Motivation and Leading Technical People

1. Approaches to Motivation a. Content Theories (based on human needs) b. Process Theories (behavior is determined by expected outcomes) Motivation and Leading Technical People Preview Two contrasting views (Theories X and Y) Nature of Leadership Effectively motivating Technical Professionals Assoc.Prof.Dr.B.G.Çetiner

2. Company Goals Motivation is the feeling that directs the person toward goals Motivation and Leading Technical People Motivation: An inner state that energizes, activates, or moves and that directs or channels behavior toward goals. Assoc.Prof.Dr.B.G.Çetiner

3. Direction (When several alternatives are available) Motivation and Leading Technical People We can define motivation in terms of three measures 1. Direction Assoc.Prof.Dr.B.G.Çetiner

4. We can define motivation in terms of three measures 2. Strength of behavior when choice is made Direction Strength Bigger heart shows larger motivation Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner

5. Strength Motivation and Leading Technical People We can define motivation in terms of three measures 3. Persistence of Behavior Persistence shows the consistency and continuousness Assoc.Prof.Dr.B.G.Çetiner

6. 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

7. 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

8. Manager Motivation and Leading Technical People Summary of Theory X People always have to be motivated by management Assoc.Prof.Dr.B.G.Çetiner

9. Motivation and Leading Technical People Theory X Behind this conventional theory there are several beliefs to 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

10. This is carrot-and-stick approach Motivation and Leading Technical People Theory X Assoc.Prof.Dr.B.G.Çetiner

11. Motivation and Leading Technical People Theory Y Theory Y is opposite of the Theory X as following; Theory Y 1. Management is responsible for organizing the elements of productive enterprise (money, materials, equipment, people) Same as Theory 1 2. 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. Assoc.Prof.Dr.B.G.Çetiner

12. Motivation and Leading Technical People 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. Assoc.Prof.Dr.B.G.Çetiner

13. CONTENT THEORIES PROCESS THEORIES Based on human needs and and satisfaction of them Behavioral choices are made more rationally based on expected outcomes Motivation and Leading Technical People OTHER THEORIES Assoc.Prof.Dr.B.G.Çetiner

14. Motivation and Leading Technical People CONTENT THEORIES: Maslow’s Hierarchy of Needs In this theory, there are 5 needs and each need rests on the prior satisfaction of another. Assoc.Prof.Dr.B.G.Çetiner

15. Minimum Level Physiological Needs Safety and Security Needs Affectionate Needs Esteem Needs Self-actualization Needs Motivation and Leading Technical People CONTENT THEORIES: Maslow’s Hierarchy of Needs In this theory, there are 5 needs and each need rests on the prior satisfaction of another. Assoc.Prof.Dr.B.G.Çetiner

16. Motivation and Leading Technical People CONTENT THEORIES: Maslow’s Hierarchy of Needs Self-actualization Needs Esteem Needs Affectionate Needs Safety and Security Needs Physiological Needs Assoc.Prof.Dr.B.G.Çetiner

17. Motivation Factors (motivators) 2 Hygiene Factors 1 Physiological Needs Safety and Security Needs Affectionate Needs Esteem Needs Self-actualization Needs Motivation and Leading Technical People CONTENT THEORIES: Herzberg’s two-factor theory: Factor 1 is called hygiene factors. Factor 2 is called motivation factors. Assoc.Prof.Dr.B.G.Çetiner

18. Need for achievement Need for affiliation Need for power Motivation and Leading Technical People CONTENT THEORIES: McClelland’s trio of needs: Mixture of three needs Assoc.Prof.Dr.B.G.Çetiner

19. Motivation and Leading Technical People CONTENT THEORIES: McClelland’s trio of needs: Mixture of three needs Assoc.Prof.Dr.B.G.Çetiner

20. Motivation and Leading Technical People 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 Assoc.Prof.Dr.B.G.Çetiner

21. Money 1 = Money 2 ....... = ...... Motivation and Leading Technical People 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 Assoc.Prof.Dr.B.G.Çetiner

22. 1 2 Performance-to-outcome Expectancy Effort-to-Performance Expectancy Motivation and Leading Technical People PROCESS THEORIES: Expectancy Theory: Relates the effort a person puts forward to the expectation of achieving some desired goal. Assoc.Prof.Dr.B.G.Çetiner

23. Environment Effort Performance Outcomes Ability Performance-to-outcome Expectancy Effort-to-Performance Expectancy Motivation and Leading Technical People PROCESS THEORIES: Expectancy Theory: Relates the effort a person puts forward to the expectation of achieving some desired goal. Assoc.Prof.Dr.B.G.Çetiner

24. Satisfaction Effort Performance Outcomes * Personal effort, abilities, role perceptions, environment determine performance * Performance, in turn, leads to intrinsic and extrinsic rewards as in expectancy * The perceived equity determines the satisfaction * Satisfaction influences future effort Motivation and Leading Technical People PROCESS THEORIES: Porter-Lawler Extension to Expectancy Theory: It adds satisfaction to the Expectancy Theory. Assoc.Prof.Dr.B.G.Çetiner

25. Motivation and Leading Technical People PROCESS THEORIES: Porter-Lawler Extension to Expectancy Theory: It adds satisfaction to the Expectancy Theory. Satisfaction Effort Performance Outcomes Expectancy Theory + Satisfaction + Feedback for future effort Assoc.Prof.Dr.B.G.Çetiner

26. Satisfaction Effort Performance Outcomes Reinforcement Motivation and Leading Technical People PROCESS THEORIES: Behavior Modification (Reinforcement Theory): Motivation (behavior) followed by an event (reinforcement) which affects the repetition of behavior. Event Assoc.Prof.Dr.B.G.Çetiner

27. Motivation and Leading Technical People PROCESS THEORIES: Behavior Modification (Reinforcement Theory): Motivation (behavior) followed by an event (reinforcement) which affects the repetition of behavior. Satisfaction Reinforcement Event Assoc.Prof.Dr.B.G.Çetiner

28. Positive Reinforcement: Increases the repetition of desired behavior by providing a reward (promotion, recognition etc) Negative Reinforcement: Increases the repetition of desired behavior by letting the employee escape from undesired consequences Punishment: Decreases the repetition of undesired behavior by imposing penalties Extinction: Decreases the repetition of undesired behavior by simply ignoring and using positive reinforcement 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

29. Positive Reinforcement + Punishment Reinforcement - Negative Reinforcement Extinction 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 Assoc.Prof.Dr.B.G.Çetiner

30. Motivation and Leading Technical People LEADERSHIP Process of getting cooperation of other people to achieve a desired goal. NATURE OF LEADERSHIP Ability to get men to do what they don’t want to do and like it. Mixture of persuasion and compulsion The great leader is the one who can show people that their self-interest (benefit) is different from that which they perceived. Assoc.Prof.Dr.B.G.Çetiner

31. Motivation and Leading Technical People NATURE OF LEADERSHIP Mixture of persuasion and compulsion Assoc.Prof.Dr.B.G.Çetiner

32. They have the authority (power of reward and punishment) They are true leaders Motivation and Leading Technical People NATURE OF LEADERSHIP Leadership is formal (titular) or non-formal. Assoc.Prof.Dr.B.G.Çetiner

33. 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 LEADERSHIP TRAITS (PERSONAL CHARACTERISTICS) There are 4 personal characteristics for leadership Assoc.Prof.Dr.B.G.Çetiner

34. Motivation and Leading Technical People MYERS-BRIGGS PREFERENCES They measure personal preferences on four scales, each made up of two opposite 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) Assoc.Prof.Dr.B.G.Çetiner

35. ENTJ (Extroversion-Intuition-Thinking-Judging) Engineering managers ISFP (Introversion-Sensing-Feeling-Perceiving) INTJ (Introversion-Intuition-Thinking-Judging) Scientists, Researchers Worst case, non-experienced professional Motivation and Leading Technical People MYERS-BRIGGS PREFERENCES Two successful groups are Assoc.Prof.Dr.B.G.Çetiner

36. Motivation and Leading Technical People LEADING TECHNICAL PEOPLE GENERAL NATURE OF TECHNICAL PROFESSIONAL Special Characteristics of technical professionals are as follows: • High Need for Achievement • Desiring Autonomy (Independence) • Tending to identify first with their profession (then company) • Seeking to maintain their expertise Assoc.Prof.Dr.B.G.Çetiner

37. Motivation and Leading Technical People LEADING TECHNICAL PEOPLE DIFFERENCES AMONG TECHNICAL PROFESSIONALS Scientists versus Engineers • 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 Assoc.Prof.Dr.B.G.Çetiner

38. Motivation and Leading Technical People LEADING TECHNICAL PEOPLE Dimensions of Technical Leadership Successful technical leaders should master five strategic dimensions 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 Assoc.Prof.Dr.B.G.Çetiner