Académique Documents
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Multiplicity of Roles
Individuals are much more than a productive
No Average Person
People act in different roles, but they are also
different themselves.
There is no average person.
It is equally important to acknowledge that
Motivation
A general term
Motivation Models/Theories
1.
Motivation Models/Theories
Under the assumptions of theory X:
Employees inherently do not like work and whenever
Motivation Models/Theories
In contrast under the assumptions of theory Y:
Physical and mental effort at work is as natural as rest or
play.
People do exercise self-control and self-direction and if they
are committed to those goals.
Average human beings are willing to take responsibility and
exercise imagination, ingenuity and creativity in solving the
problems of the organization.
That the way the things are organized, the average human
beings brainpower is only partly used.
Motivation Models/Theories
2.
Maslows
Hierarchy of
Needs Theory
Maslows hierarchy of
needs
Need
For
Self-Actualization
Esteem Needs
Physiological Needs
Motivation Models/Theories
3.
Motivation Models/Theories
4.
Motivation Models/Theories
Motivators
Self-actualization
Challenging work
Achievement
Growth in the job
Responsibility
Advancement
Recognition
Status
Interpersonal relations
Quality of supervision
Company policy and administration
Job security
Salary
Esteem or status
Affiliation or
acceptance
Security or safety
Physiological needs
Herzbergs
Two-factor theory
Maintenance factors
Maslows
Needs Hierarchy
Comparison of Maslows
and Herzbergs theories of
motivation
Motivation Models/Theories
5.
Motivation Models/Theories
Vrooms Expectancy Theory
Motivation = Valence x Expectancy
Motivation Models/Theories
6.
Motivation Models/Theories
Porter and Lawlers
motivation model
Value of
rewards
Perceived
Equitable
rewards
Ability to do a
specified task
Intrinsic
rewards
Satisfaction
Performance
accomplishment
Effort
Extrinsic
rewards
Perception of
task required
Perceived effort
and reward
probability
Adapted from L. W. Porter and E. E. Lawler, Managerial Attitudes and Performance (Homewood, IL: Richard D. Irwin, Inc.,
1968), p. 165.
Motivation Models/Theories
7.
Equity Theory
Balance or
imbalance
of rewards
Inequitable
reward
Reduced
Dissatisfaction
output
organization
Departure from
Equitable
reward
Continuation
at same level
of output
More than
Equitable
reward
Harder work
Reward
discounted
Motivation Models/Theories
Equity Theory
Motivation Models/Theories
Objective setting for
motivation
Implementation
Planning
Actions
Setting
objectives
Goal Setting
Theory of Edwin
Locke
States that when the
goals to be achieved are
set at a higher standard,
employees are motivated
to perform better and
put in maximum effort.
8.
Control
and
Appraisal
Motivation Models/Theories
9.
Motivation Models/Theories
Motivation Models/Theories
People with high need
Motivation Models/Theories
People who are social in
Motivation Models/Theories
People with the need of
1.
Intrinsic Motivation
Extrinsic Motivation
Leadership
Leadership is the art or process of
Leadership
Ingredients of Leadership
1.
2.
3.
4.
5.
Power
A fundamental understanding of people
The ability to inspire followers to apply their full
capabilities
The leaders style
The development of a conducive organizational
climate
Approaches to Leadership
(1) Trait Approach
(2) Transformational and Transactional
Leadership
(3) Charismatic Leadership
(4) Fiedlers Contingency Approach
(5) Path-Goal Approach
being self-confident
having strong convictions
articulating a vision
being able to initiate change
communicating high expectations
having a need to influence followers and supporting them
demonstrating enthusiasm and excitement
being in touch with reality
Autocratic Leader
2.
3.
Free-rein Leader
Follower
Follower
Follower
Democratic or
Participative
Leader
Follower
Follower
Follower
Free-rein
Leader
Follower
Follower
Follower
Middle-of-the-Road (5, 5)
Basically a compromising style wherein the leader tries to
maintain a balance between goals of company and the needs
of people.
The leader does not push the boundaries of achievement
resulting in average performance for organization.
Here neither employee nor production needs are fully met.
Communication
Feedback
Thought
Encoding
Transmission
of message
Sender
Reception
Decoding
Receiver
Noise
Understandin
g
Organizing
Staffing
Communications
External environment:
Customers
Suppliers
Stockholders
Governments
Community
Others
Leading
Controlling
Downward Communication
2.
Upward Communication
3.
Crosswise Communication
Communication in an Organization
Information Flow in an
Organization
Horizontal
Upward
Downward
Diagonal
Forms of Communication
1.
Written Communication
Communication in written form
Includes pictograms or visuals, letters,
memorandums, reports, text messages,
electronic messages (e-mail).
Forms of Communication
2.
Forms of Communication
3.
Nonverbal Communication
Describes the process of conveying meaning in
the form of non-word messages through e.g.
gestures, body language, or posture; facial
expression and eye contact, object
communication such as clothing, hairstyles,
architectures, symbols, and infographics, as well
as through an aggregate of the above.
Non-verbal communication is also called silent
language and plays a key role in human day to
day life.
Communication Methods
conversation.
listening.
language that you are confident and are in command of the situation.