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Motivation, Leadership, and Teamwork 2014 Pearson Education, Inc. 8-1 chapter 8 Better Business 3rd Edition Solomon (Contributing Editor) Poatsy Martin

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Motivation: Lighting the Fire 2014 Pearson Education, Inc. 8-2 What is Motivation? The individual internal process that energizes, directs, and sustains behavior; the personal force that causes us to behave in a particular way Morale An employees feelings about his or her job, superiors, and the firm itself Why is Morale Important? High morale results from the satisfaction of needs or as a result of the job and leads to dedication, loyalty, and the desire to do the job well Low morale leads to shoddy work, absenteeism, and high turnover rates Good managers motivate others to reach their best Motivated workers feel great about work Workers who feel good, produce more There are multiple motivation theories

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Motivation in the Workplace 73 percent of U.S. employees are not engaged in or are actively disengaged from their work SAS Institute in North Carolina fosters a creative environment by: Keeping employees intellectually engaged Removing distractions Making managers responsible for sparking creativity Eliminating arbitrary distinctions between administrative suits and more abstract creatives Engaging customers as creative partners 2014 Pearson Education, Inc. 8-3

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Benefits of Keeping Employees Motivated Workers are more productive Workers are more creative Retention levels are higher Companies benefit financially 2014 Pearson Education, Inc. 8-4

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Reinforcement Theory 2011 Pearson Education, Inc. 5 Reinforcement Theory Behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur. Reinforcement: an action that follows directly from a particular behavior Types of reinforcement Positive reinforcement: strengthens desired behavior by providing a reward (ex. Raise, Pat on the Back) Negative reinforcement: strengthens desired behavior by eliminating an undesirable task or situation (ex. Assigning clean-up duty to workers who dont meet their tasks) Punishment: an undesired consequence of undesirable behavior (ex. Reprimands, job termination, reduced pay) Extinction: eliminate undesirable behavior by not responding to behavior (ex. Not sending an email response to an employee who constantly emails with you complaints)

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Theories of Motivation: Maslows Hierarchy of Needs 2011 Pearson Education, Inc. 6 Maslows Hierarchy of Needs A sequence of human needs (personal requirements) in the order of their importance Theory of motivation that states workers are only motivated until their most basic human needs (personal requirements) are met first Physiological needs Basic survival needs (food, water, shelter) Safety needs The need to feel safe and secure at work (job security, health insurance, safe working conditions) Social needs The need to feel love, accepted, and part of the group (working relationships, social networks) Esteem needs The need for respect, recognition, and a sense of our own accomplishment and worth (personal accomplishments, promotions, honors and awards) Self-actualization needs The need to grow and develop and become all that we are capable of being. This is the hardest need to identify (learning a new skill, starting a new career, or becoming the best there is at their craft How to use this theory? Businesses have to satisfy basic needs first (which they usually do) before they can satisfy workers higher order needs (this is the challenge). Businesses must identify their workers needs that are not being met, and work to try and help fulfill that worker need so theyll be motivated to work

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Theories of Motivation: Maslows Hierarchy of Needs 2014 Pearson Education, Inc. 8-7

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Theories of Motivation: McClellands Three Needs Theory 2014 Pearson Education, Inc. 8-8 Need for achievement Need for affiliation Need for power

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Theories of Motivation: Herzbergs Motivator-Hygiene (aka Tow-Factor Theory) Hygiene Factors Safe working environment Proper pay and benefits Relationships with co-workers Motivators Recognition Responsibility Promotion Job growth 2014 Pearson Education, Inc. 8-9 Two factors that influence a persons motivation: Understanding this Theory: 1)Hygiene factors lead to job dissatisfaction. If Hygiene factors are not present, employees tend to get dissatisfied. If Hygiene factors are present, employees tend to ignore these factors and take them for granted. 2)Motivation factors lead to job satisfaction. If motivational factors are present, employees tend to get motivated and it can lead to long-term job satisfaction.

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Applying Motivational Theories 2014 Pearson Education, Inc. 8-10

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Theory X and Theory Y 2014 Pearson Education, Inc.8-11

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Theory X and Theory Y In 1960, the social psychologist Douglas McGregor proposed the Theory X and Theory Y models. The Theory X model suggests a view of humans as inherently disliking work and wanting to avoid it. Theory X management suggests employees have to be coerced and controlled by management in order to be productive. This leads to an authoritarian, hard-line management style. The Theory Y model suggests that people are naturally motivated and will direct themselves to work for the aims of the organization if they are satisfied with their jobs. Theory Y managers believe that, on average, people will accept and seek out responsibility. Such managers have a participative, gentler style of management that involves the participation of many. 2014 Pearson Education, Inc. 8-12

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Vrooms Expectancy Theory 2014 Pearson Education, Inc. 8-13 Motivation = V * E * I Expectancy Theory Motivation depends on how much we want something and on how likely we think we are to get it. Implies that managers must recognize that: Employees work for a variety of reasons The reasons, or expected outcomes, may change over time It is necessary to show employees how they can attain the outcomes they desire Ex. Offering company trips for sales goals, monetary bonuses for meeting goals

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Evolution of Motivational Theories in Business Scientific management Industrial psychology (1920s and 1930s) Frank and Lillian Gilbreath The Hawthorne Effect 2014 Pearson Education, Inc.8-14

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Motivational Theories for the Modern Workplace New ideas are still being developed in organizational and industrial psychology - Uncertainty management theory Fairness becomes more important in uncertain circumstances Perceived unfairness hurts job satisfaction and performance - Sociocracy The interests of everyone are served equally 2014 Pearson Education, Inc. 8-15

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Leadership: The Fourth Function of Management Leading is the process of influencing, motivating, and enabling others to contribute to the success and effectiveness of an organization by achieving its goals. Four common types of leaders: Democratic Autocratic Affiliative (Laissez-Faire) Visionary 2014 Pearson Education, Inc. 8-16

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Styles of Leadership 2014 Pearson Education, Inc.8-17

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Traits of Leadership 2014 Pearson Education, Inc. 8-18

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Teamwork: The Advantages In good, working teams, theres agreement on the objectives at hand and on the best approach to solve the problem. Teammates depend on one anothers ideas and efforts to complete tasks successfully. There is a sense of accountability, and members are committed to one anothers success. 2014 Pearson Education, Inc. 8-19

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Teamwork: The Challenges Teamwork does not always bring more creative output. Groupthink: If a team is not carefully selected this behavior of wanting to fit in can lead to narrow-mindedness Different generations in the workforce may have different styles and expectations. 2014 Pearson Education, Inc. 8-20

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Best Practices for Teams Group flow occurs when a group knows how to work together so that each individual member can achieve flow Characteristics of such a setting - Creative spatial arrangements - Playground design - Focus on the products target group - Visualization & prototyping 2014 Pearson Education, Inc. 8-21

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How Managers Can Form the Best Teams Some important considerations in forming a team - Size - Time - Status 2014 Pearson Education, Inc. 8-22

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Belbins Team Roles 2014 Pearson Education, Inc. 8-23

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The Effect of Technology on the Design of Teams Virtual teams Needed because of increased globalization Tools aid implementation Conference calls E-mail Video conferencing Live broadcasting Web casts 2014 Pearson Education, Inc. 8-24

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Stephen Coveys 7 Habits of Highly Effective People 1.Be proactive 2.Begin with the end in mind 3.Put first things first 4.Think win win 5.Seek first to understand, then to be understood 6.Synergize 7.Sharpen the saw 2014 Pearson Education, Inc. 8-25

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2014 Pearson Education, Inc. 8-26