The process of inducing a person or group of people, each with distinct needs and personalities, to achieve the organization’s objectives while also working to achieve personal objectives.

Motivation.

Motivation has to do with the?

Why of human behavior.

To stimulate present employees to produce or perform more efficiently and effectively. (Development).

Purposes of Motivation.

“Motivate others as you would like to be motivated.”

The Golden Rule of Motivation.

“Motivate others as they would like to be motivated.”

The Platinum Rule of Motivation.

Come from inside the individual such as positive feeling from a job well done, personal pride in your craft.

Intrinsic Rewards.

Come from outside the individual – Any kind of reward from the outside.

Extrinsic Rewards.

Belief that you are reasonably in command of your environment, actions, and outputs.

Internal Locus of Control.

Belief that you are not in command of your environment as the future is already predetermined by luck or chance.

External Locus of Control.

Focus on what causes people to act.

Content Theories.

Focus on how behavior is energized, directed, and related to performance and satisfaction.

Process Theories.

1940’s - Abraham Maslow Very famous but also incomplete 1. Physiological 2. Safety 3. Social 4. Esteem 5. Self-actualization

Maslow's Hierarchy.

1960’s – David McCelland Need for achievement. Moderate risk taking. Set moderate goals and take moderate risks. Strong need for feedback. Have skill in long range planning and organizational abilities. Need for affiliation. Similar to Maslow’s social need. Has not changed much in last 20 years. Need for power. Two types – personalized and social.

McClelland's Achievement Theory.

1960’s - Frederick Herzberg Factors are not needs, but work conditions Two factors: Job dissatisfaction- maintenance factors (hygiene). Clean work environment, good working conditions. Absence of maintenance factors causes dissatisfaction. Job satisfaction- motivators. Train workers, use mentors, compliment workers. Similar to esteem and self-actualization (Maslow). Need Mx factors present –then motivators become important.

Herzberg’s Motivation- Maintenance Theory (aka - two factor theory)

1940’s - Clark Hull & Kenneth Spence Four independent levers/needs hardwired into brains. different amounts needed for everyone: Drive to: Acquire – relative in that we always compare what we have to others and will never be completely satisfied. Bond – similar to the belongingness and relatedness needs; most associated with positive emotions like love. Comprehend – related to wanting to make sense out of the world around us. Defend-Rooted in the basic fight, or flight response.

Drive Theory.

1960’s – Victor H. Vroom (Expectancy x Instrumentality x Valence = Motivational Force). Employees determine in advance how much effort to expend to achieve a goal. Predicts high performance when A high probability that effort will lead to high performance.(Expectancy) AND A high probability that high performance leads to favorable outcomes (Instrumentality) AND These outcomes (rewards) have value to employee (Valence).

Expectancy Theory.

Based on the law of effect. 1940’s - B.F. Skinner. Behavior followed by satisfying consequences tends to be repeated. Behavior followed by unsatisfying consequences tends not to be repeated. Therefore:  Reinforce: (praise, reward) behavior thereby encouraging him/her to repeat behavior.  Discourage: unfavorable behavior through punishment, thereby encouraging him/her not to repeat it.

Reinforcement Theory.

1960’s – J. Stacy Adams  People will compare the inputs they bring to the job to the outcomes they get from the job with those of other employees in other jobs. Reduce effort to be in line with perceived inequity. Withdraw effort and ultimately leave organization.

Equity Theory.

Leadership is based on a person’s ability to influence others to work toward personal and organizational goals. (Narrow Focus).

Leadership in More Depth.

Management is more broad and, in addition to leadership, includes planning, organizing, and controlling. (Broad Focus).

Management in More Depth.

Authoritarian.

Autocratic.

Democratic.

Participative.

Laissez-Faire

Free Rein Leaders.

Task.

Production Oriented.

People.

Employee Oriented.

More of a focus on human relations along with output and performance.

Behavioral Leadership.

1. Dislikes work. 2. Must be coerced, controlled, directed to put forth adequate effort to achieve organization’s goals. 3. Prefers to be directed, avoids responsibility, and has little ambition.

Theory X Managers, assumes that the average employee:

1. Views work as natural as play and seeks responsibility. 2. Exercise self control and self direction. 3. Has a high level of imagination and creativity. 4. Has room to grow intellectually.

Theory Y managers assumes that the average employee:

Main conclusion was that supervisors who practiced close supervision and were more job centered had lower morale and productivity.

Likert's Leadership Findings.

Uses concern for production (horizontal axis) and concern for people (vertical axis) on a 1 to 9 scale to plot five basic leadership styles.

Blake and Mouton’s Managerial Grid (aka Leadership Grid).

Abdicator, doesn’t seem to care about people or getting the job done.

(Impoverished Management).

Some emphasis on production with some emphasis on people.

(Middle of the Road Management).

Permissive leadership, some laissez faire, keeps employees happy.

(Country Club Management).

Stern taskmaster, an autocrat, close supervision.

(Authority – Compliance Management).

Has a high concern for people and a high concern for production.

(Team Management).

Assumes that a leader’s style is relatively stable; you are either a task-oriented leader or relationship-oriented.

Fiedler’s Contingency Theory.

Very favorable or very unfavorable to the leader.

High performance results from matching the task-oriented leader with situations either:

Intermediate favorability.

Matching relationship-oriented leader to:

Situational leadership theory uses previous research (contingency theory) and adds an emphasis on leaders adapting depending on the situation.

Hersey and Blanchard’s Situational Theory.

Transactional leaders:  Identify performance standards,  Identify /provide rewards.  If you do this, I’ll provide that. ‘Quid pro quo” Transformational leaders:  More visionary  Instill pride /esprit de corps (Charismatic)  Delegate and empower to grow employees  Provide attention and nurture development  Intellectually challenge employees

Transformational / Transactional Leadership Theories. Burns and Bass' Theories.

Leaders who put their organizations, followers, and sometimes society’s needs ahead of their own.

Greenleaf’s Servant Leadership.

1. Listening 2. Empathy 3. Healing 4. Awareness 5. Persuasion 6. Conceptualization 7. Foresight 8. Stewardship 9. Commitment to people 10. Building Community

10 Characteristics of Servant Leaders.

Level 5 leaders are different from other leaders in two important ways: 1) They possess fierce resolve to act in the best interest of the organization. 2) They have a sense of humility with a complete lack of ego.

Collins’ Level 5 Leadership.

Refers to ability to perceive, process, understand, and manage emotions and behaviors in self and others.

Emotional Intelligence (EI). Also referred to as Emotional Quotient (EQ).

Early studies favored attributes of men. Later studies show that women lead differently and possibly better.

Influence of Gender.

_____________ is defined as concentrating the power and authority near or at the top of the organization.

Centralization.

_______________is defined as the authority–responsibility relationships that link superiors and subordinates together throughout the entire organization.

Chain of command.

_______________is dispersing the power and decision-making to successively lower levels of the organization.

Decentralization.

____________ is defined as the organization process of determining how activities are to be grouped.

Departmentalization.

The form of departmentalization that groups together all the functions associated with a single-product line, customer group, or geographic territory is called:

The divisional structure.

The ____________structure is a hybrid type of departmentalization in which employees from several specialties are brought together to complete limited-life tasks. It usually evolves from one or more of the other types of departmentalization and is used in response to demand for unique blends of skill from different specialties in the organization (e.g. project management).

Matrix.

The ____________ structure is a form of departmentalization that groups together common functions or similar activities to form an organizational unit.

Vertical functional.

This structure is widely used today because it improves horizontal coordination, cooperation, and communication with the use of permanent or temporary cross-functional _________.

Teams.

The ___________ structure includes a central business unit (hub) linked to a network of functional suppliers.

Network.

_____________is the concept that two or more people, working together in a cooperative, coordinated way, can accomplish more than the sum of their independent efforts.

Synergy.

____________rewards/motives, such as a sense of pride, come from inside the individual.

Intrinsic.

According to Herzberg, ____________ factors relate to higher levels of esteem and self-actualization. These can have an uplifting effect on attitudes.

Motivation.

___________rewards come from outside the individual.

Extrinsic.

. ___________rewards come from outside the individual.

Maintenance.

_________________suggests human needs may be arranged in a hierarchy of importance progressing from a lower to a higher order of needs and once satisfied the need no longer serves as that primary motivator of behavior.

Maslow’s hierarchy of needs.

According to Maslow, the lowest order-need level is:

Physiological.

______________is the process theory that says individuals consider the probability that their efforts will lead to performance, along with the probability that this performance will lead to a desired outcome, and the outcome will be valued.

Expectancy theory.

_____________is the content theory that focuses on four individual level and independent needs of all people—their drives to acquire, bond, comprehend, and defend—and managerial and organizational responses to those needs.

Drive theory.

______________is the process theory that predicts that people compare the inputs they possess and use with the outcomes (rewards) they receive as compared to those of other employees in comparable jobs in order to determine whether they are being treated fairly.

Equity theory.

According to Vroom’s Expectancy Theory, ___________is the value or outcome that is received.

Valence.

Which of the following statements is not consistent with Theory X?

Work is as natural as play.

In _____________________, the style of the leader should change as the maturity or readiness level of the followers’ increases.

Hersey & Blanchard’s Life cycle or situational theory.

The basic premise of __________________________ is that we can view five basic leadership styles by looking at concern for production and concern for people plotted on a graph. According to this theory team management is the most effective leadership style.

Blake & Mouton’s Managerial grid.

Which of the following statements is associated with Level 5 leaders?

They have a fierce resolve to act in the best interest of the organization and have a sense of humility.

. __________________________________ leadership is a more visionary and empowering leadership style. It is related closely to charismatic and developmental leadership.

Transformational.

. ____________ is the ability to perceive, process, understand, and manage emotions and behaviors in oneself and others.

Emotional intelligence.

According to ______________, workers accept work as natural, seek responsibility, and will exercise self-direction and self-control to achieve company objectives.

Theory Y.

______________ claims leaders possess certain traits or characteristics that cause them to rise above their followers.

Trait theory.

According to Blake and Mouton, ________________ leaders are “loose” and permissive and let followers do what they want.

Country club.

. ____________ is the process of influencing individual and group activities toward goal setting and goal achievement. It is a reciprocal interaction that occurs between a leader and his or her follower(s).

Leading.