ARPITA SHARMAPh.D. RESEARCH STUDENT

ARGICULTURAL COMMUNICATION DEPT OF GBPUA&T, PANTNAGAR

EMAIL. ID-arpii2008@gmail.com

Management

Management in business and human organization activity is simply the act of getting people together to accomplish desired goals. Management comprises planning, organizing, staffing, leading or directing, and controlling, an organization a group of one or more people or entities or effort for the purpose of accomplishing a goal.

Abraham Maslow’s “Need Hierarchy Theory

MASLOW'S NEED HEIRARCHY

• The most basic need emerging first and The most sophisticated need at last

• People move up the hierarchy one level at a time

• As basic or lower-level needs are satisfied, higher-level needs become operative

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Level I - Physiological Needs

• The most basic human needs include food, water, clothing, shelter.

• The organization helps to satisfy employees' physiological needs

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Level II - Safety Needs

• The desires for security and stability, to feel safe from harm

• The organization helps to satisfy employees' safety needs by benefits

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Level III - Social Needs

• The desires for affiliation include friendship and belongingness

• The organization helps to satisfy employees' social needs through sports teams, parties, and celebrations.

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Level IV - Esteem Needs

• The desires for self-respect and respect or recognition from others.

• The organization helps to satisfy employees' esteem needs by matching the skills and abilities of the employee to the job.

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Level V - Self-Actualisation Needs

• The desires for self-fulfillment and the realization of the individual's full potential

• The supervisor can help fulfill self-actualization needs by assigning tasks that challenge employees' minds

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Herzberg’s Motivation-Hygiene Theory

• Motivator Factors • Achievement • Recognition • Work Itself • Responsibility • Promotion • Growth • Hygiene Factors • Pay and Benefits • Company Policy and Administration • Relationships with co-workers • Physical Environment • Job Security • Salary

BEING A MOTIVATING MANAGER

• Treat staff well • Think like a winner• Recognize the differences • Set realistic goals • Prevent Demotivation • Non-financial rewards

Theory X and Theory Y

Douglas McGregor Philosophical view of humankind with his Theory X and Theory Y in 1960.

Theory X

• People have an inherent dislike for work and will avoid it whenever possible.

• People must be coerced, controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives.

• People prefer to be directed, do not want responsibility, and have little or no ambition.

• People seek security above all else.

Theory Y

• Work is as natural as play and rest. • People will exercise self-direction if they are

committed to the objectives (they are NOT lazy). • Commitment to objectives is a function of the

rewards associated with their achievement. • People learn to accept and seek responsibility. • Creativity, ingenuity, and imagination are widely

distributed among the population. People are capable of using these abilities to solve an organizational problem.

• People have potential.

Theories of DiffusionTheories of Diffusion 1616April 7, 2023April 7, 2023

McClelland's work is- McClelland's work is-

Achievement motivation (n-ach)

Power motivation (n-pow)

Affiliation motivation (n-affil)

Need for Achievement

• Achievement motivated people thrive on pursuing and attaining goals

• They take moderate risks

• They like to get immediate feedback on how they have done

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Need for Power

• Power motivated individuals see almost every situation as an opportunity to seize control or dominate others

• They love to influence others• They like to change situations whether or

not it is needed• They are willing to assert themselves

when a decision needs to be made

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Need for Affiliation

• Affiliation motivated people are usually friendly and like to socialize with others

• They will usually respond to an appeal for cooperation

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ALDERFER'S ERG

Existence Needs

• These are the desires for material and physical well being

• These needs are satisfied with food, water, air, shelter, working conditions, pay, and fringe benefits

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Relatedness Needs

• These are the desires to establish and maintain interpersonal relationships

• These needs are satisfied with relationships with family, friends, supervisors, subordinates, and co-workers

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Growth Needs

These are the desires: To be creative To make useful and productive contributions To have opportunities for personal

development

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Porter and Lowler Model

Value of RewardValue of Reward

Extrinsic RewardsExtrinsic Rewards

Perceived Effort – Reward ProbabilityPerceived Effort – Reward Probability

Performance Accomplishme

nt

Performance Accomplishme

nt

Intrinsic RewardsIntrinsic RewardsAbility & TraitsAbility & Traits

Satisfaction

SatisfactionEffortsEfforts

Role Perception

Role Perception

Perceived Equitable Rewards

Perceived Equitable Rewards

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Cognitive Evaluation Theory

• External reward – Internal reward

• Instead of treating external factors like pay, incentives, promotion and internal factors like interest, drives, cognition is to be such that even when external motivators are not there the internal motivation continue.