Motivating Employees and Managerial Style

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Learning Objectives
After reading this chapter, you should be able to: 1. Discuss contingency planning and crisis management in todays business world.

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Video

Video on Nick Vujicic Who Moved My Cheese Ebert

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What is Motivation?
1. The process by which a persons efforts are energized, directed,

and sustained toward attaining a goal 2. The set of forces that cause people to behave in certain ways 3. Individuals differ in motivational drive 4. Overall motivation varies from situation to situation

Basic Motivation Concepts and Theories

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Leading: You Motivate People to Work to Achieve Important Goals

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Taylors Scientific Management: Improving Productivity by Studying Work Methods

Classical theory of motivation theory holding that workers are motivated solely by money.

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Workplace Motivation
1.

Motivating jobs should a. provide variety of roles and functions, b. allow individuals some responsibility, c. provide employees with feedback, d. provide employees with a complete unit of work, not just a small part of a job, and e. have a sense of purpose.

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Abraham Maslows Hierarchy of Needs Theory

Theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs 1. Physiological needs: Foods, drink, shelter, sex and other physical requirements 2. Safety needs: Security and protection from physical and emotional harms, as well as assurance that physical needs will continue to be met (job security, pension) 3. Social needs: Affection, belongingness, acceptance, and friendship (teamwork) 4. Esteem needs: Internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors such as status, recognition, and attentions (company car, job title) 5. Self-actualization needs:- growth, achieving ones potential, and self fulfillment; the drive to become what one is capable of becoming (more responsibility)

Hierarchy Of Needs

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Table 7.1

Applying Maslows need hierarchy

Source: Steers, R. M. and Porter, L. W. Motivation and Work Behaviour, fifth edition, McGraw-Hill (1991), p. 35. Reproduced with permission from the McGraw-Hill Companies

Douglas McGregors (1960) Theory X and Y

One of the most important

determinants is the attitude of the managers towards their workers

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McGregors Theory X and Y

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Motivation - McGregor
Theory X Theory Y Theory Z
Long-term employment Collective decision making

Collective responsibility
Slow evaluation and promotion Implicit, informal control

Moderately specialized career paths

Concern for the total person, including family
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Elton Mayo and the Hawthorne Effect

Elton Mayo was an Australian psychologist,

sociologist, and organization theorist. He spent most of his career as a professor of industrial research at Harvard Business School (Elton Mayo, 2010). The Hawthorne effect came about from studying the relationship between working conditions and production at Western Electric Company. He found that worker production increased when lighting was improved. During his time studying Western Electric Company, The studies emphasized a need for employee participation and recognition as a method of improving morale and increasing productivity.
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Mayo & the Supposed Hawthorne Effect: Giving Employees Added Attention to Improve Productivity

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Job Enrichment

* Job Enrichment is the process of making a job more interesting, challenging and
satisfying for the employees

Job C

Job A

Job B
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Job Redesign

*Efforts by firms to redesign how work is done to, among other things, reduce job
stress

Employee A
Task 1 Task 2

Employee A
Task 1 Task 4

Task 3

Task 6

Employee B
Task 4 Task 5 Task 6

Employee B
Task 2 & 3 Task 5

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Job Design And Motivation

Job characteristics model (JCM) Hackman and Oldhams job description model:

The five core job dimensions are skill variety, task identity, task significance, autonomy, and feedback. An employee learns (knowledge of results) through (feedback) that he or she personally (experienced responsibility through autonomy of work) has performed well on a task that he or she cares about (experienced meaningfulness through skill variety, task identity, and/or task significance).

Internal rewards are obtained when:

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Core Job Dimensions

Skill variety The degree to which the job requires a variety of activities so the worker can use a number of different skills and talents Task identity The degree to which the job requires completion of a whole and identifiable piece of work Task significance The degree to which the job affects the lives or work of other people
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Core Job Dimensions (contd)

Autonomy The degree to which the job provides freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out Feedback The degree to which carrying out the work activities required by the job results in the individuals obtaining direct and clear information about the effectiveness of his or her performance
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The Job Characteristics Model

Source: J. R. Hackman, Work Design, in J. R. Hackman and J. L. Suttle, eds., Improving Life at Work (Glenview, IL: Scott, Foresman, 1977), p. 129.

Exhibit 10.8

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Guidelines for Job Redesign

Source: J. R. Hackman and J. L. Suttle eds., Improving Life at Work (Glenview. IL: Scott, Foresman, 1977). With permission of the authors.

Exhibit 10.9

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Leadership
1.

2.

3.

Leadership: Process of motivating others to work to meet specific objectives Leaders are persons with managerial and personal power who can influence, inspire and lead others to perform actions beyond formal authority Leadership Traits
1. 2. 3. 4. 5. 6.

Drive Desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge

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Trait Approaches to Leadership

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Leadership vs. Management

Leadership Functions Creating an agenda Establishes direction: vision for the future, develops strategies for change to achieve goals Aligning people: Communicates vision and strategy, influences creation of teams which accept validity of goals Motivating and inspiring: Energizes people to overcome obstacles, satisfies human needs Produces positive and sometimes dramatic change Management Functions Plans and budgets: decides actions and timetables, allocates resources Organizing and staffing: Decides structure and allocates staff, develops policies, procedures and monitoring Controlling, problem solving: Monitors results against plan and takes corrective action Produces order, consistency and predictability

Developing people

Execution

Outcomes

Based on John P. Kotter, A Force for Change: How Leadership Differs from Management, Free Press, New York, 1990
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Leadership/ Managerial Styles

1. Pattern of behavior that a manager exhibits in dealing with

2.

3.

4.

5.

subordinates Autocratic Style : Managerial style in which managers generally issue order and expect them to be obeyed without question Democratic style : Managerial style in which managers generally ask for input from subordinates but retain final decision-making power Free-rein style : Managerial style in which managers typically serve as advisers to subordinates, who are allowed to make decisions. Contingency Style : style between the 3 styles

Leadership Style

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Leadership Style

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Autocratic Style
1. Issue Orders 2. Expect Them To

Be Followed 3. Rapid DecisionMaking

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Democratic Style
1. Ask For Input

From Subordinates 2. Retains Final Authority

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Free-Rein Style
1. Manager Is Advisor To Subordinates 2. Subordinates Make Decisions 3. Fosters Creativity

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Contingency Style
1. No Specific Style

Used All The Time 2. Situation Dictates Managers Leadership Style 3. Different Cultures Have Varying Expectations Of Leaders
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21st Century Leadership

Leadership
Flatter Organizations =

Less Autocratic Diversity of Workplace = Diversity of Leaders Network Mentality

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Leadership and Followers

Leadership style
Styles of leadership Leadership style refers to a leader's behavior. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership . Participative or democratic style The democratic leadership style favors decision-making by the group. Such a leader gives instructions after consulting the group. They can win the cooperation of their group and can motivate them effectively and positively. The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them. Autocratic or authoritarian style Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictators. Leaders do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person decides for the whole group and keeps each decision to him/herself until he/she feels it needs to be shared with the rest of the group