning and Growth opportunity.
2. Social contact and status.
3. Curiosity
4. Respect and Honour.
5. THEORIES OF MOTIVATION
CONTENT THEORIES
The content theories find the answer to what
motivates an individual and is concerned with
individual needs and wants. Following theorists have
given their theories of motivation in content
prospective.
1.Maslow – Hierarchy Of Needs
2.Herzberg’s Motivation-hygiene Theory
3.Mcclelland’s Needs Theory
4.Alderfer’s ERG Theory
5. Douglas McGregor
PROCESSES THEORIES
The process theories deal with “HOW” the
motivation occurs,I .e .the process of motivation and
following theories were given in the context
1.Vroom’s Expectancy Theory
2.Adam’s Equity Theory
3.Goal Setting Theory
4.Reinforcement Theory
8. Safety Needs
Once physiological needs are met,
one's attention turns to safety and
security in order to be free from the
threat of physical and emotional
harm. Such needs might be fulfilled
by:
– Living in a safe area
– MedicalFacilities
– Job security
– Law and Order
9. Social Needs Once a person has met the
lower level physiological
and safety needs, higher
level needs awaken. The
first level of higher level
needs are social needs.
Social needs are
those related to
interaction with
others and may
include:
– Friendship
– Belonging to a group
– Giving and receiving
love
10. Esteem Needs
Esteem needs may be classified as
internal or external.
• Internal esteem needs are those
related to self-esteem such as self
respect and achievement
• External esteem needs are those
such as social status and
recognition. Some esteem needs
are:
– Self-respect
– Achievement
– Attention
– Recognition
– Reputation
11. Self-Actualization Self-actualization is the summit
of Maslow's hierarchy of needs.
It is the quest of reaching
one's full potential as a person.
• Self-actualized people tend to
have needs such as:
– Peace
– Truth & Justice
– Knowledge
– Meaning of life
12. Limitations
of Maslow’s
Theory
• Research have established the
motivational forces for physiological,
safety, love and esteem needs but
have failed to discover a
hierarchical arrangement. For
example, even if safety need is not
satisfied the social need may
emerge.
• The level of motivation may be
permanently lower for some people.
For example, a person suffering
from chronic unemployment may
remain satisfied for the rest of his
life if only he gets enough food.
14. Hygiene Factors: Herzberg identified ten maintenance or hygiene factors, that are not intrinsic parts
of a job, but are related to the conditions in which the job has to be performed. These are company
policy and administration, technical supervision, job security, working conditions, interpersonal
relationship with peers, subordinates and supervisors, salary, job security, personal life, etc.
Motivational factors: These factors have a positive effect on the functioning of the employees in
the organization. There are six factors that motivate employees: Achievement, Recognition,
Advancement, Work-itself, Possibility of growth and Responsibility. An increase in these factors
satisfies the employees and the decrease in these will not affect the level of satisfaction.
Thus, Herzberg’s Motivation-Hygiene Theory studied the variables which were responsible for the
level of satisfaction and had been applied in the industry that has given several new insights.
15. Herzberg's Motivation-Hygiene Theory
• Factors for Dissatisfaction
• Company Policies
• Supervision
• Relationship with Supervisor and
Peers
• Work conditions
• Salary/Perks
• Status
• Security
16. Herzberg's Motivation-Hygiene Theory
• Factors for
Satisfaction
• Growth opportunity
• The work itself
• Achievement
• Responsibility
• Recognition
• Advancement
17. Limitation of Herzberg's Theory
• The Two Factor Theory assumes that happy employees produce
more.
• Satisfied workers may not actually be more motivated or
more
productive than dissatisfied workers.
• Herzberg's theory is that people differ in their responses to
hygiene and motivating factors. Herzberg's theory does not
account for these individual differences.
• What motivates one individual might be a de-motivator for
another individual.
19. McClelland’s
NeedsTheory
• proposed by a
psychologist David
McClelland, who believed
that the specific needs of
the individual are
acquired over a period of
time and gets molded with
one’s experience of the
life. McClelland’s Needs
Theory is sometimes
referred to asThree.
20. Needfor Power(n-pow): Power is the ability to induce or influence the behavior of others.Thepeople
with high power needsseekhigh-level positions in the organization, soasto exercise influence and control
over others. Generally,
• outspoken, forceful, demanding, practical/realistic-not sentimental, andlike to get
• involved in theconversations.
Need for Affiliation (n-affil): People with high need for affiliation derives pleasure from being loved by
all and tend to avoid the pain of being rejected. Since, the human beings are social animals, they like to
interact and be with others where they feel, people accept them. Thus, people with these needs like to
maintain the pleasant social relationships, enjoy the sense of intimacy and like to help and console others at
the time of trouble.
Need for Achievement (n-ach): McClelland found that somepeople havean intense desire to achieve. He
hasidentified the following characteristics of high achievers:
21. • High achievers take the moderate risks, i.e. a calculated risk while
performing.
• High achievers seek to obtain the immediate feedback for the work
done by them, soasto know their progress towards the goal.
• Hence, McClelland’s Needs Theory said that the person’s level of
effectiveness and motivation is greatly influenced by these three basic
needs.
22. Alderfer’s ERG Theory
Alderfer’s ERG Theory is the extension of Maslow’s Needs Hierarchy, wherein
the Maslow’s five needs are categorized into three categories, Viz. Existence
Needs,RelatednessNeeds,and Growth Needs.
An American psychologist Clayton Paul Alderfer had proposed this theory and believed that
each need carries some value and hence can be classified as lower-order needs and higher-
order needs. He also found some level of overlapping in the physiological, security and social
needs along with an invisible line of demarcation between the social, esteem and self-
actualization needs. This led to the formation Alderfer’s ERG theory, which comprises of the
condensed form of Maslow’sneeds.
Existence Needs: The existence needs comprises of all those needs that relate to the
physiological and safety aspectsof human beings and are a prerequisite for thesurvival.
23. • Thus, both the physiological and safety needs of Maslow are grouped into one
category because of their same nature and a similar impact on the behavior of an
individual.
• Relatedness Needs: The relatedness needs refer to the social needs, that an
individual seeks to establish relationships with those for whom he cares. These
needs cover the Maslow’s social needs and a part of esteem needs, derived from the
relationship with otherpeople.
• Growth Needs: The growth needs cover Maslow’s self-actualization needs as well
as a part of esteem needs which are internal to the individual, such as a feeling of
being unique, personnel growth, etc.
• Thus, growth needsare those needsthat influence an
• individual to explore his maximum potential in the existing environment.
24. Douglas McGregor Theory x and y
• Theory X assumes that employees are naturally unmotivated and
dislike working, and this encourages an authoritarian style of
management. According to this view, management must actively
intervene to get things done.
• It summaries that workers need to be constantly watched and
instructed what to do.
25. CHARACTERSTICS
• Intolerant
• Distant and detached
• short temper
• Issues instructions, directions
• Issues threats to make people follow instructions
• Demands
• Does not participate
• Does not team-build
• unconcerned about staff welfare, or morale
• proud, sometimes to the point of destruction
• one-way communicator
• Poor listener
26. THEORY Y
• Theory Y shows a participation style of management that is
decentralized.
• It assumes that employees are happy to work, self motivated,
creative and enjoy working with greater responsibility.
• It emphasizes that staff are self-disciplined and would like to do the
job themselves
27. CHARACERSTICS
• Take responsibility and are motivated to fulfill the goals they are
given.
• Consider work as a natural part of life and solve work problems
imaginatively.
• Assumes that people seek fulfilment through work and are willing to
work hard.
• In Y-Type organizations, people at lower levels of the organization are
involved in decision making.
29. ProcessTheories:
Vroom’s
Expectancy
Theory
States that an individual tends to act in a
certain way based on the expectation that the
act will be followed by a given outcome and on
the attractiveness of that outcome to the
individual.
Key to the theory is understanding and
managing employee goals and the linkages
among and between effort, performance and
rewards.
Effort: employee abilities and
training/development
Performance: valid appraisal systems
Rewards (goals): understanding employee
needs
30. Equity Theory.
1.People value fair
treatment.
2.The structure of equity
in the workplace is
based on the ratio of
inputs to outcomes.
31. Goal Setting Theory
• Goal setting involves establishing SMART goals.
• People are aware of what is expected from them.
• On a personal level, setting goals helps people
work towards their own objectives.
• Goals are a form of motivation that sets the
standard for self-satisfaction with
performance.
• It is considered an “open” theory, so as new
discoveries are made it is modified.
32. Goal setting and Feedback go hand in hand. Without feedback, goal setting is unlikely to work.
Properly-delivered feedback is also very essential, and the following should be followed for good
feedback:
Goal
Create a positive context for feedback.Create
Use constructive and positive language.Use
Focus on behaviours and strategies.Focus on
Tailor feedback to the needs of the individuals.Tailor
Make feedback a two-way communication processMake
35. CHARASTICS OF MODERN
MANAGEMENT THEORY
MULTIMOTIVATED
AND
MULTIDISCIPLINAR
Y
OPEN SYSTEM
VIEW
MULTILEVEL AND
MULTI DIMENSIONAL
DYNAMIC
AND
ADAPTIVE
36. SYSTEMS THEORY
Several management theories have evolved over a period of time
•systems theory is one of the important theories in management
•The presentation offers an understanding of the systems theory as it
relates to management.
• System theory provides approach to understanding, analyzing and
thinking about organizations
• systems theory views an organization as an organism made up of
numerous parts (subsystems) that must work together in harmony for
the larger system .
•departments, work groups, business units, facilities and individual
employees can all be viewed as subsystems of the organizations
38. CHARACTERISTICS
Communication mechanisms must be in place for organizational systems to
exchange relevant information with its environment
•Provides for the flow of information among the subsystems Systems,
subsystems and supersystem
•Systems: set interrelated parts that turn inputs into outputs through
processing
•Subsystems: do the processing
•Super systems: are other systems in the environment that the system is.
39. TYPES OF A SYSTEM
OPEN SYSTEM
• Continuously interacts with the environment
• There is exchange of materials, energies and information with the
environment
CLOSED SYSTEM
• Theoretical systems that do not interact with the environment
• Not influenced by surrounding.
40. STRENGTHS OF SYSTEMS THEORY
• Deals with complexity
•Takes a holistic view
•Can easily manage change through interaction with the environment
•Utilises feedback – easy to improve
•Recognises importance of supersystems
41. LIMITATIONS OF SYSTEMS THEORY
• Does not specify tools and techniques for practicing managers
• Too abstract – difficult to apply in practical problems
• Does not adequately address power and social inequalities and their
causes.
42. Relevance and usefulness of system theory
• A manager operates with a view to complete all tasks which would
give relevant results to the organization
• He thinks before he acts, evaluates works before and after
implementation.
• It makes a good balance between various parts of organization and
goals.
43. CONTINGENCY THEORY
• In the mid-1960s,the contingency view of management approach
emerged.
• This view emphasized the relationship between organization processes and
the characteristics of the situation.
• It calls for fitting the structure of the organization to various possible or
chance events.
• It questions the use of universal management practices and advocate using
traditional ,behavioral and system viewpoints independently .
• The contingency approach assumes that managerial behavioral is
dependent on a wide variety of elements .Thus it provides a framework for
integrating the knowledge of management thought.
44. IMPORTANT ELEMENTS OF CONTIGENCY THEORY
• Effective management varies with the organization and its environment.
• Spells out the relationship of organization to its environment clearly.
• Each organization is unique
• It is more pragmatic and action oriented
• It tries to identify nature of interdependent between various parts of organization
and their impact on various things.
• A manager is someone skilled in knowing how to analyze and improve the ability
of an organization to survive and grow in a complex and changing world .
45. Management system
INTERNAL ENVIORNMENT
The first level of
management system
involves the organizations
internal environment ,that
takes input (Labor Money
Materials equipment)from
external environment (I,e
outside the world) convert
them to useful products
,goods and services and
make them available to
customers as outputs.
EXTERNAL
ENVIORNMENT
The second level of
management consist of
all the outside the
institutions and forces
that have an actual or
potential interest on the
organizational ability to
achieve its objectives.
Environmental forces
create challenges and
opportunities for the
organization. manager
must react and adopt to
changes in internal and
external environment.
Editor's Notes
Organization is an open system ,it interact with environment continually, in order to survive and flourish .