Techniques or theories are used by managers or top management to deal with employees to produce more outcomes.

1. Motivational
Theories
ADEEN ALI
BSIT 5TH SEMESTER

2. McGregor’s Theory X and Theory Y:
Douglas McGregor (1906 –1964) was a famous
management professor in the field of personal
development and motivational theory. He is best known
for his development of the Theory X and Theory Y, a
leadership theory on two different leadership styles.
He had a special interest in psychology and went to the
Harvard University. First he earned his master (M.A.) in
1935 and in 1935 got his Ph.D. degree in social
psychology.

3. Theory X:
Theory X managers tend to take a pessimistic view of their people,
and assume that they are naturally unmotivated and dislike work. As a
result, they think that team members need to be prompted or punished
constantly to make sure that they complete their task. This style of
management assumes that workers:
 Dislike their work.
 Avoid responsibility and need constant direction.
 Have to be controlled, forced and threatened to deliver work.
 Need to be supervised at every step.
 Have no incentive to work or ambition, and therefore need to be
enticed by rewards to achieve goals.

4. Theory Y:
Theory Y managers have an optimistic, positive opinion of their people, and
they use a decentralized, participative management style. This encourages a
more collaborative, trust based relationship between managers and their team
members. People have greater responsibility, and managers encourage them
to develop their skills and suggest improvements. This style of management
assumes that workers are:
 Happy to work on their own initiative.
 More involved in decision making.
 Self-motivated to complete their tasks.
 Seek and accept responsibility, and need little direction.
 View work as fulfilling and challenging.
 Solve problems creatively and imaginatively.
 Enjoy taking ownership of their work.

5. William Ouchy's Theory Z of
Motivation:
William Ouchy developed Theory Z after making a comparative study of
Japanese and American management practices. Theory Z suggests that
large complex organizations are human systems and their effectiveness
depends on the quality of humanism used. A type Z organization has three
major features—trust, subtlety and intimacy.
Mutual trust between members of an organization reduces conflict and leads
to team work.
Subtlety requires sensitivity towards others and yields higher productivity.
Intimacy implies concern, support and disciplined unselfishness.

6. The distinguishing features of
Theory Z:
 Strong Bond between Organization and Employees
 Mutual Trust
 Employee Involvement
 Integrated Organization
 Coordination
 Informal Control System
 Human Resource Development

7. Influence:
H. J. Thamhain and D. L. Wilemon investigated the approaches
that project managers use to deal with workers and how those
approaches relate to project success. They identified nine
influence bases that are available to project manager.
 Influence is the ability to modify how a person develops,
behaves, or thinks based on relationships and persuasion;
often leading to respect

8. Influence:
 Authority: the legitimate hierarchical right to issue
orders.
 Assignment: the project manager’s perceived ability
to influence a worker’s later work assignments.
 Budget: the project manager’s perceived ability to
authorize others’ use of discretionary funds.
 Promotion: the ability to improve a worker’s position.
 Money: the ability to increase a worker’s pay and
benefits.

9. Contd..
 Penalty: the project manager’s perceived ability to dispense or
cause punishment.
 Work challenge: the ability to assign work that capitalizes on a
worker’s enjoyment of doing a particular task, which taps an
intrinsic motivational factor.
 Expertise: the project manager’s perceived special knowledge
that others deem important.
 Friendship: the ability to establish friendly personal
relationships between the project manager and others.

10. Power:
Power is the potential ability to influence behavior to get people
to do things they would not otherwise do.
 Coercive power involves using punishment, threats, or
other negative approaches to get people to do things they do
not want to do. This type of power is similar to Thamhain and
Wilemon’s influence category called penalty.
 Legitimate power is getting people to do things based on
a position of authority. This type of power is similar to the
authority basis of influence. If top management gives project
managers organizational authority, they can use legitimate
power in several situations.

11. Contd..
 Expert power involves using personal knowledge and expertise to get
people to change their behavior. People who perceive that project
managers are experts in certain situations will follow their suggestions.
 Reward power involves using incentives to induce people to do things.
Rewards can include money, status, recognition, promotions, and special
work assignments.
 Referent power is based on a person’s own charisma. People who
have referent power are held in very high regard; others will do what they
say based on that regard. People such as Martin Luther King, Jr., John F.
Kennedy, and Bill Clinton had referent power

12. Covey and Improving Effectiveness:
Project managers can apply Covey’s 7 habits to improve effectiveness on
projects
 Be proactive
 Begin with the end in mind
 Put first things first
 Think win/win
 Seek first to understand, then to be understood
 Synergize
 Sharpen the saw

13. Emotional Intelligence:
 Good project managers are empathic listeners - they listen
with the intent to understand
 Before you can communicate with others, you have to have
rapport – a relation of harmony, conformity, accord, or affinity
 Mirroring is the matching of certain behaviors of the other
person, a technique to help establish rapport
 IT professionals need to develop empathic listening and other
people skills to improve relationships with users and other
stakeholders

14. Leadership:
Daniel Goleman, author of Emotional Intelligence, also wrote a book called
Primal Leadership, which describes six different styles of leadership and
situations where they are most appropriate.
 Visionary
 Coaching
 Affiliative
 Democratic
 Pacesetting
 Commanding