Transcript
Motivation Motivation
DefinitionDefinition
“Motivation means a process of stimulating people to action to accomplished desired goals”
William G. Scout
Importance of MotivationImportance of Motivation
Helps in satisfying needs of the Employees
Change the negative attitude to Positive attitude
Reduce labor turnover
Reduce absenteeism
Helps in introducing changes
Improves level of efficiency of employees
Creating friendly and supportive relationship
Motivation ProcessMotivation Process
Determination of future need
Unsatisfied needs
Tension
Satisfied Needs
Search Behavior
Drives
Reduction of tension
Give rise to
Types of motivation Types of motivation
Positive motivation Negative motivation
Monetary motivation Non-Monetary motivation
Positive motivation Positive motivation
• Positive motivation induces people to do work in the best possible manner and to improve their performance.
• Positive motivation is the type of motivation a person feels when he expects a certain reward.
• An example of Positive motivation :
when a Boss tells his subordinate , "if you achieve the target on the time I will give you promotion “
Negative motivation Negative motivation
• Negative incentives are those whose purpose is to correct the mistakes or defaults of employees.
• Negative incentive is generally resorted to when positive incentive does not works and a psychological set back has to be given to employees.
• An example of Positive motivation :
When a Boss tells his subordinate , "if you do not achieve the target on the time I will give you demotion”
IncentiveIncentive
Incentives refers to all those measures which are used to motivate people for improving their performance.
The need of incentives can be many:-• To increase productivity,• To shape the behavior or outlook of subordinate
towards work,• To inculcate zeal and enthusiasm towards work
Financial incentives
Non financial
incentives
• Pay and allowances• Productivity linked wage
incentives• Bonus• Profit sharing• Stock option• Retirement benefits
• Career advancement opportunity
• Job enrichment• Employee recognition program• Job security• Employee participation• Organizational climate • Employee empowerment
Monetary incentives- Monetary incentives-
Those incentives which satisfy the subordinates by providing them rewards in terms of rupees.
Money has been recognized as a chief source of satisfying the needs of people.
Money is also helpful to satisfy the social needs by possessing various material items.
Therefore, money not only satisfies psychological needs but also the security and social needs.
Therefore, in many factories, various wage plans and bonus schemes are introduced to motivate and stimulate the people to work.
Non-monetary incentives-Non-monetary incentives-
Besides the monetary incentives, there are certain non-financial incentives which can satisfy the ego and self- actualization needs of employees.
The incentives which cannot be measured in terms of money are under the category of “Non- monetary incentives”.
Whenever a manager has to satisfy the psychological needs of the subordinates, he makes use of non-financial incentives.
Non- financial incentives can be of the following types:-• Security of service- • Praise or recognition- • Job enrichment- • Promotion opportunities
Moti
vatio
n Th
eorie
s Traditional Theories
Fear and Punishment Theory
Reward Theory
Carrot and Stick Theory
Modern Theories
Maslow’s Hierarchy needs
Herzberg hygiene theory
MC. Gregors theory X and Y
‘Z’ Theory
Vroom’s Expectancy Theory
Three need theory
Fear and Punishment TheoryFear and Punishment Theory
• Managers developed a strategy of forcing people to work by threatening to punish or dismiss them or cut their rewards if they did not work well.
• This philosophy is characterized by thinking of aggressiveness and authorities managers
• Their was a tight control and rigid supervision over workers.
Reward TheoryReward Theory
• This theory tried to establish a direct relationship between efforts and rewards.
• Bases of Piece rate system of wages
• Based on the standard manager should decide on degree of rewards and penalties
Carrot and Stick TheoryCarrot and Stick Theory
• This theory suggest a combination of both rewards and penalties for motivation
• This is based on the strategy of putting carrot in the front of the donkey and hitting it with the stick from behind so it has to run
• Carrot refers to the incentives
• Stick refer to the penalties
Maslow’s Theory of MotivationMaslow’s Theory of Motivation
• Abraham Maslow is well renowned for proposing the Hierarchy of Needs Theory in 1943.
• Maslow was of the view that needs have priority, i.e., needs are satisfied in an order.
• As soon as the lower level needs are satisfied. Those on the next higher level emerge.
• Thus, he considered an individual's motivation behavior as a predetermined order of needs.
Abraham Maslow
Hierarchy of Needs TheoryHierarchy of Needs Theory
Self-Actualization
need
Esteem Needs
Social needs
Safety needs
Basic/ Physiological Needs food, water, air, shelter, sleep, thirst, etc.
security of job and need for a predictable, secure and safe environment
reputation, prestige, power, status, recognition and respect of others.
needs for belongingness, friendship, love, affection, attention and social acceptance.
desire for gaining more knowledge, social- service, creativity and being aesthetic
• Physiological needs- These are the basic needs of air, water, food, clothing and shelter. In other words, physiological needs are the needs for basic amenities of life.
• Safety needs- Safety needs include physical, environmental and emotional safety and protection. For instance- Job security, financial security, protection from animals, family security, health security, etc.
• Social needs- These needs emerge from society. Man is a social animal. These needs become important. Social needs include the need for love, affection, care, belongingness, and friendship.
• Esteem needs- Esteem needs are of two types: internal esteem needs (self- respect, confidence, competence, achievement and freedom) and external esteem needs (recognition, power, status, attention and admiration).
• Self-actualization need- This include the urge to become what you are capable of becoming / what you have the potential to become. It includes the need for growth and self-contentment. It also includes desire for gaining more knowledge, social- service, creativity and being aesthetic. The self- actualization needs are never fully satiable. As an individual grows psychologically, opportunities keep cropping up to continue growing
McGregor :Theory X and Theory Y McGregor :Theory X and Theory Y
• In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behavior at work
• According to McGregor, the perception of managers on the nature of individuals is based on various assumptions.
DOUGLAS MCGREGOR
Theory X and Theory Y (Douglas McGregor)Theory X and Theory Y (Douglas McGregor)
Assumptions of Theory XAssumptions of Theory X
• An average employee does not like work and tries to escape it whenever possible.
• He lacks ambition and dislikes responsibility
• Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to achieve organizational goals.
• A close supervision is required on part of managers. The managers adopt a more dictatorial style.
Assumptions of Theory yAssumptions of Theory y• Employees can perceive their job as relaxing
and normal.
• Employees not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives.
• If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization.
• The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational problems.
Herzberg’s Two-Factor Theory of MotivationHerzberg’s Two-Factor Theory of Motivation
• In 1959, Frederick Herzberg, a behavioral scientist proposed a two-factor theory or the motivator-hygiene theory.
• According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction.
Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)
Hygiene factors
Motivators
Hygiene factorsHygiene factors
Hygiene factors are those job factors which are essential for existence of motivation at workplace.
These do not lead to positive satisfaction for long-term. But if these factors are absent / if these factors are non-existant at workplace, then they lead to dissatisfaction.
Hygiene factors are also called as dissatisfies or maintenance factors as they are required to avoid dissatisfaction. These factors describe the job environment / scenario.
Hygiene factorsHygiene factors
Company policy and administrationTechnical aspects of supervisionInterpersonal aspects of supervisionInterpersonal relations with peers and
subordinatesWorking conditionsSalaryStatusJob security
• Pay- The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain.
• Company Policies and administrative policies- The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc.
• Fringe benefits- The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programmes, etc.
• Physical Working conditions- The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained.
• Status- The employees’ status within the organization should be familiar and retained.
• Interpersonal relations-The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present.
• Job Security- The organization must provide job security to the employees
Motivational factors-Motivational factors-
The motivational factors yield positive satisfaction. These factors motivate the employees for a superior performance.
These factors are called satisfiers.
These are factors involved in performing the job. Employees find these factors intrinsically rewarding.
The motivators symbolized the psychological needs that were perceived as an additional benefit.
• Recognition- The employees should be praised and recognized for their accomplishments by the managers.
• Sense of achievement- The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job.
• Growth and promotional opportunities- There must be growth and advancement opportunities in an organization to motivate the employees to perform well.
• Responsibility- The employees must hold themselves responsible for the work. The managers should give them ownership of the work. They should minimize control but retain accountability.
• Meaningfulness of the work- The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated.
David McClelland’s Theory of Needs, Contd.,David McClelland’s Theory of Needs, Contd.,
nAch
nPow
nAff
McClelland’s Theory of NeedsMcClelland’s Theory of Needs
David McClelland and his associates proposed McClelland’s theory of Needs / Achievement Motivation Theory.
This theory states that human behaviour is affected by three needs –
Need for achievement is the urge to excel, to accomplish in relation to a set of standards, to struggle to achieve success.
Need for power is the desire to influence other individual’s behaviour as per your wish. In other words, it is the desire to have control over others and to be influential.
Need for affiliation is a need for open and sociable interpersonal relationships. In other words, it is a desire for relationship based on co-operation and mutual understanding.
Communication
An Overall Perspective
Communication
"Communication is the transfer of information from one person to another person. It is a way of reaching others by transmitting ideas, facts, thoughts, feeling sand values.“
- Newstrom and Davis.
_________________________________________________________
Communication is the process by which two or more persons come together to exchange ideas and understanding amongst themselves.’
Koontz and O’Donnell
Why Communication?
INDIVIDUALS
To share knowledge and information
To present ideasTo influence othersTo build
relationshipsTo express emotions
GROUPS
To achieve common goals To ensure effective
completion of a task To reach a common
understanding To share common values/
systems To build relationships
Why Communication? …Contd.
• Organizational Goals• Share Information• Task Directives• Result of Efforts• Decision Making• Achieve• Coordinated • Action
Channels
of communication
Formal communication
Downward communication
Upward communication
Horizontal communication
Diagonal communication
Informal communication
Grapevine Network
Free-flow communication
Circular communication
Chain communication
Wheel communication
Downward communication Upward communication
Managing director
Finance Manager
Production Manager
Accounts officer
Factory Manager
Internal auditor
Store Manager
Accountant
foreman
Accountant Clerks
Store Keeper
foreman
Worker Worker
Accountant Clerks
Diagonal communication
Downward communication Upward communication Horizontal communication
Modes of CommunicationTypes Examples Usefulness
Written Letters, Memos, Reports, etc.
It is relatively permanent and accessible.
Oral Conversations, Interviews, Phone calls, Speeches, etc.
It is the easiest when one needs to communicate urgently.
Kinesics Facial expressions, Gestures, Actions, Tone, Posture, etc.
Body unconsciously does 90% of communication.
Downwards Communication : Highly Directive, from Senior to subordinates, to assign duties, give instructions, to inform to offer feed
back, approval to highlight problems etc.
Upwards Communications : It is non directive in nature from down below, to give feedback, to inform about progress/problems, seeking approvals.
Lateral or Horizontal Communication :Among colleagues, peers at same level for information level for information sharing for coordination,
to save time.
COMMUNICATION NETWORKS
Formal Network : Virtually vertical as per chain go command within the hierarchy.
Informal Network : Free to move in any direction may skip formal chain ofcommand. Likely to satisfy social and emotional needsand also can facilitate task accomplishment.
FORMAL COMMUNICATION
Communication takes place through the formal channels of the organization structure along the lines of authority established by the management.
Such communications are generally in writing and may take any of the forms; policy; manuals: Procedures and rule books; memoranda; official meetings; reports, etc.
Advantages & Disadvantages of Formal Communication:
The advantages of formal communication are: They help in the fixation of responsibility and Maintaining of the authority relationship in an organization.
The disadvantages of formal communication are: Generally time consuming, cumbersome Leads to a good deal of distortion at times.
INFORMAL COMMUNICATION
Communication arising out of al those channels of communication that fall outside the formal channels is known as informal communication.
Built around the social relationships of members of the organization.
Informal communication does not flow lines of authority as is the case of formal communication.
It arises due to the personal needs of the members of n organization.
At times, in informal communication, it is difficult to fix responsibility about accuracy of information. Such communication is usually oral and may be covered even by simple glance, gesture or smile or silence.
Formal communication channels flow in four directions::
Downward communication Upward communication Horizontal communication Diagonal communication
Downward Communication : Downward Communication Downward communication involves, flow of communication from higher level to the lower levels.
Upward Communication: Upward Communication Upward Communication flows from lower levels to the higher levels of the organization.
Horizontal Communication : Horizontal Communication Horizontal Communication is information exchange between departments as means of coordinating their activities. It occurs across the same level.
Basis Formal Communication
Informal Communication
1.Definiation When communication takes place through the formal official channels then it is known as formal communication.
Any communication by passing the formal channels can be termed as informal communication.
2.Flexibility Formal communication is not flexible. It is flexible.
3.Degree of control Formal communication is totally controlled by the management.
It cannot be controlled like formal communication.
4.Evidence It has documentary evidence. It has no documentary evidence.
5.Discipline Official discipline is strictly maintained in formal communication.
Official decorum and discipline are not followed.
6.Flow of information In formal communication information can flow only upward and downward.
But in informal communication information flows freely to all direction.
7.Speed Here speed of communication is slow. Informal channels are very fast; here information can be transmitted instantly.
8.secrecy In case of formal communication secrecy can be maintained.
Here maintaining secrecy is very difficult.
9.Rumor There is no scope for creation of rumor in formal communication.
Due to its flexible nature rumor can be created.
10.Distortion Generally information is not distorted.
As official decorum is not followed information can be distorted.
11.Time It is time consuming. Less time is taken for transmitting information.
12.Misunderstanding In case of formal communication caution, there is almost no chance of misunderstanding.
Due to lack of control misunderstanding can takes place?
13.Cost It is expensive. It is less expensive than formal communication.
14.Mistakes As official discipline is maintained chance of mistakes is very low.
On the other hand, as strict rules are not followed possibility of mistakes is very high
How to be effective in communication
Who to communicate
What to communicate
When to communicate
Whom to communicate
Media for communication
Communication Process
SENDERSENDEREncodingEncoding DecodingDecoding
RECEIVERRECEIVER
MediaMedia
Message
FeedbackFeedback ResponseResponse
NoiseNoise
Barriers to communication
o Organizational Barrier
o Psychological Barriers
SemanticBarriers
Physical Barrier
Personal Barrier
Psychological Barriers
• Premature evaluation
• Lack of attention• Loss by
transmission and poor retention
• Distrust
Semantic Barriers
• Badly Expressed Message
• Symbols with different meanings
• Faulty translation• Unclarified
assumption• Technical Jargon• Body Language
and gestures decoding
Personal Barrier
• Fear of challenge to authority
• Lack of confidence by superior in his subordinate
• Unwilling to communicate
• Lack of proper incentive
Organizational Barrier
• Organizational Policy
• Rules and regulation
• Status• Complexity in
organization structure
• Organizational facilities
Thank You
Communication Principles
The American Management Association Inc. have outlined the following Ten Commandments of good communication :
1. Seek to clarify your ideas before communicating2. Examine the true purpose of each communication3. Consider the total physical and human setting whenever
you communicate4. Consult with others, where appropriate, in planning
communications5. Be mindful, while you communicate, of the overtones as
well as the basic content of your message 6. Take the opportunity, when it arises, to convey something
of help or value to the receiver7. Follow up your communication8. Communicate for tomorrow as well as today9. Be sure your actions support your communication10. Seek not only to be understood but to understand – be a
good listener.
Communicate Effectively
1. Identify you subjects 2. Arouse listener interest
3. Use words commonly understood
4. Avoid talking in general terms – be specific – use:
A. Examples B. IllustrationsC. Specific instances D. Explain technical terms / specific slang terms
Remember – Your tone of voice and your action or lack of them also convey
messages.
Barriers in Communication
1. Difference in experience and background2. Failure to convey what the receiver needs and can
understand3. Stereotypes and beliefs4. Emotional state of mind5. Suspecting communicator’s motivation6. Failure to evaluate meaning behind what we read7. Words mean different things to different people8. Reference group effect9. Nonverbal communication10. Lack of time11. Lack of training12. Lack of action
Essentials of Good Communication
Essential Quality of
Communication
ABC - Accuracy, Brevity,
Clarity
KISS - Keep it short and simple
The ABC of CommunicationA – Accuracy
All information must be checked and double checked, Wrong information not only negates the purpose of the communication but also casts severe doubt on the credibility of the sender.
B – Brevity
Time is far too valuable to waste on unnecessary words. Brevity will encourage the receiver to read / listen quickly and will help him understand it better.
C - Clarity
Clarity is achieved by using the right language, that is, the words and constructions that the receiver will understand and by carefully structuring the communication so that the argument follows a logical sequence which leads the receiver naturally to the point being made.
5 Cs of Good Communication
ConcisenessSend the message in as few words as possible
CompletenessEnsure that all the information needed by the receiver to respond or act is included
CourtesyShow consideration for the receiver
ClarityMessage should be clear
CorrectnessCheck for accuracy of all statements and details
Disadvantages of Bad Communication
Can be Misunderstood May not be taken seriouslyReduced effectivenessCan lead to Conflicts
Always think ahead about what you are going to say.
Use simple words and phrases that are understood by every body.
Increase your knowledge on all subjects you are required to speak.
Speak clearly and audibly.
Check twice with the listener whether you have been understood accurately or not
In case of an interruption, always do a little recap of what has been already said.
Always pay undivided attention to the speaker while listening.
While listening, always make notes of important points.
Always ask for clarification if you have failed to grasp other’s point of view.
Repeat what the speaker has said to check whether you have understood accurately.
ESSENTIALS OF COMMUNICATIONDo’s
ESSENTIALS OF COMMUNICATIONDON’Ts
Do not instantly react and mutter something in anger.
Do not use technical terms & terminologies not understood by majority of people.
Do not speak too fast or too slow.
Do not speak in inaudible surroundings, as you won’t be heard.
Do not assume that every body understands you.
While listening do not glance here and there as it might distract the speaker.
Do not interrupt the speaker.
Do not jump to the conclusion that you have understood every thing.
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