Motivation

1
Motivation
2
Definition of Motivation

• Motivation is typically defined as the forces
  that account for the arousal, selection,
  direction, and continuation of behavior
• Motivation is the set of reasons that determines
  one to engage in a particular behavior

3
Motivating

• Everyone is motivated by different things and
  some of these factors are not money orientated
• Employees might react more effectively to
  incentives that offer personal recognition and
  achievement.
• Motivation is based on individual needs, not
  external influences.
• When an individual himself wants to do something
  for his needs, motivation occurs automatically.
  Therefore, management should consider the
  relationship between the individual's needs and
  business to increase the individual's motivation
  at work

Since motivation influences production,
administrators need to understand what motivates
workers to reach peak performance
4
Theory X

• Management assumes employees are inherently lazy
  and will avoid work if they can
• Workers inherently dislike work. Because of this,
  workers need to be closely supervised and
  comprehensive systems of controls developed.
• .

5
Theory X

• The Theory X manager
• tends to believe that everything must end in
  blaming someone. He or she thinks all prospective
  employees are only out for themselves.
• Usually feel the sole purpose of the employees
  interest in the job is money. They will blame the
  person first in most situations, without
  questioning whether it may be the system, policy,
  or lack of training that deserves the blame.
• cannot trust any employee, and they reveal this
  to their support staff via their communications
  constantly.
• can be said to be an impediment to employee
  morale and productivity. Managers that subscribe
  to Theory X, tend to take a rather pessimistic
  view of their employees.
• believes that his or her employees do not really
  want to work, that they would rather avoid
  responsibility and that it is the manager's job
  to structure the work and energize the employee.

6
Theory X

• The result of this line of thought is that Theory
  X managers naturally adopt a more authoritarian
  style based on the threat of punishment.
• One major flaw of this management style is it is
  much more likely to cause Diseconomies of Scale
  in large businesses.

7
Theory Y

• management assumes employees may be ambitious,
  self-motivated, anxious to accept greater
  responsibility, and exercise self-control,
  self-direction, autonomy and empowerment.
• It is believed that employees enjoy their mental
  and physical work duties.
• It is also believed that if given the chance
  employees have the desire to be creative and
  forward thinking in the workplace.
• There is a chance for greater productivity by
  giving employees the freedom to perform at the
  best of their abilities without being bogged down
  by rules.

8
Theory Y

• Theory Y manager
• believes that, given the right conditions, most
  people will want to do well at work and that
  there is a pool of unused creativity in the
  workforce.
• They believe that the satisfaction of doing a
  good job is a strong motivation in and of itself.
  
• Will try to remove the barriers that prevent
  workers from fully actualizing themselves .
• McGregor simply argues for managers to be open to
  a more positive view of workers and the
  possibilities that this creates.

9
Maslows Hierarchy of Needs

• Abraham Maslow developed a theory of motivation
  that includes his famous hierarchy of needs
  Survival, Safety, Social, Esteem and
  Self-Actualization.
• Maslow's theory states that until you satisfy the
  lower needs starting with Survival you cannot
  move forward through the other needs to achieve
  Self-Actualization. 

10
MASLOW'S HIERARCHY OF NEEDS
11
1. Physiological Needs

• These are biological needs.
• They consist of needs for oxygen, food, water,
  and a relatively constant body temperature.
• They are the strongest needs because if a person
  were deprived of all needs, the physiological
  ones would come first in the person's search for
  satisfaction.

12
Level 1 - Surviving

• viewing life in a very inexperienced way, seeking
  survival at any cost. 
• People who see the world through a Surviving
  perspective cannot handle the complexities of
  modern society
• People operating primarily at the Surviving
  perspective live on the fringes of society, in
  primitive cultures, or those who are
  institutionalized for anti-social behaviors. 
• They cannot see the larger picture or understand
  the larger rhyme or reason to life.
• Even though we may be older souls, if we dont
  have the basics needed to sustain physical life,
  we will act from the Surviving perspective until
  those basic needs are met.  If we are starving to
  death, we will feel unable to cope with life in a
  more sophisticated way.

13
2. Safety Needs

• When all physiological needs are satisfied and
  are no longer controlling thoughts and behaviors,
  the needs for security can become active.
• Adults have little awareness of their security
  needs except in times of emergency or periods of
  disorganization in the social structure (such as
  widespread rioting).
• Children often display the signs of insecurity
  and the need to be safe.

14
Level 2 - Safety Needs

• Rule-making - viewing life through the limits of
  rules and structure for the protection of humans
  similar to the viewpoint of children.
• For people operating primarily at the Rule-making
  perspective, life is very simplistic and follows
  a rather rigid pattern. 
• Without rules, structure and order that provide
  them with safe operating guidelines, people
  focused at this perspective become very fearful. 
  
• At this perspective, following the rules is most
  important, to the point of aggressively defending
  what is right or attacking those who do not
  follow the rules. 
• When not following rules, people at this
  perspective are excellent at making rules,
  expecting everyone else to follow the same rules
  and act in the same way.  
• As with the Surviving perspective regardless of
  our soul age, if we are cold, homeless and afraid
  without knowing how to get help or suddenly
  thrown into a foreign situation, we will operate
  from the view of solving our basic safety and
  protection needs.  From this perspective, we are
  not able to see the larger picture or know that
  we are ultimately safe.

15
3. Needs of Love, Affection and Belongingness

• When the needs for safety and for physiological
  well-being are satisfied, the next class of needs
  for love, affection and belongingness can emerge.
  
• Maslow states that people seek to overcome
  feelings of loneliness and alienation.
• This involves both giving and receiving love,
  affection and the sense of belonging.

16
Level 3 - Social Needs

• Competing - which means viewing life as
  competition with others, similar to teenagers who
  are striking out to conquer the world yet very
  dependent on their peer groups for respect and
  acceptance.  At this perspective, the focus is on
  making money, becoming a success, attending the
  popular schools, having the most beautiful body
  or car or career - typical Yuppie culture
  focus.
• Regardless of our soul age, if we do not feel
  successful or accepted by our peers, we are
  operating from this need.  Everyone has basic
  needs for support and respect from others that we
  care about.  Babies who are not given love will
  die.  Children, adolescents or adults who do not
  have love, respect and acceptance from someone
  will not survive very long.

17
4. Needs for Esteem

• When the first three classes of needs are
  satisfied, the needs for esteem can become
  dominant. T
• hese involve needs for both self-esteem and for
  the esteem a person gets from others. Humans have
  a need for a stable, firmly based, high level of
  self-respect, and respect from others.
• When these needs are satisfied, the person feels
  self-confident and valuable as a person in the
  world.
• When these needs are frustrated, the person feels
  inferior, weak, helpless and worthless.

18
Level 4 - Esteem Needs

• Relating, which means viewing life through a
  focus on relating to others.  This perspective
  corresponds to someone moving into a family or
  partnership orientation where cooperation and
  trust become much more important than the
  individuals needs.
• This perspective carries a strong recognition
  that we cannot do it alone - that we need other
  people to help us.  As people recognize the need
  to be involved with others, they also question
  their own worth as individuals.  In the Competing
  perspective, the person is concerned only with
  their own needs as an individual and does not
  look inside or consider their place as part of a
  group or a team. 
• As they move to the Relating focus, they begin
  to compare themselves to others in a different
  way and seek to hold up their part of a group or
  in a relationship, rather than trying to stand
  out themselves.

19
Level 4 - Esteem Needs

• Often people become so focused on the group needs
  that they lose sight of their own needs leading
  to great confusion.  At the Relating perspective,
  it is so hard for people to step out of their
  relationship issues that any disagreement or
  conflict can become a drama, consuming their
  energy until it is resolved.  This is part of
  learning how to work with others and learning how
  to establish appropriate boundaries - a very
  important part of achieving self-esteem.
• The United States has been primarily a Competing
  culture focused on extreme competition with
  everyone and everything, now moving into a more
  Relating orientation.  This shift in perspective
  accounts for the stronger focus on partnership
  and working together in business and
  international affairs.  This shift in focus has
  been greatly enhanced by our presidential team
  (Bill Hilary Clinton, Al Tipper Gore - all
  mature souls) and their focus on health care and
  government programs benefiting everyone.  It also
  accounts for the great interest by many people in
  the private lives of celebrities and ordinary
  folks alike.  People are trying to understand
  their own lives by looking at how others do it.

20
5. Needs for Self-Actualization

• When all of the foregoing needs are satisfied,
  then and only then are the needs for
  self-actualization activated.
• Maslow describes self-actualization as a
  person's need to be and do that which the person
  was "born to do." "A musician must make music, an
  artist must paint, and a poet must write."
• These needs make themselves felt in signs of
  restlessness.
• The person feels on edge, tense, lacking
  something, in short, restless. If a person is
  hungry, unsafe, not loved or accepted, or lacking
  self-esteem, it is very easy to know what the
  person is restless about. It is not always clear
  what a person wants when there is a need for
  self-actualization.

21
Level 5 - Self-Actualization Needs

• Teaching - viewing life with more objectivity,
  wisdom, tolerance, acceptance, teaching others
  and seeing life as a broader vision of
  possibility.  At the Teaching perspective, people
  are somewhat detached from the drama of the
  Relating perspective and view the Competing
  perspective with the tolerance of parents for
  their teenagers. 
• They are more interested in philosophical
  pursuits, deep introspective work or learning how
  to connect with their higher power through
  whatever means may be available. 
• People at this perspective are not concerned as
  much about success as defined in the outer world
  as they are concerned with how they feel about
  themselves and their worth to their selected
  tribal group.
• A person at the Teaching perspective may develop
  a definition of success that is based on
  comparing themselves to their own self-defined
  goals, rather than the outer cultures measure of
  success.  They may be poor gardeners yet
  immensely happy with that slow pace of life. 
  They may choose to create a successful business
  that helps them teach their views to others.  Or,
  they may be anything in between.

22
Team work

• The VP Of operations would like to your team to
  complete a project that will require you to work
  through the weekend.
• You will need 2 engineers, 2 technicians, the
  warehouse supervisor and 2 warehouse employees.
• How would you go about recruiting each of them
  for your project?
• Break into teams and discuss your options.