Motivation & Communication

MOTIVATION andCOMMUNICATION

CATHERINE CUPAS MICHELLE SIAREZ

MOTIVATION

Is the internal condition that activates behavior and gives it direction.

Energizes and directs goal-oriented behavior. The force that causes and individual to

behave in a specific way.

MOTIVATION

According to various theories, motivation maybe be rooted in the basic need to minimized physical pain and maximized pleasure.

Basic needs: Eating Resting Drinking (water)

MOTIVATION CONCEPTS

I. INTRINSIC and EXTRINSIC MOTIVATION

II. SELF-CONTROL

i-a. INTRINSIC MOTIVATION comes from rewards inherent to a task

or activity itself. not only makes people perform well and

more accurately, but the people do not expect anything for doing it- the activity in itself is the reward.

INTRINSIC MOTIVATION Feeling of competency Personal development

i-b. EXTRINSIC MOTIVATION comes from outside of the performer. they are valued outcomes given to

someone by another person.

(supervisor or higher level manager)

EXTRINSIC MOTIVATION Money

> pay bonuses Promotions Time off Special Assignments Award Verbal praise

II. SELF-CONTROL is increasingly understood as a subset

of emotional intelligence. A person may be highly intelligent to a

more conservative definition, yet unmotivated to dedicate this intelligence to a certain task.

MOTIVATIONAL THEORIES:

I. THE INCENTIVE THEORY

II. NEED THEORIES

III. COGNITIVE THEORIES

IV. REINFORCEMENT THEORY

I. THE INCENTIVE THEORY A reward, tangible or intangible, is

presented after the occurrence of an action (behavior) with the intent to cause the behavior to occur again.

Sources of motivation: Oneself (intrinsic motivation) Other people (extrinsic motivation)

II. NEED THEORIES(ABRAHAM MASLOW)

ii-a. Need Hierarchy Theory human beings have wants and desires which

influence their behavior. Only unsatisfied needs influence, satisfied needs do not.

since needs are many, they are arranged in order or importance, from the basic to the complex.

the person advances to the next level of needs only after the lower level need is a least minimally satisfied.

Maslow’s Hierarchy of Human Needs:( LOWEST (basic) to HIGHEST (most complex) )

NEEDS: To satisfy, offers:

Physiological needs > rest and refreshment breaks

  > physical comfort on the job

  > reasonable work hours

Safety needs > safe working conditions

  > job security

  > base compensation and benefits

Social needs / Belongingness > friendly workers

  > interaction with customers

  > pleasant supervisors

Esteem needs > responsibility of an important job

  > promotion to higher status job

  > praise and recognition from boss

Self-actualization needs > creative and challenging work

  > participation in decision making

  > job flexibility and autonomy

ii-b. Herzberg’s Two Factor Theory(FREDERICK HERZBERG)

1. Motivators or Satisfiers gives positive satisfaction

Challenging work Recognition Responsibility Growth opportunities Achievements

ii-b. Herzberg’s Two Factor Theory2. Hygiene Factors Do not motivate if present, but if absent,

result in demotivation.

Salary Job security Fringe benefits Working conditions Organizational policies Technical quality of supervision

III. COGNITIVE THEORIESiii-a. Goal-setting Theory is based on the notion that individuals

sometimes have a drive to reach a clearly defined end state.

Often, this end state is a reward in itself.A goal’s efficiency is affected by 3 features: Proximity Difficulty Specificity

PROXIMITY An ideal goal should present a situation

where the time between the initiation of behavior and the end state is close.

DIFFICULTY A goal should be moderate; not too hard

or not too easy.

SPECIFICITY The goal should be objectively defined and

intelligible for the individual.

Douglas Vermeeren states that:

“That unless an individual can clearly identify their motivating factors or their significant and meaningful reasons why they wish to attain the goal, they will never have the power to attain it. The failure is directly attributed to motivating factors.”

IV. Reinforcement Theory(based on E.L. THORNDIKE’S LAW)

simply looks at the relationship between behavior and its consequences.

This theory focuses on modifying an employee’s on-the-job behavior through the appropriate use of one of the following four techniques:

1. Positive reinforcement rewards desirable behavior.

2. Avoidance is an attempt to show and employee what the consequences of improper behavior will be.

3. Extinction is basically ignoring the behavior of a subordinate and not providing either positive of negative reinforcement.

4. Punishment (threats, suspension) is an attempt to decrease the likelihood of a behavior recurring by applying negative consequences.

Communication

Discussion Outline: The Significance of Communication Communication and the Manager’s Job The Communication Process Methods of Communication Communication Channel Organizational Communication Personal Communication Channels Communicating During Turbulent Times Managing Organizational Communication

What is communication?

process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior.

Why is communication significant to management? Communication is a linking process to

management. Communication is the primary means by

which people obtain and exchange information.

The most consuming activity the manager engages.

Information and communication represent power in organizations.

The Manager as Communication Champion

External Information

Internal Information

Manager as Communication Champion

Purpose-directed• Direct attention to vision,

values, desired outcomes• Influence employee behavior

Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.

Strategic Conversations• Open Communication• Listening• Dialogue• Feedback

Methods• Rich Channels• Upward, downward, and

horizontal channels• Nonverbal communication• Personal networks

Model of Communication Process

Methods of Communication

Dialogue/Verbal Communication (Oral)

Non-verbal Communication

Written/Visual Communication

Elements for Effective Oral Communication

Active Listening

- making sense of what is heard and requires paying attention, interpreting, and remembering sound stimuli.

Constructive Feedback- managers often do poor jobs of providing

employees with performance feedback.

Nonverbal Communication

Messages sent through human actions and behavior rather through words.

Most nonverbal communication is unconscious or subconscious.

Occurs mostly face-to-face. Three factors in message interpretation.

Verbal Impact: 7 percent. Vocal Impact: 38 percent. Facial Impact: 55 percent.

13-28

The Pyramid of Channel Richness

Organizational Communication: Downward, Upward, and Horizontal Communication

SOURCE: Adopted from Richard L. Daft and Richard M. Steers, Organizations; A Micro-Macro Approach, 538 Copyright 1986 by Scott, Foresman and Company, Used by permission.

Downward Communication

Messages sent from top management down to subordinates.

Most familiar and obvious flow of formal communication.

Major problem is drop off.Another concern, distortion.

Upward Communication

• Messages that flow from the lower to the higher levels in the organizations.

• Upward communications mechanisms:1. Suggestion boxes.

2. Employee surveys.

3. MIS reports.

4. Face to face conversations.

Horizontal Communication

lateral or diagonal exchange of messages among peers or co-workers

may occur across departments

purpose is not only to inform but also to request support and coordinate activities

Personal Communication Channels

- Communication channels that exist outside the formally authorized channels and do not adhere to the organization’s hierarchy of authority

Types of Personal Communication Channels Personal Networks Management By Wandering Around Grapevine

Personal Networks

refers to the acquisition and cultivation of personal relationships that cross departmental, hierarchical and even organizational boundaries

Management by Wandering Around

Mingle and develop positive relationships with employees and learn directly from them about their department, division or organization

Managers have chance to describe key ideas and values and in turn learn about the problems and issues confronting employees

The Grapevine An informal person to person communication

network of employees that is not officially sanctioned by the organization

Tends to be more active during periods of change.

About 80% of topics are business related. About 70-90% of details of grapevine are

accurate.

Communicating During Turbulent Times

Open Communication

Dialogue

Crisis Communication

Feedback and Learning

Communication Barriers & Ways to Overcome Them

Active Listening

Selection of appropriate channel

Knowledge of other’s perspective

MBWA

Climate status of trust, Dialogue

Development and use of formal channels

Encouragement of multiple channels, formal and informal

Changing organization or group structure to fit communication needs

Feedback and learning

Individual

Interpersonal Dynamics

Channels and Media

Semantics

Inconsistent Cues

Organizational

Status and power differences

Departmental needs and goals

Lack of formal channels

Communication channels not suited to task

Poor coordination

Barriers How to Overcome

References:Richard L. Daft, Management, Seventh Edition (Thomson

Asian Edition), Chapter 17, Communication, p.622-657

http://www.cliffsnotes.com/WileyCDA/CliffsReviewTopic/Management-and-Organizations.topicArticleId-8944,articleId-8847.html

http://www.swlearning.com/management/daft/um4e/isc/powerpoint/ch14.ppt

.

http://people.uncw.edu/gormanr/ppt/Chp13%20Final.ppt.

www.en.wikipedia.org

Thank You!

Back-up

Ten Keys to Effective Listening

SOURCE: Adapted from Sherman K. Okum, “How to Be a Better Listener,” Nation’s Business (August 1975), 62 and Philip Morgan and Kent Baker, “Building a Professional Image; Improving Listening Behavior,” Supervisory Management (November 1985), 34-38.

Dialogue and Discussion: The Differences

Source:Adapted from Edgar Schein, “On Dialogue, Culture, and Organization Learning,” Organizational Dynamics (Autumn 1993), 46.

Conversation

Lack of understanding, disagreement, divergent points of

viewDialogue Discussion

Result Result

Reveal feelings Explore assumptions Suspend convictions Build common ground

Long-term, innovative solutions Unified group Shared meaning Transformed mind-sets

State positions Advocate convictions Convince others Build oppositions

Short-term resolution Agreement by logic Opposition beaten down Mind-sets held onto