D39BU – Business Management in the Built Environment

1. D39BU – Business Management in the Built Environment Motivation Dr. Turker Bayrak

2. Lesson Objectives • At the end of this lecture learners will… • Be able to differentiate between “traditional” and “modern” approaches to motivation, • Be able to define motivation and it’s importance for management skills, • Be able to compare and analyse different modern approaches to motivation problem.

3. Management activities • Management activities; • Planning • Organisation • Commanding or directing • Controlling • Co-ordination • Motivation • Communication

4. A Definition for Motivation Discuss in your group to agree on a definition of “Motivation”. “The process of motivation involves choosing between alternative forms of action in order to achieve some desired end goal.” (Cole 1993) Thus a person is motivated to perform in a certain way, say, more productively, in the hope of achieving some target such as higher pay, increased status, or enhanced authority. The targets tend to be subjective and change person to person.

5. Origins of Management • Frederick Taylor created “scientific management”. He argued that there was just one right way of doing things. His principles were; • Develop a systematic and consistent approach (or science) for each operational activity • Replace “ad-hoc” or “rule of thumb” practice • Determine accurately from this systematic approach the most suitable method and allowable time for each task • Establish an organisation structure in which management takes away all responsibilities from workers, except that actual job performance • Make use of systematic or scientific recruitment and training of the workforce, so that the best available staff are trained to perform their tasks most efficiently

6. Origins of Management Scientific Management (Frederick Taylor, 1906) • Low opinion of people – average human being had an inherent dislike of work & responsibility. • Most people: • preferred to be directed, • had little ambition, • primarily motivated by money, • wanted security, • would work under external coercion & control • Planned to eradicate uncertainty through science (machine-like organisation) – task system

7. Hawthorne Experiment • The original aim of the work carried out at Hawthorne was based on the principles of scientific management. • The intention was to enable engineers to establish the effects of lighting levels on worker productivity. • The assumption was that productivity would rise according to the level of lighting. • The surprise of the research was, output increased whether the lighting was turned up or down. • Stranger still, the control groups output also increased.

8. Hawthorne Experiment • What was the reason for increased output regardless of lighting levels? • The main reason was the attention people received during the experiment. • Two major finding of the research were; • Informal groups are important because work is seen as a collective and cooperative process. • Humans are more than the rational economic beings that Taylor believed; they need security and recognition. • Thus came the rejection of the mechanistic-rational approach that scientific management implied. Managers were advised that workers have emotional needs; they do not respond positively to being controlled with rules and unbending discipline. Workers liked to be in groups which provided fraternity and stability. (McCabe 1998)

9. Hawthorne Experiment • Hawthorne and subsequent research demonstrated how fallacious it was to treat workers as unthinking robots that simply follow instructions. • It suggested that workers were capable of making judgements about the standards of their own work, • The mere fact that they could be trusted to make such judgements, would enhance their emotional needs. (McCabe 1998)

10. The Problem with the Classical Viewpoint • The classical viewpoint tends to be too mechanistic • Tends to view humans as cogs within a machine • Not taking into account the importance of human needs

11. Human Behaviour • Scientific management is ruthless & sterile: • resentment, • insulation of senior management, • lack of personal relationship. • Incorporate psychological element into management theory • collectivism • neo-human relations • contemporary management theory

12. Collectivism Follet (1924) & Mayo (1933) • Saw organisations as collections of individuals with a free will but linked. • What benefits are there in working as a group?

13. Collectivism Follet (1924) & Mayo (1933) • Saw organisations as collections of individuals with a free will but linked. • Emphasis the role of groups : • group membership, • group conformance • “Synergy” • Conflict – inevitable aspect of organisational life • accommodated not suppressed.

14. Neo-human relations • Maslow’s hierarchy of needs • Herzberg’s motivation-hygiene theory

15. Maslow’s Hierarchy of Needs Self-actualization Higher Order Needs Ego or Esteem Needs Social/Belonging Needs Lower Order Needs Safety/Security Needs Physical Needs

16. Maslow’s Hierarchy of Needs Begins at the base with physiological needs that must first be satisfied then higher-level safety needs become active then psychological needs become active Esteem needs Need for self-esteem, achievement, competence, and independence; need for recognition and respect from others Belongingness and love needs Need to love and be loved, to belong and be accepted; need to avoid loneliness and alienation Safety needs Need to feel that the world is organised and predictable; need to feel safe, secure, and stable Physiological needs Need to satisfy hunger and thirst Self-actualization needs Need to live up to one’s fullest and unique potential

18. Basic physiological needs - These include hunger, thirst, and security. Safety needs - Concern about protection from physical sources of harm, including shelter from the weather. Belonging/affiliation needs - the need for interpersonal relationships with others that include personal liking, affection, care, and support. Esteem needs - The need for respect, positive regard, status, and recognition from others. Self-actualisation needs - the need to fulfill one’s potential - to be all that one can be. Maslow’s Need Hierarchy

19. According to Maslow’s theory, employees can only turn their attention to higher-order needs when lower-order needs have been fulfilled. Money may not be a primary motivator - there are suggestions that workers want/ need a variety of things on the job, including a sense of belonging or accomplishment. Maslow’s Theory

20. Criticisms No consistent support for Maslow’s five need categories or satisfaction-progression. Workers can distinguish only between broad categories of lower & higher-order needs. Little relationship between fulfillment of one need & attention to another. Maslow’s Theory

21. Herzberg’s Motivation-Hygiene Theory Motivators = Intrinsic factors Achievement, recognition, growth, responsibility (factors that can increase job satisfaction) Hygiene Factors = Extrinsic factors Security, company policies, base salary, working conditions (factors that can prevent dissatisfaction but cannot increase satisfaction)

22. Herzberg’s Motivation-Hygiene Theory Motivators: Factors directly related to doing a job Hygiene Factors: Elements associated with conditions surrounding the job Recognition Supervision Personal Growth Benefits Achievement Compensation Job Job Nature of the work Responsibility Working conditions Relations with co-workers

23. Comparison of Hygiene & Motivators Hygiene Factors Company policies Supervision Work conditions Salary Relationship with peers Status Security These factors contribute to job dissatisfaction. Motivators Recognition Achievement Work itself Responsibility Opportunity for advancement Growth These factors contribute to job satisfaction.

24. A Comparison of Maslow & Herzberg Please report if you see any parallel aspects between Maslow and Herzberg’s views?

25. A Comparison of Maslow & Herzberg Maslow (Need Hierarchy) Herzberg (Two-Factor Theory) Work itself Responsibility Advancement Growth Self-actualisation Motivators Esteem Higher- order needs Achievement Recognition Belongingness, social, and affiliation Quality of interpersonal relations among peers, with supervisors, with subordinates Hygiene factors Safety and security Job security Basic needs Working conditions Salary Physiological

26. McGregor’s Theory X & Y Theory X Theory Y • People do not like work. • Coercion/ punishment may be applied to get them to work. • People do not dislike work. • Work should be pleasure. • Develop a team approach

27. Pessimistic negative view towards workers Workers are irresponsible Workers are resistant to change Workers lack ambition, hate to work Workers would rather be led than lead Optimistic positive view of workers: human relations proponents’ view Workers are capable of accepting responsibility …are capable of self-direction …are capable of self-control …are capable of being imaginative and creative Y The Human Relations Movement - Douglas McGregor (Theory X vs. Theory Y)

28. Theory Z McGregor’s Theory X & Y Theory X Theory Y • People do not like work. • Coercion/ punishment may be applied to get them to work. • People do not dislike work. • Work should be pleasure. • Develop a team approach

29. Ouchi’s Theory Z • Some features of theory Z are; • The development of interpersonal skills among employees at all levels • An emphasis on informal and democratic relationships, • Consensus decision making among managers, supervisors and work groups, • Trust is implicit in consensus decision making, • Long-term employment and career paths, which encourage and reinforce the commitment to the organisation