Leading & Motivating a Team
Effectively
Motivating Team Members
Day 3
Learning By Practice
2013
Table of Content
Section 3 & 4
2
Leading people
Empowerment
Japanese Model
The Traditional Theories
Maslow’s Hierarchy of Need
Frederick Herzberg
Douglas McGregor
Modern Frameworks of Motivation
Suggestions for Motivation Employees
Team
Personal identity in the Team
Stage of team growth
Managerial action to build Team
Continuous professional
Development
Leading people
Management is nothing more than motivating other people
Day 1 Learning by practice
Leadership
Leading people
Influencing people
Guiding people Achieve something
A person who responsible for
Plans
Inspire
Executes
Leading
and fully utilize characteristics to
achieve:
1. Goal Accomplishment
2. Brand Building
3. Communication
4. Complains with Standard
5. Achievement of Desire NEED
Leadership
23 29
23 35
18
31
1. When feeling of rejection, female leaders learn from adversity and carry on with
an "I'll show you".
2. Female leaders are more likely to ignore rules and take risks than male leaders.
Integrator Entrepreneur
Producer Administrator
leadership
process Results Priority
Internal
External
Focus
Fast Slow Speed
Unstructured
structured
Process
Empowerment
Empowerment is the process of increasing the capacity of individuals or groups to
make choices and to transform those choices into desired actions and outcomes.
Empowerment characteristic:
• Some level of decision making
• Awareness
• Accountability
Empower require individual to have and use freedom of choice among
several different ways of doing job
Japanese Model
Quality Circles
The basic idea of quality circles is:
People at all levels of an organization are capable of making useful
contributions to its success.
They have first-hand experience of the problems at grass-roots level in their
organization.
They have many useful ideas for improving areas such as: • Efficiency. • Innovation.
A voluntary group of employees who meet regularly with the objective of improving the
way in which their organization provides quality of goods and services for its customers.
Japanese Model examples
Kaizen
Lean Manufacturing
The Traditional Theories
Maslow’s Hierarchy of Need
Frederick Herzberg
Douglas McGregor
Maslow’s hierarchy of need
Abraham Maslow: Hierarchy of Needs
Maslow (writing in 1943) argued that all individuals have needs and desires.
He categorized these needs as:
• Basic.
• Complex.
Maslow presented these needs in a hierarchical format, with basic needs
supporting more complex ones.
Physiological
Security
Social
Ego
Self actualization
Type Details
Basic
Physiological The ability to pay for Food, housing, Etc
Safety
Safety and security
• Personal / financial
• Job security
• Health and well being
Social Feeling of belongs to a group / love
Complex
Esteem Feeling valued and respected by others
Self Actualization Individual need to feel they are achieve their
full potential
Maslow’s hierarchy of need
Maslow argued that individuals cannot be
motivated by more complex needs if their basic
needs are not being met. However, once a
particular need has been satisfied, it no longer
acts as a motivator.
Maslow’s hierarchy of need
Frederick Herzberg
Frederick Herzberg: Two Factor Theory
Herzberg (writing in 1966) argued that there are two fundamental sets of factors
that influence motivation, namely hygiene and growth.
if hygiene factors are missing this will potentially lead to worker dissatisfaction.
Motivation of the workforce comes from addressing growth factors.
Hygiene Factors
1 Pay and benefits
2 Supervision
3 Working condition
4 Interpersonal relationships
5 status
6 Job security
Motivation Factors
1 Achievement
2 Recognition of personal efforts
3 Interesting and challenging work tasks
4 Responsibility
5 Individual growth
Frederick Herzberg
Douglas McGregor
Theory X Theory Y
Leader feel that workers:
• Are naturally lazy
• They dislike work
• Motivated only by money
• Avoid responsibility and want to be directed
Leader feel that workers :
• Enjoy work
• Are motivated by many factors
• Like to make own decisions
Modern Frameworks of Motivation
• The three need theory.
• Goal-setting theory.
• Reinforcement theory.
• Designing motivating jobs.
• Job enlargement.
• Job enrichment.
• Equity theory.
• Expectancy theory.
The three need theory.
Created by David McClelland,
is a motivational model that attempts to explain how the needs for
achievement, power, and affiliation affect the actions of people from a managerial
context.
Need for achievement
Need for power
Need for affiliation
Equity theory.
The equity theory argues that a person’s motivation is based on what they
consider to be fair when compared to others. Adams developed this theory in
1963.
The theory focuses on an employee's perception that they are being treated fairly.
Goal-setting theory
Goal mechanisms affect performance
by increasing motivation to reach set
goals These mechanisms are inputs
that affect behavior in groups or
individuals.
1. Goal Acceptance/Goal Commitment
2. Goal Specificity
3. Goal Difficulty
4. Feedback
Clarity
When setting goals for improvement initiatives,
set dear and unambiguous targets for the
outcome of the project, for example:
Reduce the current reject level of 10% to a
maximum of 3% within the next 3 months.
Increase the 'right first time' process output to a
minimum of 95% by the end of January.
Goal-setting theory
Reinforcements theory
Designing motivating theory
Job enlargement
Job enrichment
Equity theory
Expectancy theory
Modern Frameworks of Motivation
Suggestions for Motivation
Employees
1.Recognize individual differences
2.Match people to jobs
3. Use goals
4.Individual rewards
5.Link reward to performance
6.Check the system for equity
7. Don’t ignore money
Team
Team vs group Stages of team growth
Managerial action to built the Team
• Create the team identity.
• Communicate the team objectives.
• Give people time and the opportunity to get to know each other.
• Recognize and value each individual contribution.
• Create atmosphere in which people view are listened.
• Create atmosphere of trust.
• Make it possible for individual to have power to influence decision and the
way thing are done.
Clear goals
Effective team characteristics
Mutual trust
Relevant
skills
Commitment
Good communication
How leader can built mutual Trust
• Keep team member informed by explain decision and giving accurate
feedback.
• Be available and approachable.
• Encourage team idea and suggestion.
• Delegate real authority to team members.
• Be consistent , honor your commitments to other.
• Develop the admiration and respect of team by demonstrating technical and
professional ability.
Eisenhower Time Table
Continuous professional Development
Continuously Developing your self is essential to meet the changing demands of
business world.
Continuous mean that it never stops
Professional indicates that it about your professional competence .
Development mean it is about improvement personal performance or enhancing your
career progression opportunity
Testing
Involvement
Learning
Empowerment Delegation
Recognition Leadership
Tim
e
Leadership process
Where are you now and where
you want to be in future ??