a motivation
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Motivation & ProductivityMotivation & Productivity
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MOTIVATIONMOTIVATION
To inspire employees to work, individually or in groups, such as toTo inspire employees to work, individually or in groups, such as toproduce the best of results ( maximum output )produce the best of results ( maximum output )
Motivation Involves abilities to :Motivation Involves abilities to :
CommunicateCommunicate
Set exampleSet example
ChallengeChallenge
EncourageEncourage
DelegateDelegate
TrainTrain RewardReward
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PRODUCTIVITYPRODUCTIVITYThe level of output a manager is able to generate withinThe level of output a manager is able to generate within
the limits of given inputs & constraints in thethe limits of given inputs & constraints in theorganizationorganization
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Link betweenLink between
Motivation & ProductivityMotivation & ProductivityDirectly LinkedDirectly Linked
Motivated employees automatically are more productiveMotivated employees automatically are more productive
BecauseBecause
They are more satisfied with their job and work hard toThey are more satisfied with their job and work hard to
grow alonggrow along--with the organization.with the organization.
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Process of stimulating people to action toProcess of stimulating people to action to
accomplish organizational goalsaccomplish organizational goals
More stress on external motivationMore stress on external motivation
-- Desires & Aspirations of employeesDesires & Aspirations of employees
Western Philosophy on MotivationWestern Philosophy on Motivation
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Indian ( Vedantic )Indian ( Vedantic )
Approach to MotivationApproach to Motivation
Motivation is not External , but , INTERNALMotivation is not External , but , INTERNAL
Every person (soul) has immense potentialEvery person (soul) has immense potential
Motivate by removing the obstacles, hurdles & confusion in the mindMotivate by removing the obstacles, hurdles & confusion in the mind
during performance of dutyduring performance of duty
In Gita : Lord Krishna did not offer any incentives to Arjuna , but ,In Gita : Lord Krishna did not offer any incentives to Arjuna , but ,
motivated him by clearing his doubtsmotivated him by clearing his doubts
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The Gita Shows Five Stages Of MotivationThe Gita Shows Five Stages Of Motivation
Patient listeningPatient listening
Putting stress on good pointsPutting stress on good points
Discussing on intellectual levelDiscussing on intellectual level
Showing the action plan to achieve the goalShowing the action plan to achieve the goal
Discussing the consequences of proposed planDiscussing the consequences of proposed plan
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Two Important Factors In MotivationTwo Important Factors In Motivation
Being an Being an AcharyaAcharyaManager can motivate if he himself lives up to the ideals he speaks ofManager can motivate if he himself lives up to the ideals he speaks of
Divinity of ManDivinity of Man
Every person is Divine ( Part of God ) , hence, he has unlimitedEvery person is Divine ( Part of God ) , hence, he has unlimitedpotential for growthpotential for growth
Do not criticize ones weak points onlyDo not criticize ones weak points only
Rather highlight his strong aspects. This will motivate him and makeRather highlight his strong aspects. This will motivate him and make
him more productivehim more productive
Bhagwat Gita teaches how to motivate a person from withinBhagwat Gita teaches how to motivate a person from within
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Maslows Theory of MotivationMaslows Theory of Motivation
Physiological NeedsPhysiological Needs
Safety NeedsSafety Needs
Social NeedsSocial Needs
Esteem NeedsEsteem Needs
SelfSelf--Actualization NeedsActualization Needs
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When one need is satisfied, then the next need becomes dominantWhen one need is satisfied, then the next need becomes dominant
Three Basic Premises :Three Basic Premises :
1.) Man always wants more & more1.) Man always wants more & more
2.) Satisfied need cannot motivate , only Un2.) Satisfied need cannot motivate , only Un--satisfied need cansatisfied need can
motivatemotivate
3.) Need Hierarchy : Only when lower level need is satisfied, then, the3.) Need Hierarchy : Only when lower level need is satisfied, then, the
higher level need emergeshigher level need emerges
Maslows Theory of MotivationMaslows Theory of Motivation
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Vedantic Hierarchy of NeedsVedantic Hierarchy of Needs
1.) Desire1.) Desire\\Need for Existence (SAT)Need for Existence (SAT)
2.) Desire for Knowledge (CHIT)2.) Desire for Knowledge (CHIT)
3.) Desire for Happiness (ANANDA)3.) Desire for Happiness (ANANDA)
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Leadership Styles (For Motivation)Leadership Styles (For Motivation)
Human Touch & Job SecurityHuman Touch & Job Security
Getting work done through :Getting work done through :
SaamSaam BrotherhoodBrotherhood
DaamDaam MoneyMoney
DandDand PunishmentPunishment
BhedBhed Creating DifferencesCreating Differences
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Three Types Of Employees (Gita)Three Types Of Employees (Gita)
TAMSICTAMSIC : No Vision, Less Ability, Avoid Responsibility: No Vision, Less Ability, Avoid Responsibility
-- DAND management strategyDAND management strategy
RAJASICRAJASIC:
High ability but, want high returns:
High ability but, want high returns-- Managed by DAAMManaged by DAAM
SATVIKSATVIK : Intelligent, Able & Productive: Intelligent, Able & Productive
-- Managed by BHED (Delegating Authority)Managed by BHED (Delegating Authority)
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Theory Theory II Management Management (India)(India)
Most IndiansMost Indians ValueValue
EmotionsEmotions
Growth OpportunitiesGrowth Opportunities Culture & Tradition ,Culture & Tradition ,
ButBut
Lack organizational objectives (holistic)Lack organizational objectives (holistic)
Lack ofDrive & Passion for workLack ofDrive & Passion for work
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Human Touch & Job Insecurity. Human Touch & Job Insecurity. ii
Leadership StylesLeadership Styles Tamas , Rajas , SatwasTamas , Rajas , Satwas
Human touch is important, but, must not lead toHuman touch is important, but, must not lead to
permanent job security or complacencypermanent job security or complacency
Job insecurity leads to less productivityJob insecurity leads to less productivity
High job security leads to complacencyHigh job security leads to complacency
Hence, a proper balance must be maintainedHence, a proper balance must be maintained
LeaderLeader Equilibrium level of job security to ensureEquilibrium level of job security to ensuremaximum productivitymaximum productivity
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FOLLOWERSHIPFOLLOWERSHIP
Type of Employee Follower-ship
Style
Important
Characteristics
Less AbilityLess Ability
Avoid ResponsibilityAvoid Responsibility
BHAKTIYOGISBHAKTIYOGIS
(B
lind/Faithful/(B
lind/Faithful/Unquestioning)Unquestioning)
Full faith in leaderFull faith in leader
Take Regular AdviseTake Regular AdviseUrge to learn & growUrge to learn & grow
Mature , AbleMature , Able
& Responsible& Responsible
KARMAYOGISKARMAYOGIS
(Work is Worship)(Work is Worship)
Act responsiblyAct responsibly
Guide subordinatesGuide subordinates
Future leadership abilityFuture leadership ability
Very MatureVery Mature
High AbilityHigh Ability
GYANYOGISGYANYOGIS
( Visionary and( Visionary and
Change agents )Change agents )
Work independentlyWork independently
High performanceHigh performance
Change agentsChange agents
Given due respectGiven due respect