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Program Obj

Program

Objectives

ectives (1(1 ofof 2)2)

Understand past, present and future concepts/trends.

Develop employees desire to strive for excellence.

Understand how YOU influence; your leadership style.

Use feedback more precisely, linking it to performance.

www.ReadySetPresent.com Program Obj Program Obj ectives ectives (1 (1 of of 2) 2)   Understand

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Program Obj

Program

Objectives

ectives (2(2 ofof 2)2)

Learn how to offer criticism in a way which ensures that it is heard.

Apply models and methods for measurable results.

Problem solve and practice what you learn.

www.ReadySetPresent.com Program Obj Program Obj ectives ectives (2 (2 of of 2) 2)  Learn how

AA CChhalallenge

lenge

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Please write a One Sentence Definition of E F F E C T I V E
Please write a
One Sentence Definition of
E F F E C T I V E
M O T I V A T I O N

Page 4

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Def

Definit

inition

ion OOff MMoottivat

ivation

ion

Motivation:



www.ReadySetPresent.com Def Def init init ion ion O O f f M M o o t

The act or process of stimulating to action, providing an incentive or motive, especially for an act.

www.ReadySetPresent.com Def Def init init ion ion O O f f M M o o t

McGregegoor's

McGr

r's Theo

Theorryy YY

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McGr eg eg o o r's McGr r's Theo Theo r r y y Y Y

The expenditure of physical and mental effort in work is as natural as play or rest.

People can exercise self-direction and self-control in the service of objectives to which they are committed.

The average human being learns, under proper conditions, not only to accept but to seek responsibility.

McGregegoor's

McGr

r's Theo

Theorryy XX

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McGr eg eg o o r's McGr r's Theo Theo r r y y X X

People inherently dislike work and will avoid it if they can.

People must be coerced, controlled, directed, and threatened in order to make them work.

The average human being prefers to be directed, wishes to avoid responsibility, and has relatively little ambition.

ThThee NNeeeedd TToo Ac

Achi

hieve

eve

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Internal Types

Th Th e e N N ee ee d d T T o o Ac www.ReadySetPresent.com

External Types

Th Th e e N N ee ee d d T T o o Ac www.ReadySetPresent.com

Maslow

Maslow''ss HHierarchy

ierarchy

Physiological Needs

Food and shelter

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Security and Safety Needs

Danger, threats, and deprivation

Social Needs

Belonging and acceptance

Self-Esteem Needs

Recognition and status

Self-Actualization Needs

Creativity and self-realization

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Satisfacti

Satis

factioonn vs.

vs. DDissati

issatisfacti

sfactionon

Motivators

Achievement

Growth

Recognition

Responsibility

www.ReadySetPresent.com Satis facti Satis facti o o n n vs. vs. D D issati issati sfacti

Hygiene

Compensation Fringes Supervision Work Conditions

www.ReadySetPresent.com Satis facti Satis facti o o n n vs. vs. D D issati issati sfacti
  • Page 10

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What Employees

What

Employees WWanantt

 

Maintainers.

Motivators.

www.ReadySetPresent.com Employees What W W an an t t   Maintainers. Motivators. Page 11

Maintainers

Maint

ainers

Working conditions. Company policies. Job security.

Pay and benefits. Relationships with coworkers.

Supervision.

Status.

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Maint ainers Maint ainers      Working conditions. Company policies. Job security. Pay

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111199 slides include: understanding needs vs. wants, factors for

motivation, employee rewards, offering praise/recognition,

types of motivation, job enrichment, the role of money and

motivation, incentive programs, motivation ironies, boosting

efficiency, 30 ways to motivate, Maslow's hierarchy, how to's

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