motivation and leading technical people preview two contrasting views (theories x and y) approaches...
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Motivation and Leading Technical People
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Two contrasting views (Theories X and Y)
Approaches to Motivation
a. Content Theories (based on human needs) b. Process Theories (behavior is determined by expected outcomes)
Nature of Leadership
Effectively motivating Technical Professionals
Assoc.Prof.Dr.B.G.Çetiner
Motivation and Leading Technical People
Motivation: An inner state that energizes, activates, or moves and that directs or channels behavior toward goals.
Company Goals
Motivation is the feeling that directs the person toward goals
Assoc.Prof.Dr.B.G.Çetiner
Motivation and Leading Technical People
We can define motivation in terms of three measures
1. Direction
Direction
(When several alternatives are available)Assoc.Prof.Dr.B.G.Çetiner
Motivation and Leading Technical People
We can define motivation in terms of three measures
2. Strength of behavior when choice is made
DirectionStrength
Bigger heart shows larger motivation Assoc.Prof.Dr.B.G.Çetiner
Motivation and Leading Technical People
We can define motivation in terms of three measures
3. Persistence of Behavior
Strength
Persistence shows the consistency and continuousnessAssoc.Prof.Dr.B.G.Çetiner
Motivation and Leading Technical People
There is only one way if you want the people to make something for you
Making them want to do it.
In other words, motivate them.
Assoc.Prof.Dr.B.G.Çetiner
Motivation and Leading Technical People
McGregor’s Theory X and Theory Y
Two sets of assumptions to motivate people
Theory X
1. Management is responsible for organizing the elements of productive enterprise (money, materials, equipment, people)
2. We have to motivate people, direct their efforts, control their actions and modify their behavior to fit the needs of organization
3. If we don’t do this people would be passive even resistant to organization needs. They must be persuaded, rewarded, punished, and controlled by management.
Assoc.Prof.Dr.B.G.Çetiner
Motivation and Leading Technical People
Summary of Theory X
People always have to be motivated by management
Manager
Assoc.Prof.Dr.B.G.Çetiner
Motivation and Leading Technical People
Theory X
Behind this conventional theory there are several beliefsto support
1.The average person is by nature indolent
2. He lacks ambition, dislikes responsibility, prefers to be led.
3. He is self-centered, indifferent to organizational needs.
4. He is by nature resistant to change.
5. He is gullible, not very bright, the ready dupe of charlatan and demagogue
Assoc.Prof.Dr.B.G.Çetiner
Motivation and Leading Technical People
Theory X
This is carrot-and-stick approach
Assoc.Prof.Dr.B.G.Çetiner
Motivation and Leading Technical People
Theory Y
Theory Y is opposite of the Theory X as following;
Assoc.Prof.Dr.B.G.Çetiner
Theory Y1. Management is responsible for organizing the elements of productive enterprise (money, materials, equipment, people) Same as Theory 12. People are not passive by nature. They have become so as a result of experience in organizations.
3. The motivation, potential, and the readiness to direct behavior toward organization goal are all present in people.4. Main task of management is to arrange organizational conditions and methods of operation so that people can achieve their own goals.
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
Theory X relies upon external control of human behavior.
Treats people as child
Not valid for knowledge workers such as engineers
Not valid even for manual workers of developed societies
Theory Y relies upon self-control and self direction.
Knowledge has to be self-directed.
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
CONTENT THEORIES
Based on human needs andand satisfaction of them
Behavioral choices are mademore rationally based on expectedoutcomes
PROCESS THEORIES
OTHER THEORIES
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
CONTENT THEORIES:Maslow’s Hierarchy of Needs
In this theory, there are 5 needs and each need rests on the prior satisfaction of another.
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
CONTENT THEORIES:Maslow’s Hierarchy of Needs
In this theory, there are 5 needs and each need rests on the prior satisfaction of another.
Physiological Needs
Safety and Security Needs
Affectionate Needs
Esteem Needs
Self-actualization Needs
Minimum Level
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
CONTENT THEORIES:Maslow’s Hierarchy of Needs
Physiological Needs
Safety and Security Needs
Affectionate Needs
Esteem Needs
Self-actualization Needs
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
CONTENT THEORIES:Herzberg’s two-factor theory: Factor 1 is called hygiene factors. Factor 2 is called motivation factors.
Physiological Needs
Safety and Security Needs
Affectionate Needs
Esteem Needs
Self-actualization Needs
HygieneFactors
1
MotivationFactors(motivators)
2
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
CONTENT THEORIES:McClelland’s trio of needs: Mixture of three needs
Need for achievement
Need for power
Need for affiliation
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
CONTENT THEORIES:McClelland’s trio of needs: Mixture of three needs
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
PROCESS THEORIES:In process based theories, human need is part of mechanism.
These theories put greater emphasis on the expectation of favorable consequences or rewards
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
PROCESS THEORIES:
Equity Theory:
Based on the simple belief that people want to be treated fairly relative to the treatment of others.
Job 1 = Job 2
Money 1 = Money 2 ....... = ......
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
PROCESS THEORIES:
Expectancy Theory:
Relates the effort a person puts forward to the expectation of achieving some desired goal.
Effort-to-PerformanceExpectancy
1
Performance-to-outcomeExpectancy
2
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
PROCESS THEORIES:
Expectancy Theory: Relates the effort a person puts forward to the expectation of achieving some desired goal.
Effort-to-PerformanceExpectancy
Performance-to-outcomeExpectancy
Effort Performance Outcomes
Environment
Ability
* Satisfaction influences future effort
OutcomesPerformance
* Performance, in turn, leads to intrinsic and extrinsic rewards as in expectancy
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
PROCESS THEORIES:
Porter-Lawler Extension to Expectancy Theory: It adds satisfaction to the Expectancy Theory.
Effort
* Personal effort, abilities, role perceptions, environment determine performance
* The perceived equity determines the satisfaction
Satisfaction
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
PROCESS THEORIES:
Porter-Lawler Extension to Expectancy Theory: It adds satisfaction to the Expectancy Theory.
OutcomesPerformance
Expectancy Theory + Satisfaction + Feedback for future effort
Effort Satisfaction
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
PROCESS THEORIES:
Behavior Modification (Reinforcement Theory): Motivation (behavior) followed by an event (reinforcement) which affects the repetition of behavior.
OutcomesPerformanceEffort SatisfactionEvent
Reinforcement
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
PROCESS THEORIES:
Behavior Modification (Reinforcement Theory): Motivation (behavior) followed by an event (reinforcement) which affects the repetition of behavior.
SatisfactionEventReinforcement
Motivation and Leading Technical People
PROCESS THEORIES:
Behavior Modification (Reinforcement Theory): Motivation (behavior) followed by an event (reinforcement) which affects the repetition of behavior.
Reinforcement
Positive Reinforcement: Increases the repetition of desired behavior byproviding a reward (promotion, recognition etc)
Negative Reinforcement: Increases the repetition of desired behavior byletting the employee escape from undesired consequencesPunishment: Decreases the repetition of undesired behavior byimposing penaltiesExtinction: Decreases the repetition of undesired behavior bysimply ignoring and using positive reinforcement
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
PROCESS THEORIES:
Behavior Modification (Reinforcement Theory): Motivation (behavior) followed by an event (reinforcement) which affects the repetition of behavior.
Reinforcement
- NegativeReinforcement
PunishmentReinforcement+
Positive Reinforcement
Extinction
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
LEADERSHIP
Process of getting cooperation of other people to achieve a desired goal.
Ability to get men to do what they don’t want to do and like it.
Mixture of persuasion and compulsion
NATURE OF LEADERSHIP
The great leader is the one who can show people that their self-interest(benefit) is different from that which they perceived.
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
Mixture of persuasion and compulsion
NATURE OF LEADERSHIP
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
Leadership is formal (titular) or non-formal.
NATURE OF LEADERSHIP
They have the authority(power of reward and punishment)
They are true leaders
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
There are 4 personal characteristics for leadership
LEADERSHIP TRAITS (PERSONAL CHARACTERISTICS)
• Physical Qualities: Health, Vitality, Endurance
• Personal Attributes: Personal Magnetism, Cooperativeness, enthusiasm, ability to inspire, persuasiveness, forcefulness, and tact
• Character Attributes: Integrity, Humanism, Self-discipline, Stability and Hard working
• Intellectual Qualities: Mental capacity, ability to teach others, scientific approach to problems
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
They measure personal preferences on four scales, each made up of two opposite preferences:
MYERS-BRIGGS PREFERENCES
• Extroversion E (Focused on the outer world of people and things) versus Introversion I (Focused on the inner world of ideas)
• Intuition N (focused on the future, with a view toward patterns and possibilities) versus Sensing S (focused on the present feelings)
• Thinking T (basing decisions on logic and objective analysis of cause and effect) versus Feeling F (subjective evaluation-emotional)
• Judging J (preferring to have things settled-a planned and organized approach to life) versus Perceiving P (preferring to keep options open-a flexible and spontaneous approach to life)
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
Two successful groups are
MYERS-BRIGGS PREFERENCES
ENTJ (Extroversion-Intuition-Thinking-Judging)
Engineering managers
INTJ (Introversion-Intuition-Thinking-Judging)
Scientists, Researchers
ISFP (Introversion-Sensing-Feeling-Perceiving)
Worst case, non-experiencedprofessional
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
Special Characteristics of technical professionals are as follows:
LEADING TECHNICAL PEOPLEGENERAL NATURE OF TECHNICAL PROFESSIONAL
• High Need for Achievement
• Desiring Autonomy (Independence)
• Tending to identify first with their profession (then company)
• Seeking to maintain their expertise
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
Scientists versus Engineers
LEADING TECHNICAL PEOPLEDIFFERENCES AMONG TECHNICAL PROFESSIONALS
• Higher value on independence in science people
• True scientist is assumed to have doctorate but typical engineer begins with B.S. Degree and later MS.c degree• Scientists put a high value on professional autonomy and publication of results
• Scientists look for reputation outside the company
• Scientist tries to add his new findings to literature whereas new findings of engineer are usually proprietary information to company
Motivation and Leading Technical People
Assoc.Prof.Dr.B.G.Çetiner
Successful technical leaders should master five strategic dimensions
LEADING TECHNICAL PEOPLEDimensions of Technical Leadership
1. Coach for peak performance: listen, ask, facilitate, integrate, provide administrative support
2. Run Organizational Interference: Obtain resources, support professionals and minimize the bureaucracy
3. Orchestrate Professional Development
4. Expand Individual Productivity through Teamwork
5. Facilitate Self-management