Motivation

Motivation is concerned with understanding why people do what they do. In other words why do people chose a particular course of action and persist with it , even in the face of difficulties and problems.

The Nature of Motivation

Motivation is a psychological process
through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives.

Motivation
Motivation is the driving force to achieve a goal / fulfil a need
Needs & Expectations Behaviour / Action Desired Goals

Fulfilment

Types of motivation
Extrinsic Tangible rewards (eg salary,
benefits, security, contracts etc) largely

outside of managers direct control

Intrinsic Psychological rewards (eg

being appreciated, doing challenging work, positive recognition, using ones ability etc ) can be heavily influenced by

managers behaviour and actions

You dont motivate individuals you create the environment to enable self motivation that is managements prime role

Maslows hierarchy of needs

Growth, advancement, creativity Challenging job, achievement, advancement

Self Actualisation Esteem Social

Job title, social recognition, Self-respect, prestige, status

Affection, belonging, love

Security, stability, protection

Food, water, shelter

Safety
Physiological

Work relations, professional associations Safe working conditions, benefits, job security Pay, cafeteria, benefits

Observation / Characteristics of Maslows theory Hierarchy of needs has been prepared in logical sequence. In general, we attempt to satisfy the basic needs. Need or deprivation of some thing affects and dominate ones behaviour. Lower level needs are more powerful. Relative satisfaction of one category needs give rise to another level of needs A satisfied need ceases to be a motivator.

Limitation of Maslows Theory

Entire theory lacks empirical validation. It does not explain complexities involved in human behaviour. Order in which various needs come into play cant be predicted.

Theory X and Theory Y (Douglas McGregor)

Theory X and Theory Y (Douglas McGregor)

Assumptions of Theory X 1.Employees inherently dislike work and, whenever possible, will attempt to avoid it; 2.Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals; 3.Employees will avoid responsibilities and seek formal direction whenever possible; 4.Most workers place security above all other factors associated with work and will display little ambition.

Theory X and Theory Y (Douglas McGregor)

Assumptions of Theory Y 1.Employees can view work as being as natural as rest or play; 2.People will exercise self-direction and self-control if they are committed to the objectives; 3.The average person can learn to accept, even seek, responsibility;

4.The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions.

Herzbergs Two Factor Theory

Significance of motivation
Increase in work efficiency Communication Combined ability with willingness Reduction in employee absenteeism Reduce labor turnover High productivity

Leadership is the activity of influencing people to strive willingly for group objectives.

Leadership is the process of influencing people to follow the achievement of a common goal. It is the ability to exert interpersonal influence by means of communication towards the achievement of goals.

Salient Features of Leadership

Leader must have followers Working relation between the leader and his followers Purpose of leadership is to achieve some common goal or goals Leader influences his followers willingly not by force or coercion Leadership is a social interaction-influence process between the leader and his followers Leadership is a continuous and dynamic process of influencing people Leader must possess certain traits like sound judgment, moral courage, will-power, empathy etc.

Significance of Leadership The significance of leadership is seen in following functions: Setting goals Motivating employees Building morale Creating confidence Maintaining Discipline Developing Teamwork Facilitates change Representing the Group

Leadership Styles
Autocratic or Authoritarian

Democratic or Participative Free rein or Laissez Faire

Autocratic Leadership

Autocratic leader exercises complete control over the subordinates Centralizes power in himself Loves power and never delegates authority Gives orders and expects the subordinates to follow them unquestioningly

Advantages of Autocratic Leadership

Permits quick decision making

Provides strong motivation and reward to a manager exercising this style Less competent subordinates get a chance to work in the organization as they simply have to follow orders

Disadvantages of Autocratic Leadership

Employees dislike this style because it is strict and the motivational style is negative Low morale and conflict persists in the organization More dependence and less individuality in the organization

Democratic Leadership
Takes decisions in consultation and participation with

the subordinates Decentralizes authority and allows the subordinates to share his power Follows opinion Provides freedom of thinking and expression

Advantages of Participative Leadership

Improves job satisfaction and morale of subordinates

Cultivates decision making ability of subordinates Leader multiplies his abilities through the contribution of his followers Develops positive attitudes and reduces resistance to change Quality of decisions is improved Labour turnover is reduced

Disadvantages of Participative Leadership

Time consuming

Habit of expecting to be consulted Consultation may be considered as leaders incompetence requires considerable communicating and persuasive skills on the part of the leader

Laissez Faire Style

Complete delegation of authority so that subordinate

themselves take decision Serves as a contact between the information and resources to achieve pre-determined goals Free flow of communication Appropriate when the subordinates are well-trained, highly knowledgeable, self motivated and ready to resume responsibility

Advantages of Laissez Faire

Positive effect on job satisfaction and morale of subordinates Maximum possible scope for development of subordinates Full utilization of the potential of subordinates

Disadvantages of Laissez Faire

Do not get the guidance and support of the leader

Ignores the leaders contribution Subordinates may move in different directions and may work at cross purposes

Theories of Leadership
Leadership Continuum

Likerts System 4 Management Managerial Grid

Leadership Continuum

Tannenbaum and Schmidt have developed the concept of leadership continuum to highlight the possible range of leadership styles Every number represents a particular style of leadership At the left end is the boss-centered (autocratic) and rightend is the subordinate centered (free rein) style As one moves from left to right the degree of control goes down and the freedom of subordinates goes up

Leadership Continuum

Use of Authority by the Boss

Area of Freedom for Subordinates

1.
2. 3.

4.
5. 6. 7.

Managers makes decision and announces it Managers sells the decision Managers presents ideas and invites questions Manager presents tentative decision subject to change Managers presents problems, get suggestions and takes decision Manager defines the limits and asks the group to make decision Managers permits subordinates to function within the limits defined by him

While choosing the appropriate style a manager should consider the following forces: Forces in the manager Forces in the subordinates Forces in the situation

Rensis Likerts System 4 Management

Likert and his associates at University of Michigan, USA conducted an extensive survey on management styles and patterns Developed a continuum of four system of management Based on several variables namely leadership, motivation, communication, interaction, influence, decision making process, goal setting and control process

System 1 : Exploitative Authoritative

Has no trust and confidence in subordinates

Subordinates do not feel at all free to discuss things about the job with their superior Seldom get ideas and opinions of subordinates in solving job problems

System 2 : Benevolent Authoritative

Has condescending confidence and trust such as master has in a servant Subordinates do not feel very free to discuss things about the job with their superior Sometimes gets ideas and opinions of subordinates in solving job problems

System 3 : Consultative

Substantial but not complete confidence and trust, still wishes to keep control of decisions Subordinates feel rather free to discuss things about the job with their superior Usually gets ideas and opinions and tries to make constructive use of them

System 4 : Democratic
Complete confidence and trust in all matters

Subordinates feel completely free to discuss things about the job with their superior Always gets ideas and opinions and always tries to make constructive use of them

Managerial Grid
1,99 Country Club Management 9,9 Team Management

8
7 6 5 4 3 2 1 1,1 1 Impoverished Management 8 2 3 4 5 6 7 9 5,5 Middle Road

9,1 Task Management

Managerial Grid

Blake and Mouton proponated Managerial Grid Emphasize that leadership style consists of factors of both the task-oriented and relation-oriented behaviour in varying degrees

The 9,1 Managerial Style (Task)

Leader has maximum concern for production (level 9) combined with minimum concern for people (level 1) Attempts to maximize production by using authority and power to achieve control over subordinates Leaders decide on work assignments, provide subordinates with detailed instructions and supervise closely to make sure their directives are carried out Subordinates are expected to carry out orders with an unquestioning obedience They are taken as merely a means for doing the tasks assigned to them Little attention is given to their development or to communicating with them beyond the issuing of instructions or orders

1,9 Managerial Style (Country Club)

Minimum concern for production coupled with maximum concern for people 1,9 managers believe that attitudes and feelings are of utmost importance Highly motivated to work hard, but the approval is based on a need for approval and acceptance rather than commitment to the production goals of the organization

1,1 Managerial Style (Impoverished)

Exerts minimum influence on the contacts with the group members Expresses little concern for people or production Executes messenger carrying function Expert in passing off blames to others Minimum involvement in the organizations purpose and people

9,9 Managerial Style(Team)

9,9 style meets the peoples need to be involved and

committed to work Major difference between this style and others is goal setting and its approach towards management problems Aims at integrating people and production with high concern for growth

5,5 Managerial Style (Mid of the Road)

Maintains a balance between people and production

dimension Basic assumption is people work willingly Enough concern is showed for people so that adequate production may be achieved