What motivates you?

Bob I saw how hard you worked on the project. Thank you! Your Boss

Celebration

Personal achievement Money, time off, etc.

Certificate of Achievement This certifies that are an excellent employee!

I made a difference today!

YOU

Congratulations!

Working for the good of the cause

Public recognition

Motivation
Motivation as Energizing condition of organism that serves to direct that organism toward the goal of certain class Motivation is. An inner impulse that determines what people do and the energy and enthusiasm with which they do it
(WHO,1992, On Being in Charge)

The Motivational Process

(Gibson, Ivancevich, Donnelly, 1994)
Need Deficiences

Need deficinecies reassessed By the employee The Employee Reward or Punishments

Search for ways to Satisfy needs

Goal directed Behaviour

Performance (Evaluation of goal Accomplished)

A Hierarchy of Work Motivation

(5 stages Original Version, Maslow)

Self Actualization Needs

Personal growth Realization of potential

Esteem Needs
Status Symbols,reputation

Belongingness & Love Needs

Relationship, work grooup

Safety Needs
Protection, security, law

Biological & Physiological Needs

Food, shelter,sex, sleep

Maslows Hierarchy of Needs

(7 level hierarcy) Self Actualization Needs

Aesthetic Needs
Beauty, balance

Cognitive Needs
Knowledge, meaning, awareness

Esteem Needs Belongingness & Love Needs Safety Needs Physiological Needs

Maslows Hierarchy of Needs

(8 level hierarcy) Trancendence
Helping others

Self Actualization Needs

Aesthetic Needs
Beauty, balance

Cognitive Needs
Knowledge, meaning, awareness

Esteem Needs Belongingness & Love Needs Safety Needs Physiological Needs

Alderfers ERG Theory

(Luthans 9th, 2002)

Existence needs : Kebutuhan yang berhubungan dengan eksistensi pegawai (Makan, minum, pakaian, gaji, keamanan kerja) Relatedness needs : Kebutuhan interpersonal yaitu kepuasan berinteraksi Growth needs : Kebutuhan untuk mengembangkan diri

McClellands Learned needs Theory

(Gibson, Ivancevich, Donnelly, 1994)

Need for achievement : Kebutuhan untuk berprestasi yang merupakan refleksi dari dorongan akan tanggungjawab untuk memecahkan masalah Need for affiliation : Kebutuhan untuk berafiliasi yang merupakan dorongan untuk berinteraksi dengan orang lain Need for Power : Kebutuhan untuk kekuasaan yang merupakan refleksi dari dorongan untuk mencapai otoritas dan mempengaruhi orang lain

Herzbergs Two-Factor Theory of Motivation

(Luthans 9th, 2002)

Hygiene Factors (Dissatisfiers) Company Policy & Administration Supervisor Salary Interpersonal Relation Working Conditions

Motivators
Achievement Recognition Work Itself Responsibility Advancement

The Six Main Motivators in Health care Team

(WHO, 1992)

1.
2. 3. 4. 5.

6.

Achievement Recognition The work itself Responsibility Advancement Self Improvement

Six Common Causes of Dissatisfaction in Healthcare Team

(WHO,1992)
1.

2.
3. 4. 5. 6.

Inefficient adminstration Incompetent supervision Poor personal relations Poor leadership qualities Low pay Bad working conditions

Motivating Team Members

(WHO, 1992)

Level 1 : To obtain the necessities of life (food,shelter,clothing,rest, and safety) Level 2 : To satisfy social needs (companionship, love, respect) Level 3 : To ensure some degree of personal satisfaction and to pursue ideals (people need to feel reasonably satisfied with themselves, with what they make of their lives and with their talents and abilities)

Model of Extrinsic & Intrinsic Motivation (Thomas K, 2000) Extrincic Motivation : Motivation caused by the desire to attain specific outcomes Intrinsic Motivation : Motivation caused by positive internal feelings

A Model of Intrinsic Motivation (Thomas K, 2000)

Sense Of Choice

Sense Of Competence

Sense Of Meaningfulness

Sense Of Progress

Building Blocks of Intrinsic Rewards

(Thomas K, 2000)

Choice Delegated Authority Trust in workers Security for honest Mistakes A clear purpose Information

Competence Knowledge Positive feedback Skill recognition Challenge High standards

Meaningfulness A non Cynical Climate Clearly identified Passions Relevant task purposes

Progress A collaborative climates Celebrations Acces to customers Measurement of Improvement

Sense of Meaningfulness : The task purpose is important and meaningful Sense of Choice : The Ability to use judgment and freedom when completing task Sense of Competence : Feelings of accomplishment with doing high quality work Sense of Progress : The sense that the task is moving forward

Definisi Kepemimpinan
1. Proses Interpersonal yg melalui hal tersebut seorang individu mempengaruhi sikap, keyakinan dan terutama perilaku org lain (Ott, 1996) 2. Pertanggungjawaban & pemimpin adalah seseorang yg memiliki pengikut (Drucker, 1996 dlm Hesselbein, et al. 1996) 3. Kemampuan utk mempengaruhi satu kelompok utk mencapai tujuan (Robbins, 2001)

J JOHNS HOPKINS
U N I V E R S I T Y

Center for Communication Programs

bvl/l eadov 4/ 19/99 2

Some Characteristics of Managers Versus Leaders in the Twenty-First Century

Manager Characteristics
Administrator A Copy Maintains Focuses on System and Structure Relies on Control Short-range View Asks How and When Imitates Accepts The Status Does Things Right
Sumber : Luthans (1995)

Leader Characteristics
Innovates An Original Develops Focuses on People

Inspires Trust Long-range Perspective Asks What and Wh Originates Challenges The Status Quo Does The Right Things

Leadership and Management

Leadership Functions
Creating an Agenda Establishing Direction : Vision of The Future, Develop Strategies for change to Achieve Goals

Management Functions
Plans and Budgets : Decide Action Plans and Timetables, Allocate Resources

Developing People

Aligning People : Communicate Vision and Strategy, Influence Creation of Teams which accept Validity Goals

Organizing and Staffing : Decide Structure and Allocate Staff, Develop Policies, Procedurs and Monitoring

Execution

Motivating and Inspiring : Controlling, Problem Solving : Energize People to Overcome Monitor Results againts Plan Obstacles, Satisfy Human and Take Corrective Action Needs
Produces Positive and Sometimes Dramatic Change Produces order, Consistency and Predictability

Outcomes

Sumber : Bolden (2004)

Where do leaders operate?

Beyond Imagination
Thats Impossible
Looks Difficult Easy to do

Teori Kepemimpinan (Robbins, 2002)

Teori Sifat (Traits Theory)

Teori Kepemimpinan

Teori Keprilakuan (Behavioral Theory)

Teori Kemungkinan (Contigency Theory)

Contoh Teori Sifat : Characteristics of Admired Leaders

(Kouzes & Posner, 2002)
No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Honest Forward- Looking Competent Inspiring Intelligent Fair-Minded Broad-Minded Supportive Straight forward Dependable-responsible Cooperative Determined Imaginative *75 ribu Kuesioner di enam benua Karakteristik Sifat % (2002 edition) 88 71 66 65 47 42 40 35 34 33 28 24 23 % (1995 edition) 88 75 63 68 40 49 40 41 33 32 28 17 28

The Five Practices and Ten Commitmens of Leadership

(Kouzes & Posner,2002)

MODEL THE WAY INSPIRE A SHARED VISION

Find your voice by clarifying your personal values Set the example by aligning action with shared values Envision the future by imagining exciting and ennobling possibilities Enlist others in common vision by appealing to shared aspirations

CHALLENGE THE PROCESS

ENABLE OTHERS TO ACT ENCOURAGE THE HEART

Search for opportunities by seeking innovative ways to change, grow, and improve
Experiment and take risks by contantly generating small wins and learning from mistakes Foster collaboratios by promoting cooperative goals and building trust Strengthen others by sharing power and discretion Recognize contributions by showing appreciation for individual exellence Celebrate the values and victories by creating a spirit of community

Contoh Teori

Behavioural
Model
Managerial Grid
(Black & Moulton)

Situational Theories
Fiedlers Contingency model Hersey Blanchards situational leadership Theory Path Goal Theory LMX Theory

Model Fiedler

Model Kepemimpininan
High Control Situations (I,II,III) : Task Motivated Leadership Moderate Control Situations (IV,V,VI) : Relationship Motivated Leadership Low Control Situations (VII,VIII) : Task Motivated Leadership

Kepemimpinan Situasional

Hersey&Blanchard)

Delegating Authority & Responsibility

Current Task Skills Used Health worker who can do this for me Dokter Fungsional Health worker who could be trained to do this for me Perawat

Pertemuan Pendidikan dengan kader di Konsultasi 3 desa mengenai flu burung

Supervision
Autocratic Do What I say ! Anarchic Do what you Like Democratic Let us agree on what we are to do

Pemilihan model supervisi tergantung pada job factors dan personal factors

Job Factors
The complexity of the job The difficulty of the job The need for quick decisions The need for consistent results The need for creative work

Personal Factors
The skill and experience Their willingness to accept responsibility

Pemimpin bukanlah sekedar pemangku jabatan, melainkan seorang yang menimbulkan GERAKAN dengan Kekuatan Pengaruhnya. Maka di Zaman sulit, namanya bisa menjelma menjadi Motivator, Coach, Penerjemah, Dai, Guru, Jenderal atau Panglima (Rhenald Khasali)

NEGOTIATING SKILS

Negotiation is WAR
Anda PERLU.. STRATEGI PREDIKSI INTELIJEN SASARAN AKHIR KEBERANIAN WAKTU YANG TEPAT

Untuk Diingat
Kita harus tahu mana yang bisa kita lepas dan mana yang tidak Negosiasi berarti kita mau berkompromi tentang masalah yang kita hadapi Apa yang berlaku bagi kita juga berlaku bagi lawan negosiasi kita Jangan tergesa-gesa menyetujui

Karakteristik

MENANG-MENANG

Mencari manfaat bersama Bekerjasama, bukan bersaing Lebih banyak mendengarkan, lebih lama menjalin komunikasi, dan lebih berani berkomunikasi.

Arti Menang-Menang

Adalah
Upaya yang berani. Cara terbaik menuju hubungan saling tergantung. Filsafat interaksi antar manusia yang mendukung Mentalitas Kelimpahan. Aturan interaksi yang berdasarkan-watak.

Bukan
Selalu berbaik hati. Selalu bisa dicapai.

Suatu teknik manipulatif.

Pola pikir yang berdasarkankepribadian.

Tahap-Tahap Negosiasi
Persiapan

Proposal

Debat

Tawar Menawar

Penutupan

Apa Prioritas Anda?

Menentukan Tujuan
Catat semua tujuan (Nyatakan dengan kalimat) Susun menurut prioritas :

Ideal

Realistis

Minimum

Menilai Lawan

Apakah Lawan negosiator berpengalaman ? Apakah ada perbedaan di kubu lawan ? Apakah lawan punya informasi dan pengetahuan untuk mencapai sasaranya ? Apakah lawan punya wewenang/kekuasaan untuk mencapai sasaranya ? Apakah lawan terdesak untk menyelesaikan secepatnya ?

Manajemen Prediksi
Lakukan Simulasi Sederhana Kawan kita posisikan sebagai lawan Prediksikan semua kemungkinan Semakin detail anda memprediksikan respon lawan negosiasi kita, semakin siap anda untuk

TIM NEGOSIASI

Pemimpin Orang Baik Orang Jahat Orang Garis Keras Penyapu

Pemimpin Orang Baik

Memimpin Negosiasi Menentukan hal khusus Mengendalikan anggota tim lain Menunjukkan simpati pada lawan Tampak seolah-olah mundur Membuat lawan PD & tenang Menghentikan negosiasi Membantah setiap argumen Menyerang& ungkap kelemahan Menunda kemajuan Mengamati kemajuan negosiasi Menjaga agar tim tetap terarah pada tujuan

Orang Jahat Orang Garis Keras

Penyapu

Mengusulkan cara atau taktik jika macet Menunjuk inkonsistensi lawan bila ada

Mendudukkan TIM

Orang Jahat Orang Baik Pemimpin

Orang Garis Keras Penyapu

MELAKSANAKAN NEGOSIASI
Dengar

Apa kata lawan Dengar Cara menyampaikannya Perhatikan tanda-tanda non VERBAL

Body Language

Menyilangkan tangan/kaki : Defensif/Tak percaya Bersandar Kebelakang : Kebosanan Bersandar + Menyilangkan tangan : Tidak Suka / Permusuhan Tangan Di dagu : Menimbang Mata Tidak fokus : Tidak konsentrasi Gerakan kecil tubuh, berulang : Ragu/tidak yakin Mengangkat alis : Terkejut

Peringatan !!!

Jangan ragu menolak tawaran pertama Buat tawaran bersyarat : Jika anda lakukan ini, kami akan lakukan itu.. Tanyakan sikap lawan : Apa pendapat anda jika? Jangan banyak mengalah pada tahap awal Jangan ajukan tawaran awal yang ekstrim Jangan menjawab langsung Ya atau Tidak Jangan membuat lawan tampak bodoh

Menangkis taktik khusus

MENGANCAM Katakan kita tidak dapat bernegosiasi di bawah tekanan
Tetap tenang, jangan marah/menyerang balik. Tegaskan kembali posisi kita dan tegaskan bahwa kita akan batalkan negosiasi kalau mereka tdk konstruktif

MENCEMOOH

MENGGERTAK

MERUSAK KEKOMPAKAN TIM

Tantang gertakan mereka, tolak persyaratan mereka dan tunggu reaksinya Arahkan anggota tim. Minta penundaan bila timbul perbedaan pendapat

MENANGKIS TAKTIK LANJUTAN.

MEMOJOKKAN DENGAN PERTANYAAN MEMINTA BELAS KASIHAN

Jangan jawab pertanyaan bila tidak paham. Cantumkan prasayarat atas konsesi yang dibuat Tegaskan Komitmen keadilan. Kembalikan pembicaraan ke masalah utama. Katakan juga pengorbanan kita

Melemahkan Lawan
KEUANGAN Katakan bahwa mungkin kesempatan hilang jika negosiasi diperpanjang Ancam untuk mengambil langkah hukum Timbulkan kemelut hukum

HUKUM

SOSIAL

Katakan bahwa ususlan mereka merupakan pelecehan pada orang yang terkena akibatnya
Permalukan pihak lawan untuk merusak citranya atau reputasinya Serang emosi lawan Taktik seperti pisau bermata dua

MEMPERMALUKAN (Tidak disarankan) EMOSI

Menutup Negosiasi
Menekankan

Manfaat Memberikan dukungan Menghindari situasi menangkalah Menyelamatkan muka