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Chapter 18

Chapter 18. Creating a Motivating Climate. Fourth Phase of Management Process: Directing/Coordinating/Activating. The “ doing ” phase of management Components include: Creating a motivating climate Establishing organizational communication Managing conflict Facilitating collaboration

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Chapter 18

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  1. Chapter 18 Creating a Motivating Climate

  2. Fourth Phase of Management Process: Directing/Coordinating/Activating • The “doing” phase of management • Components include: • Creating a motivating climate • Establishing organizational communication • Managing conflict • Facilitating collaboration • Negotiating, working with unions • Complying with employment laws

  3. Motivation • Motivation may be defined as the force within the individual that influences or directs behavior • Because motivation comes from within a person, managers cannot directly motivate subordinates • The humanistic manager can, however, create an environment that maximizes the development of human potential

  4. Intrinsic versus Extrinsic Motivation • Intrinsic motivation—internal drive to do or be something • Extrinsic motivation—motivation enhanced by the job environment or external rewards

  5. Motivational Theorists • Maslow—hierarchy of needs • Skinner—operant conditioning/behavior modification • Herzberg—motivator/hygiene theory • Vroom—expectancy model • McClelland—basic needs • Gellerman—“stretching” • McGregor—Theory X and Y

  6. Herzeberg’s Motivators and Hygiene Factors

  7. Abraham Maslow’s (1970) Hierarchy of Needs Maslow suggested that people are motivated to satisfy certain needs, ranging from basic survival to complex psychological needs, and that people seek a higher need only when the lower needs have been predominantly met

  8. Maslow’s Hierarchy of Needs

  9. Question Where does safety fall in Maslow’s hierarchy of needs? • Most basic • Second most basic • Middle of the hierarchy • Top of the hierarchy

  10. Answer Answer: Rationale:

  11. Douglas McGregor’s (1960) Theory X and Y

  12. Victor Vroom’s (1964) Expectancy Theory Vroom argued that a person’s expectations about his or her environment or a certain event will influence behavior. Therefore, if there is an expectation of a reward and it does not occur, the individual is less likely to repeat that behavior in the future

  13. Vroom’s Expectancy Model

  14. Saul Gellerman’s (1968) Theory of “Stretching” • Gellerman suggested that individuals should be periodically “stretched” to do tasks more difficult than they are used to doing • The challenge of “stretching” is to energize people to enjoy the beauty of pushing themselves beyond what they think they can do

  15. David McClelland’s (1971) Basic Needs Theory McClelland argued that people are motivated by three basic needs: • Achievement • Affiliation • Power

  16. Question Which theory explores the importance of a manager’s assumptions on workers’ motivation? • Basic Needs Theory • Expectancy • Theory of X and Y • Theory of “Stretching”

  17. Answer Answer: Rationale:

  18. Question According to McClelland, which of the following is one of the basic needs that motivate people? • Power • Money • Expectations • Sense of duty

  19. Answer Answer: Rationale:

  20. Strategies to Create a Motivating Climate • Have clear expectations for workers • Be fair and consistent with employees • Encourage teamwork • Know the uniqueness of each employee • Stretch employees intermittently • Reward desired behavior • Allow employees as much control as possible

  21. Organizations must be cognizant of the need to offer incentives at a level where employees value them. This requires that the organization and its managers understand employees’ collective values and devise a reward system that is consistent with that value system Incentives

  22. Recognition—A Powerful Motivational Tool • Positive reinforcement must be specific or relevant to a particular performance • Positive reinforcement must occur as close to the event as possible • Reinforcement of new behaviors should be continuous

  23. Promotion: Elements to Prevent Negative Outcomes • Whether recruitment will be internal or external • What the promotion and selection criteria will be • The pool of candidates that exists • Handling rejected candidates • How employee releases are to be handled

  24. Attitude and Energy of Managers The attitude and energy level of managers directly affects the attitude and productivity of their employees

  25. Self-Care—Preventing Burnout A burned-out, tired manager will develop a lethargic and demotivated staff

  26. Question Taking pride in a particularly well-handled case is an example of which pathway? • Recognition • Connection • Achievement • Love of work

  27. Answer Answer: Rationale:

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