MOTIVATION AND COMMUNICATION

MOTIVATION

-The reason or reasons one has for acting or behaving in a particular way or particular manner.

-The act or an instance of motivating, or providing

with a reason to act in a certain way

MOTIVATION CONCEPTS

I. INTRINSIC

II. EXTRINSIC

i-a. INTRINSIC MOTIVATION comes from rewards inherent to a

task or activity itself. not only makes people perform well

and more accurately, but the people do not expect anything for doing it- the activity in itself is the reward.

INTRINSIC MOTIVATION Feeling of competency Personal development

i-b. EXTRINSIC MOTIVATION comes from outside of the performer. they are valued outcomes given to

someone by another person. (supervisor or higher level manager)

EXTRINSIC MOTIVATION Money

> pay bonuses Promotions Time off Special Assignments Award Verbal praise

MOTIVATIONAL THEORIES:

I. THE INCENTIVE THEORYII. NEED THEORIESIII. COGNITIVE THEORIESIV. REINFORCEMENT THEORY

I. THE INCENTIVE THEORY A reward, tangible or intangible, is

presented after the occurrence of an action (behavior) with the intent to cause the behavior to occur again.

Sources of motivation: Oneself (intrinsic motivation) Other people (extrinsic motivation)

II. NEED THEORIES(ABRAHAM MASLOW)

ii-a. Need Hierarchy Theory human beings have wants and desires

which influence their behavior. Only unsatisfied needs influence, satisfied needs do not.

since needs are many, they are arranged in order or importance, from the basic to the complex.

the person advances to the next level of needs only after the lower level need is a least minimally satisfied.

Maslow’s Hierarchy of Human Needs:( LOWEST (basic) to HIGHEST (most complex) )

NEEDS: To satisfy, offers:

Physiological needs > rest and refreshment breaks

  > physical comfort on the job

  > reasonable work hours

     

Safety needs > safe working conditions

  > job security

  > base compensation and benefits

     

Social needs / Belongingness > friendly workers

  > interaction with customers

  > pleasant supervisors

     

Esteem needs > responsibility of an important job

  > promotion to higher status job

  > praise and recognition from boss

     

Self-actualization needs > creative and challenging work

  > participation in decision making

  > job flexibility and autonomy

     

ii-b. Herzberg’s Two Factor Theory(FREDERICK HERZBERG)

1. Motivators or Satisfiers gives positive satisfaction

Challenging work Recognition Responsibility Growth opportunities Achievements

ii-b. Herzberg’s Two Factor Theory2. Hygiene Factors Do not motivate if present, but if

absent, result in demotivation.

Salary Job security Fringe benefits Working conditions Organizational policies Technical quality of supervision

III. COGNITIVE THEORIESiii-a. Goal-setting Theory is based on the notion that

individuals sometimes have a drive to reach a clearly defined end state.

Often, this end state is a reward in itself.

A goal’s efficiency is affected by 3 features:

Proximity Difficulty Specificity

PROXIMITY An ideal goal should present a situation

where the time between the initiation of behavior and the end state is close.

DIFFICULTY A goal should be moderate; not too

hard or not too easy.SPECIFICITY The goal should be objectively defined

and intelligible for the individual.

WHAT IS COMMUNICATION?

The Dictionary defined communication as the activity of conveying information through the exchange of ideas, feelings, intentions, attitudes, expectations, perceptions or commands, as by speech, non-verbal gestures, writings, behaviour and possibly by other means such as electromagnetic, chemical or physical phenomena. It is the meaningful exchange of information between two or more participants

HOW IMPORTANT IS COMMUNICATION IN ORGANIZATION?

Communication is the fundamental process a manager will use to plan, lead, organize, and control. Without communication, a manager would be unable to convey organizational needs, agendas, values, goals, authority, relationships, and any other related organizational factor. Much like your vital organs, communication is necessary for all business activities in some form or another. Put simply, vital organs are necessary to sustain life in a human, and communication is necessary to sustain organizational success.

MODEL OF COMMUNICATION PROCESS

Methods of Communication;

Dialogue/Verbal Communication (Oral)

Non-verbal Communication

Written/Visual Communication

Elements for Effective Oral Communication

Active Listening- making sense of what is heard and

requires paying attention, interpreting, and remembering sound stimuli.

Constructive Feedback- managers often do poor jobs of

providing employees with performance feedback.

NONVERBAL COMMUNICATION

Messages sent through human actions and behavior rather through words.

Most nonverbal communication is unconscious or subconscious.

Occurs mostly face-to-face. Three factors in message

interpretation. Verbal Impact: 7 percent. Vocal Impact: 38 percent. Facial Impact: 55 percent.

ORGANIZATIONAL COMMUNICATION: DOWNWARD, UPWARD, AND HORIZONTAL COMMUNICATION

SOURCE: Adopted from Richard L. Daft and Richard M. Steers, Organizations; A Micro-Macro Approach, 538 Copyright 1986 by Scott, Foresman and Company, Used by permission.

Downward Communication

Messages sent from top management down to subordinates.

Most familiar and obvious flow of formal communication.

Major problem is drop off.Another concern, distortion.

UPWARD COMMUNICATION

• Messages that flow from the lower to the higher levels in the organizations.

• Upward communications mechanisms:1. Suggestion boxes.2. Employee surveys.3. MIS reports.4. Face to face conversations.

HORIZONTAL COMMUNICATION lateral or diagonal exchange of

messages among peers or co-workers

may occur across departments

purpose is not only to inform but also to request support and coordinate activities

PERSONAL COMMUNICATION CHANNELS

- Communication channels that exist outside the formally authorized channels and do not adhere to the organization’s hierarchy of authority

Types of Personal Communication Channels

Personal Networks Management By Wandering Around Grapevine

PERSONAL NETWORKS

refers to the acquisition and cultivation of personal relationships that cross departmental, hierarchical and even organizational boundaries

MANAGEMENT BY WANDERING AROUND

Mingle and develop positive relationships with employees and learn directly from them about their department, division or organization

Managers have chance to describe key ideas and values and in turn learn about the problems and issues confronting employees

THE GRAPEVINE An informal person to person

communication network of employees that is not officially sanctioned by the organization

Tends to be more active during periods of change.

About 80% of topics are business related.

About 70-90% of details of grapevine are accurate.

Thank You!

Ten Keys to Effective Listening

SOURCE: Adapted from Sherman K. Okum, “How to Be a Better Listener,” Nation’s Business (August 1975), 62 and Philip Morgan and Kent Baker, “Building a Professional Image; Improving Listening Behavior,” Supervisory Management (November 1985), 34-38.