1 / 10

Motivating for Performance

Motivating for Performance. Understanding Work Motivation. Overview to Motivation Theories. Employee Motivation Theory. http://www.businessballs.com/motivation.htm. Theories about individual differences. Abraham Maslow's Hierarchy of Needs. http://www.businessballs.com/maslow.htm

aira
Download Presentation

Motivating for Performance

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Motivating for Performance Understanding Work Motivation

  2. Overview to Motivation Theories • Employee Motivation Theory. http://www.businessballs.com/motivation.htm

  3. Theories about individual differences • Abraham Maslow's Hierarchy of Needs. http://www.businessballs.com/maslow.htm • David C McClelland's motivational needs theory. http://www.businessballs.com/davidmcclelland.htm

  4. Job and Organization Context about Motivation • Frederick Herzberg's motivation and hygiene factors. http://www.businessballs.com/herzberg.htm • Adam’s equity. http://www.businessballs.com/adamsequitytheory.htm

  5. How Managers’ Behaviors affect Motivation • Reinforcement theory. • http://wik.ed.uiuc.edu/index.php/Reinforcement_theory • Management styles. http://www.itstime.com/oct96.htm

  6. Management Styles 1 Management by Coaching and Development (MBCD): • Managers see themselves primarily as employee trainers. Management by Competitive Edge (MBCE): • Individuals and groups within the organization compete against one another to see who can achieve the best results. Management by Consensus (MBC): • Managers construct systems to allow for the individual input of employees.

  7. Management Styles 2 Management by Decision Models (MBDM): • Decisions are based on projections generated by artificially constructed situations. Management by Exception (MBE): • Managers delegate as much responsibility and activity as possible to those below them, stepping in only when absolutely necessary. Management by Information Systems (MBIS): • Managers depend on data generated within the company to help them increase efficiency and inter-relatedness.

  8. Management Styles 3 Management by Interaction (MBI): Emphazises communication and balance of male/female energy as well as integration of all human aspects (mental, emotional, physical and spiritual), creating an empowered, high-energy, high-productive workforce. It is based on shared goals and active participation of all parties, especially through communication, caring and sharing. Actively using energy produced through synergistic and symbiotic differences to complement and enhance shared goals.

  9. The Management by Interaction style of working consists of recognizing: • Thoughts, feelings and actions culminating in teamwork. • Creative energy, aliveness and excitement that constantly builds and recreates itself in new ways. • An opportunity to a deeper connection between people who spend a great portion of their waking hours together.

  10. Task: • Print and paste in your notebook the charts: • Traits of Managers and leaders and write your own point of view in five to eight lines. • Changing styles for the new millennium and write your own point of view in five to eight lines.

More Related