MOTIVATION,TEAMS

& CONTROL
CLASS 5
MOTIVATION
THEORIES OF MOTIVATION
MOTIVATION

The desire to do something

A drive to do something
Persistence
MOTIVATION

• Intrinsic motivation: inspires from within

• The job itself
• Feeling of accomplishment
• Extrinsic motivation – external to the person
• Punishment
• Reward
MOTIVATION THEORIES

• McGregor

• Maslow

• Herzberg
MCGREGOR
THEORY X AND THEORY Y
• Theory X – authoritarian management style

• Theory Y – participative management style

 THEORY X

• Theory X assumes that employees are naturally

unmotivated and dislike working, and this encourages an
authoritarian style of management. According to this
view, management must actively intervene to get things
done. This style of management assumes that workers:
• Dislike working.
• Avoid responsibility and need to be directed.
 THEORY X

• Have to be controlled, forced, and threatened to deliver

what's needed.
• Need to be supervised at every step, with controls put
in place.
• Need to be enticed to produce results; otherwise they
have no ambition or incentive to work.
 THEORY X

• X-Type organizations tend to be top heavy, with managers and

supervisors required at every step to control workers. There is
little delegation of authority and control remains firmly
centralized.
• Typically used in mass production environments
• Taken from:
http://www.mindtools.com/pages/article/newLDR_74.htm#sthas
h.QtCF3LBV.dpuf
 TYPE Y

• Theory Y expounds a participative style of management that is

de-centralized. It assumes that employees are happy to work, are
self-motivated and creative, and enjoy working with greater
responsibility. It assumes that workers:
• Take responsibility and are motivated to fulfill the goals they are
given.
• Seek and accept responsibility and do not need much direction.
TYPE Y

• Consider work as a natural part of life and solve work

problems imaginatively.
• Want to participate in decision making and improvements
• Taken from:
http://www.mindtools.com/pages/article/newLDR_74.htm#stha
sh.QtCF3LBV.dpuf
MASLOW’S HIERARCHY OF NEEDS
• Self-actualization
• Esteem
• Affiliation
• Safety
• Physiological
 MASLOW, CONT.

Higher Level
• Self-Actualization
Realizing one’s full potential;
Creativity, challenging work, self-development
• Esteem
Self respect, prestige, recognition, praise
• Affiliation
Acceptance by others, being part of a group, compatible
coworkers
MASLOW, CONT.

Lower Level
• Security/Safety
Job security, predictable work environment, safe working
conditions
• Physiological
Food, shelter, air, water. Basic wage or salary
HERZBERG’S TWO-FACTOR
MOTIVATION-HYGIENE THEORY
• A psychologist
• Looked at what made jobs satisfying and what made them
dissatisfying
• They are not related
• Eliminating what makes a job unsatisfying does not make it
satisfying
HYGIENE FACTORS

• Company policies
• Supervision
• Relationship with supervisor and peers
• Work conditions
• Salary
• Status
• Security
MOTIVATION FACTORS

• Achievement
• Recognition
• The work itself
• Responsibility
• Advancement
• Growth
MOTIVATION FACTORS

• Feel a part of something bigger than themselves

• Feeling of connection to others
• Working on a worthwhile challenge
• A chance to express your creativity
RECOMMENDATIONS FOR IMPROVING JOB
PERFORMANCE
1. Step One: Eliminate Job Dissatisfaction

• Fix poor and obstructive company policies.

• Provide effective, supportive and non-intrusive supervision.
• Create and support a culture of respect and dignity for all team
members.
• Ensure that wages are competitive.
RECOMMENDATIONS FOR IMPROVING JOB
PERFORMANCE
1. Step One: Eliminate Job Dissatisfaction

• Build job status by providing meaningful work for all positions.

• Provide job security.
• This brings the person to a place of not being dissatisfied.
• That does not mean they are satisfied!
RECOMMENDATIONS

2. Step Two: Create Conditions for Job Satisfaction or motivation

• Providing opportunities for achievement.

• Recognizing people's contributions.
• Creating work that is rewarding and that matches people's skills and
abilities.
• the positions they want within the company.
RECOMMENDATIONS

2. Step Two: Create Conditions for Job Satisfaction or motivation

• Giving as much responsibility to each team member as possible.

• Providing opportunities to advance in the company through internal
promotions.
• Offering training and development opportunities, so that people can
pursue the positions they want within the company.
RECOMMENDATIONS

• When you're seeking to motivate people, firstly get rid of the things that are annoying
them about the company and the workplace. Make sure they're treated fairly, and with
respect.

• Once you've done this, look for ways in which you can help people grow within their
jobs, give them opportunities for achievement, and praise that achievement wherever you
find it.
TEAMS
WORKING TOGETHER
POSITIVES OF TEAMS

• List them
POSITIVES OF TEAMS

• Larger tasks can be accomplished

• More ideas
• Can learn from each other
NEGATIVES OF TEAMS

• List them
NEGATIVES OF TEAMS

• Can be difficult to coordinate the team

• Slower decisions
• More extreme decisions
• Hidden agendas
• Scapegoating
• Social loafing
• Some members don’t pull their weight
NEGATIVES OF TEAMS

• Cliques
• Conflict
• “Groupthink” – pressure to:
• Preserve harmony
• Reduce conflict
• Avoid critical analysis
• Go along with bad plans
• Conform
STAGES OF TEAM FORMATION

1. Forming
2. Storming
3. Norming
4. Performing
1. FORMING

• People get to know each other

• The scope of the task
• How to approach it
1. FORMING

• Get to know each other

• Desire to be accepted
• Avoid conflict
• Avoid serious issues
FORMING

• What leader should do:

• Give clear instructions
• State the objective
• Explain roles and responsibilities
• Get to know each other
2. STORMING

• People feel more comfortable questioning and challenging each other

• Disagreement
• Increased tension
• People can be confused about what is expected of them
2. STORMING

• What the leader should do:

• Listen to what each person is saying
• Clarify what is required by the team and the individuals – the objective
• Allow people to respectfully share their view
• Allow people to share how they think the task can be accomplished
• Develop ground rules of how the team will operate
• Don’t try to rush through this phase. Ensure all issues have been addressed
3. NORMING

• People start to work together as a team

• People feel more comfortable with each other
• People follow the ground rules
• Trust develops
4. PERFORMING

• A well functioning team

• Acceptance of individual differences
• Feedback on group performance
• Mutual support
10-38

How Can Teams Be Effective?

➢ Teams have both task and maintenance needs
➢ Teams that emphasize getting the work done and
ignore the emotional needs of their members are
just as likely to fail as groups that emphasize
emotional needs at the expense of getting the task
done.
TASK AND MAINTENANCE BEHAVIOUR

• Task Behaviour – Getting the team goals accomplished

• Maintenance Behaviour – Ensuring good relationships
 Task Behaviour

o Set agendas
o Figure out time frames
o Generate ideas
o Choose techniques for making decisions and
solving problems
o Test agreement
 Task Behaviors
Task behaviors contribute to accomplishing the team
task or goal
o Initiating – “Let’s build an agenda”. Recommend solutions
to group problems
o Seeking or giving information or opinions – “What do
you know about this situation?” Attempt to obtain the
necessary facts. Share own opinion with others.
o Clarifying and elaborating – “This is what I meant.”
o Summarizing – Summarize group discussion
o Consensus testing – “Have we come to a decision?”
 Maintenance Behaviors
o Maintenance behaviors contribute to the group’s
social and interpersonal relationships
o Encouraging participation – encourage others
o Harmonize difference of opinions – mediate group
conflicts
o Praise contribution of others
o Allowing everyone to be heard
WHAT IS TEAM COHESION?

• Cohesion is the degree to which members want to be a part of the group

• Cohesive groups are better at achieving their goals (positive or negative)

than non-cohesive groups
• Cohesive teams are united
RESULTS OF DISUNITY

• Sabotage
• Lack of coordination
• Lack of effort
• Lack of communication
• Low output
• Lack of trust
BUILDING COHESION

• Cohesion can be increased by:

• Small group size
• Group success
• Common threat
• Having an agreed goal
• Exclusivity (make difficult to join)
• Perceived similarity among members (emphasize member similarities)
• Intergroup competition
CONTROLLING
CONTROL - DEFINITION

• According to EFL Brech:

Control is checking current performance against pre-determined standards contained in
the plans, with a view to ensure adequate progress and satisfactory performance.

• According to Harold Koontz:

Controlling is the measurement and correction of performance in order to make sure that
enterprise objectives and the plans devised to attain them are accomplished.
CONTROL

1. Measure current performance

2. Compare to a standard
3. Make adjustments
CONTROL

1. Decide what is important to monitor or measure

2. Decide how you are going to measure it
3. Measure it
4. Compare to the goal or standard
5. Make adjustments
CONTROL

• What are some things Calm Seas should monitor or measure?

• How will you monitor or measure them?
WHAT TO MONITOR OR MEASURE?

• Examples:
• Waste products in production
• Energy consumption in the plant
• Percentage on-time deliveries
• Market share
• Employee turnover per year
• Reasons employees leave
HW

Describe a control system for Calm Seas. It must include the following:
1. What you are going to monitor or measure
2. How it is going to be measured
• Where and when it will be measured
• With what instrument, etc.

3. The standard to compare the measure to

4. The actions will be taken to bring the measurement closer to the
standard