Mana

MOTIVATION
1. Emotion
- Positive emotions are the basis requirement to approach Goal orientation,
Effort, and Persistent that are 3 elements of MOTIVATION.
2. Motivation theory
 Hierarchy of Needs Theory
- Lower-order needs that includes physiological, safety, and social needs, focus
on physical and social well-being.
- Higher-order needs that includes esteem and self-actualization needs, focus
on psychological development and growth.
Two principles to describe how this affect human behavior.
- Deficit principle states that a satisfied need does not motivate behavior.
- Progression principle state that a need in not activated until the next lower-
level need is satisfied.
 Tw0-Factor theory
- A satisfactory factor (or motivation factor) is found in the nature of work, such
as challenging and exciting work, recognition, responsibility, advancement
opportunities, or personal growth. Two-factory theory links satisfaction
factors with job satisfaction. Herzberg believes that the more satisfier factors
are present in a job, the higher the individual’s work motivation.
 ex: Try to align (=arrange) employees' job duties with their skills and talents.
Consider offering job training for employees to promote career development. You can
also provide educational resources to encourage employees to gain new skills.
- A hygiene factor is found in job environment, such as working conditions,
interpersonal relations, organizational policies, and compensation. Two-
factory theory links hygiene factors with job dissatisfaction.
- Improving the hygiene decrease job dissatisfaction but will not enhance job
satisfaction and motivation.
 ex: Create a safe, healthy work environment that demands the fair treatment of all
employees. Encourage employees to voice any concerns. It's also important to
acknowledge and respect their feedback, then apply what you learn to make changes in
the workplace.
 Acquired needs theory
McClelland claimed that people acquire or develop these needs over time as a result
of individual life experiences because each need can be linked with a distinct set of work
preferences.
- Need for achievement: the desire to do something better, to solve problems,
or to master complex tasks. People with high needs for achievement work well
with each other; manager should give them challenging jobs with achievable
goals; and regularly respond to work progress for them.
 ex:
- Need for power: People who pursue personal power have a strong desire to
control, influence others; make people behave in accordance with their
desires.
 ex: Shawn has a high need for personal power and often manipulates employees to
work for him; and then robs.
- Need for affiliation: the desire to establish and maintain good relations with
people. Managers should provide them with opportunities to work in a good
cooperative environment.

TEAMWORK
1. Stage of team development
https://hr.mit.edu/learning-topics/teams/articles/stages-
development#:~:text=In%20the%20Performing%20stage%2C%20the,to
%20continuously%20improving%20team%20development.

 Forming
- Create a team with clear structure, goals, direction, and role that team
members begin to build trust and How tasks will be accomplished through
discussions of task-related concepts/issues.
 Storming
 The period of high emotionality and can be the most difficult stage to pass through
successfully. Arguing, conflict among members may develop as individuals compete to
impose their thoughts on others. The part of critical zone.
 Norming
 The part of critical zone. Members start to feel an increasing acceptance of others
on the team, recognized that a variety of opinion makes their team and project stronger.
They start to feel a part of team and take pleasure form the increase group close-knit.
 Performing
 Team members feel satisfaction in team’s process and team’s progress. They feel
confident in their individual abilities and those of teammate. In this stage, team
members can prevent and solve problem in team’s progress. They make significant
progress toward its goals.
2. Key for successful team
- Team leader with real and full power
- Share goals and clear that every member accesses the same goals.
- Accepted regulations rules: use the rules to guide your behaviors.
- team member talents: one who aware of what area he/she need to improve –
not who do not know anything, do not what they need to do …
- Supports each other’s.
3. Teamwork Pros
The Many Benefits of Teams
• Performance gains through synergy
• More resources for problem solving
When working alone, your skill set and experience are
constrained. Working as a team is a terrific approach to adding extra thoughts and
perspectives to a project. This is especially helpful if you get into trouble.
Multiple perspectives will encourage everyone to step up their game and
challenge themselves to think outside the box,
• Improved creativity and innovation
You are more creative, which results in greater invention after each
brainstorming session.
Each individual is given more self-assurance by this framework, enabling them
to express and share ideas based on their special experience, education, and
other advantages. The fact that there is more information accessible for each decision
ultimately helps everyone.
• Improved quality of decision making
• Greater member commitment to tasks
• Increased motivation of members
• Increased need satisfaction of members

INDIVIDUAL BEHAVIOR
1. Perception: is the process through which people receive, organized, and
interpret info from environment.
a. Psychological Contracts:
- is the set of individual expectations about the employment relationship.
b. Attribution: the process of explaining for events
- Fundamental attribution error: personal failure/ problems are blamed on
internal factor of individual rather than external causes relating to
environment.
 ex: Accident – internal cause: carelessness, violate… - external cause: weather, other
vehicles…
- Self-serving bias: an individual blames personal failure/ problems on external
factors while attributes successes for internal factors.
 ex: Mid-term exam – good: careful revision, well preparation, … - not good: hard
topic, closed book, ….
2. Job satisfaction
- Job satisfaction is the degree to which an individual feels positive or
negative about a job.
 Work itself—Does the job offer responsibility, interest, challenge?
 Quality of supervision—Are task help and social support available?
 Coworkers—How much harmony, respect, friendliness exists?
 Opportunities—Are there avenues for promotion, learning, growth?
 Pay—Is compensation, actual and perceived, fair and substantial?
 Work conditions—Do conditions offer comfort, safety, support?
 Security—Is the job and employment secure?
- Jobs satisfaction and its outcome
 Withdrawal Behavior
 Employee Engagment
 Organizational Citizenship
 Job performance
c. Tendencies and Distortions:
- Stereotypes: identifying members of a group having certain characteristics
that may be nonspecific and incorrect.
 ex: woman – not suitable with leadership jobs – they easily influenced by emotions.
https://www.quebec.ca/en/family-and-support-for-individuals/childhood/child-
development/effects-stereotypes-personal-development/definition-
stereotypes#:~:text=Here%20are%20some%20examples%20of,life%2C%20and%20to
%20avoid%20them.&text=Girls%20are%20more%20docile%20and,long%20over
%20next%20to%20nothing.

- Halo effects: you have a positive impression of person/ situation and assume
that other aspects of them are also good!
 in work environment, a person with positive attitude and enthusiasm overshadows
lack of relevant knowledge and skills. His/her colleagues appreciate that person’s
performance than actual ability.
- Selective perception: the tendency to define problem from one’s point of view,
not many people. In other words, the cognitive process is focus on a certain
aspect of a situation while ignoring others.
 ex: A consumer who has loyalty to a particular brand might only notice
advertisements or promotions related to that brand while shopping, ignoring other
competing brands. Even if a competing brand offers a better deal, the consumer’s
selective perception might lead them to choose the familiar brand.
https://helpfulprofessor.com/selective-perception-examples/

- Projection: the assignment of personal attributes to other individuals. People

protect their self-esteem by denying characteristics, impulses, or feelings they
find threatening while seeing those same characteristics in someone else.
- In which an individual recognizes their unacceptable traits or feelings in
someone else. People protect their self-esteem by avoiding recognizing those
traits or feelings in themselves mind.
 ex: Someone feels guilty for feeling the urge to steal, leading them to suspect that
others are planning to take their wallet or other valuables.
https://www.verywellmind.com/what-is-a-projection-defense-mechanism-
5194898#:~:text=Examples%20of%20Projection,-Projection%20may%20be&text=A
%20wife%20is%20attracted%20to,men%20for%20acting%20like%20women.

d. Impression Management:
- Is the systematic attempt to influence how others perceive us. We dress, talk,
act, and surround ourselves with things that convey a desirable image to other
persons  help us to advance in jobs ad careers, from relationships with
others, even create pathways to group memberships.