Transcript Lecture 7 - cda college

Chapter 6
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DEFINITION:
Articulating a clear vision and energizing and
enabling organizational members so that they
understand the part they play in achieving
organizational goals;
Leading is one of the four principal tasks of
Management.
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Leadership is the process by which a
person exerts influence over other
people and inspires, motivates and
directs their activities to help achieve
group or organizational goals.
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Leader is the person who exerts such
influence. When leaders are effective the
influence they exert over others helps in
achieving group or organizational
performance goals. When leaders are
ineffective their influence does not contribute
to,and often detracts from goal attainment
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DEFINITION
MOTIVATION may be defined as psychological
forces that determine the direction of a person’s
behavior in an organization,a person’s level of
effort and a person’s level of persistence in the
face of obstacles.
Motivation is central to Management because it
explains why people behave the way they do in
organizations.
Motivation can come from Intrinsic or extrinsic
sources.
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1. Formulated by Victor H.Vroom in 1960. Is
the theory that motivation will be high when
workers believe that high levels of effort lead
to high performance and high performance
leads to the attainment of desired outcomes.
Expectancy is a person’s perception about the
extent to which effort results in a certain level
of performance.
According to Expectancy theory, high
motivation results from high levels of
expectancy ,instrumentality and valence.
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2.– Focus on what needs people are trying
to satisfy at work and what outcomes will
satisfy those needs.
Need theory complement Expectancy theory
by exploring in depth which outcomes
motivate people to perform at a high level.
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3.Formulated by Abraham Maslow. Is an arrangement of
five basic needs that according to Maslow motivate
behavior. Maslow proposed that the lowest level of
unmet needs is the prime motivator and that only one
level of needs is motivational at a time.
Hierarchy of Needs
High to Low
Self-actualization needs- The needs to realize one’s full
potential as a human being
Esteem needs – The needs to feel good about one self
and one’s capabilities, to be resspected by others,and
to recive recognition and appreciation.
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Belongingness needs – Needs for social
ineraction,friendship,affection and love
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Safety needs – Needs for security,stability, and a safe
enviroment.
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Physiological needs- Basic neeeds for thingn such as
food,water,and shelter that must be met in order for
a person to survive.
The lowest level of unsatisfied needs motivates
behavior; once this level of needs is satisfied , a
person tries to satisfy the needs of the next level as
above.
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Is the theory that three universal needs – for
existence, relatedness, and growth,constitute a hierarchy of needs and motivate
behavior. Alderfer proposed that needs at
more than one level can be motivational at
the same time.
NEEDS: HIGH – LOW
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1. Growth needs: The needs of self-development and
creative and productive work.
2. Relatedness needs : The needs to have good
interpersonal relations, to share thoughts and
feelings, and to have open two-way communication.
3. Existence needs: Basic needs for food ,water,
clothing ,shelter and secure and safe environment.
As lower level needs are satisfied a person is
motivated to satisfy higher level needs.
ERG theory collapses the five categories of Maslow’s
hierarchy of needs into THREE. Unlike Maslow
Alderfer believes that a person can be motivated by
needs at more than one level at the same time.
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Definition: A need theory that distinguishes between
motivator needs (related to the nature of work itself) and
hygiene needs (related to the physical and psychological
context in which the work is performed) and proposes that
motivator needs must be met for motivation and job
satisfaction to be high.
Motivator needs are related to the nature of the work itself.
Hygiene needs are related to the physical and psychological
context in which the work itself is performed.
Outcome such as interesting work , sense of accomplishment
and achievement ,autonomy, responsibility to grow and
develop on the job, working conditions, pay etc.
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McClelland’s THEORY OF Needs for Achievement,
Affiliation and Power.
Need for Achievement.-The extent to which an
individual has a strong desire to perform challenging
tasks well and to meet personal standards for
excellence.
Need for Affiliation-The extent to which an individual
is concerned about establishing and maintaining
good interpersonal relations ,being liked,and having
the people around him or her get along with each
other.
Need of Power.- The extent to which an individual
desires to control or influence others.
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A THEORY OF MOTIVATION that focuses on
people’s perceptions of the fairness of their
work outcomes relative to their work inputs.
EQUITY THEORY complements expectancy
and Need theories by focusing on how people
perceive the relationship between the
outcomes they receive from their jobs and
organizations and the inputs they contribute.
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EQUITY exists when a person perceives his or her
own outcome – input ratio to be equal to a
referent’s outcome-input ratio.
INEQUITY –lack of fairness, exists when a
person’s outcome – input ratio is not perceived
to be equal to a referent’s. There are two types of
inequity: 1) UNDERPAYMENT inequity 2.
Overpayment inequity
A manager motivates them to restore equity and
bring balance eg. Increase or decrease of
salaries, increase/decrease of working hours etc.
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A theory that focuses on identifying the types of
goals that are most effective in producing high levels
of motivation and performance and explaining why
goals have these effects.
Focuses on motivating workers to contribute their
inputs to their jobs and organizations.
IT IS SIMILAR TO EXPECTANCY THEORY AND EQUITY
THEORY but goal setting theory goes a step further
by considering as well how managers can ensure that
organizational members focus their inputs in the
direction of high performance and the achievement of
organiziatonal goals .
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Theories that focus on increasing employee
motivation and performance by linking the outcomes
that employees receive to the performance of desired
behavior and the attanement of goals.
LEARNING can be defined as a relatively permanent
change in a person’s knowledge or behavior that
results from practice to experience.
OPERANT CONDITIONING THEORY i.e. people learn
to perform behaviors that lead to desired
consequences and learn not to perform behaviors
that lead to undesired consequences
AND SOCIAL LEARNING THEORY ARE LEARNING
THEORIES ALSO WHICH PROVIDE THE MOST
GUIDANCE TO MANAGERS IN THEIR EFFORTS TO HAVE
HIGHLY MOTIVATED WORKFORCE.
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POSITIVE REINFORCEMENT- GIVING PEOPLE
OUTCOMES THEY DESIRE WHEN THEY PERFORM
ORGANIZATIONALLY FUNCTIONAL BEHAVIORS.
NEGATIVE REINFORCEMENT. ELIMINATING OR
REMOVING UNDESIRED OUTCOMES WHEN PEOPLE
PERFORM ORGANIZATIONAL FUNCTIONAL
BEHAVIORS.
IDENTIFYING THE RIGHT BEHAVIOR FOR
REINFORCEMENT- A) EXTINCTION- CURTAILING THE
PERFORMANCE OF DYSFUNCTIONAL BEHAVIORS BY
ELIMINATING WHATEVER IF REINFORCING THEM B)
PUNISHMENT – ADMINISTERING AN UNDESIRED OR
NEGATIVE CONSEQUENCE WHEN DYSFUNCTIONAL
BEHAVIOR OCCURS.
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A theory that takes into account how learning
and motivation are influenced by people’s
thoughts and beliefs and their observations
of other people’s behavior.
Vicarious Learning often called observational
learning AS PART OF SOCIAL LEARNING
THEORY occurs when a person (the learner)
becomes motivated to perform a behavior by
watching another person perform it and be
reinforced for doing so.
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Self reinforce- Any desired or attractive
outcome or reward that a person gives to
himself or herself for good performance.
Self efficacy- A Person’s belief about his or
her ability to perform a behavior succesfully.
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PAY AND MOTIVATION
EACH OF THE THEORIES DESCRIBED ABOVE
REGARDING MOTIVATION ALLUDES TO THE
IMPORTANCE OF PAY AND SUGGESTS THAT
PAY SHOULD BE BASED ON PERFORMANCE.
1. Merit Pay Plan
2. Salary Increase or bonus
etc