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Effective Organizing & Organizing Culture

Lecture Topics Chapter No 10

Critical Factors in Effective Organizing Complete description of each factor

Chapter No 14
Chapter

10

Definition of Motivation Motivational Theories Description of some Theories

Critical Factors in Effective Organizing

Avoiding mistakes in Organizing by Planning A idi O Avoiding Organizing i fl ibilit i i inflexibility Making Staff work effectively Avoiding conflict by clarifications

Avoiding Mistakes in Organizing by Planning

Planning for the ideal
Ideal Search: only for main lines of organization The overall Plan: Continual re-molding Copy/ Paste (from other organizations) may not work

Modification for the Human factor

Planning according to available HR capabilities First organizing around Goals then HR

Advantages of Organizing Planning

Helps determine future personal needs & training

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Avoiding Organizing Inflexibility

First Test of Effective Organising:
Ability to adopt to changing environment Years operations Rigid Organizations
0

Making STAFF Work Effectively

Understanding authority relationships
Line/ Staff: Auth Relationships rather than groups Line: making Decisions ( Tell ) Staff: Right to Assist/ counsel (Sell)

Avoiding inflexibility through Re-organizing for f many reasons:

New/ closure of units Changed: operations, business cycles, production methods, union policy, regulations.

Making LINE listen to STAFF

Required to listen Compulsory

Keeping STAFF informed

Informed about practical issues/ limitations

Requiring complete STAFF work

Complete homework to give comprehensive advice

Making STAFF work as a way for organizational life

Staff to develop & maintain climate of good relations

Avoiding Conflict by Clarifications

Organizational Charts
Advantages of Organization Charts
Charts are MUST: To show Auth-Relationships

Appropriate Organizational Culture

Organizational culture: Set of shared values and norms that control organizational members interactions with each other and with people outside the organization. Organizational values: Terminal values: Desired end states or outcomes that people seek to achieve. What we want to be, Instrumental values: Desired modes or patterns of behavior. How were going to get there.

Limitations of Organization Charts

Shows only formal Auth-relationships Does not tell: Informal & Informational relationships Authority details are not depicted

Position descriptions
Not only the detailed list of duties Basic function Major end-results Authority Reporting Relationship

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Appropriate Organizational Culture

Effectiveness of Organization influenced by its culture See Table 10-1 (Page No 223) Slogans give general idea for its standing:
GE Progress is our most important product AT&T: Proud of its Universal Service KLM: The reliable Airline

Motivation

Chapter

14

Motivation
Motivation is a psychological process through which unsatisfied wants/ needs lead to drives that are aimed at goals or incentives. incentives

Motivational Theories
McGregors Theory X & Y Maslows Hierarchy of Needs Theory Alderfers ERG Theory Herzbergs Two-Factor Theory Herzberg s TwoVROOM Expectancy Theory Adams Equity Theory Goals Setting Theory Skinners Reinforcement Theory

Unsatisfied Need

Drive towards Goal to satisfy need

Attainment of Goal (satisfaction)

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McGregors Theory X & Theory Y

Theory X (Assumptions)
people dislike work people need to be controlled, & threatened people avoid responsibility & value security

McGregors Theory X & Theory Y

Theory X
Pessimistic Static & Rigid Imposed Control

Theory Y (Assumptions)
work is as natural as play l people respond to positive incentives people enjoy responsibility & like to solve problems

Theory Y
Optimistic Dynamic & Flexible Self-Control

Maslows Hierarchy-of-Needs Theory Hierarchy-ofSelf-Actualization Needs

Self-Actualization Needs

Maslows Hierarchy-of-Needs Theory Hierarchy-ofAssumptions of Theory :

Lower-level needs must be satisfied before higher-level needs become motivators A need th t is satisfied no l d that i ti fi d longer serves as a motivator There are more ways to satisfy higher-level than there are ways to satisfy lower-level needs

Desires to reach ones full potential, to become every thing one is capable of becoming as a human being. Needs for power and status. Desires to interact and affiliate with others and to feel wanted by others. Desires for security, stability, and the absence of pain. Basic physical needs for water, food, clothing, and shelter.

Esteem Needs
Esteem Needs

Social Needs
Social Needs

Safety Needs
Safety Needs

Physiological Needs
Physiological Needs

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Alderfers ERG Theory

Similar to Maslows Theory Three Categories of Needs:
Existence Needs
Desires for physiological and material wellbeing. being

Herzbergs Two-Factor Theory Two Motivators (Satisfiers):

Only when motivators are present will there be satisfaction achievement, recognition, responsibility, advancement, and the work itself.

H i Hygiene Factors (Dis-S ti fi F t (Dis-Satisfiers): (Di )

If hygiene factors arent managed well, there will be dissatisfaction salary, interpersonal relations, technical supervision, working conditions, and company policies and administration.
Getting employees to want to do what you want them to do

Relatedness Needs
Desires for satisfying interpersonal relationships.

Growth Needs
Desires for continued psychological growth and development.

Relationship Maslow : Herzberg

Maslows Needs Hierarchy Motivators Self-Actualization Herzbergz Theory Challenging Work - Achievement Growth in the Job - Responsibility Advancement - Recognition

VROOMs Expectancy Theory

People will be motivated to do things to reach a Goal if they believe in the worth of that goal and if they can see that what it. they do will help them in achieving it.

Esteem/ Status E t / St t Affiliation

Force = Valence X Expectancy

Status - Interpersonal Relations Quality of Supervision Company Policy & Administration Working Conditions - Job Security Salary

Hygiene Factors

Force Valence

= =

Security/ Safety Physiological

Expectancy =

Strength of persons motivation Strength of an Individuals preference for an Outcome Probability that a particular action will lead to a desired Outcome

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VROOMs Expectancy Theory

Effort

Adams Equity Theory

Motivation is influenced by employees perceptions about fairness of the reward he/ she gets, relative to the inputs, compared with the rewards of others.
Outcomes by a Person = Outcomes by an Other Person Inputs by a Person Inputs by an Other Person

Performance

Outcome

High performance followed by high rewards will lead to high satisfaction

Value to Individual

Equity Theory
Upward social comparison: comparing oneself to another who is better off on a particular attribute frequently results in decreased satisfaction Downward social comparison: comparing oneself to another who is worse off on a particular attribute frequently results in increased satisfaction

Equity Theory
Motivation results from
A persons rewards-to-effort ratio Reward-to-effort ratios are not absolute but relative
Self
Output Input

Coworkers
Output Input

Applications:
Perception: relatively underrewarded, lose motivation Perception: relatively overrewarded, motivated to

Effort

2.0 1.0

co-worker Self
1.0 2.0

exceed standards
Perception: fairly rewarded, motivated to work to standards

Rewards

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Goal Settings Theory

Focuses on how individuals set goals and respond to them and the overall impact of this process on motivation MBO Concept Specific areas given attention in this theory:
Level of participation in goal setting Goal difficulty Goal specificity Importance of objective Timely feedback to progress toward goals

Goal Setting Theory

Goal setting theory continually refined and developed over time (unlike some of the other theories) Considerable research evidence showing employees perform extremely well when assigned specific and challenging goals in which they have a hand in setting Most studies have been conducted in US; few in other cultures

Goal Setting Theory

Management Tips
Set specific goals: avoid more generally stated, such as

Skinners Reinforcement Theory

Law of Effect :
Law of effect states that behavior followed by a pleasant consequence is likely to be repeated; behavior followed by an unpleasant consequence is unlikely t b repeated. lik l to be t d Praise (for good performance) can Motivate Punishment (for bad performance) can produce Negative results

Do your best. Set challenging goals: when realistic and attainable, they motivate better than easy ones ones. Build commitment: people work harder for goals they accept and believe in. Clarify priorities: expectations should be clear on which goals to pursue first. Provide feedback: people need to know how well they are doing. Reward results: dont let accomplishments pass unnoticed.

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Skinners Reinforcement Theory

Theory also called: Positive Reinforcement or Behavior Modification Motivation by:
Analyze the work situation Removal of obstructions hindering performance Set specific goals with their participation Prompt & regular feed-back Rewards for improved performance Even if performance is not up to the required goals; praise them for good things they do

To get employees to do what you want them to do