MOTIVATIN

G
 WHAT IS MOTIVATION?
is the willingness to exert high levels of
effort to reach organizational goals,
conditioned by the ability of the effort to satisfy
some individual need.

Three key elements in the

definition of motivation:
 effort
 organizational goals
 needs
Effort element -is a measure of intensity or drive.

A motivated person tries hard. However, high

levels of effort are unlikely to lead to favorable job
performance outcome unless the effort is channeled
in a direction that benefits the organization.
Therefore we must consider the quality of the effort
as well as the intensity. Effort should be directed
towards the achievement of organizational goals.
Need- is some internal state that makes certain
outcome appear attractive. An unsatisfied need
creates tension that stimulates drives within an
individual.

A motivated person is in a state of tension. To

relieve this tension, he/she exerts effort. The higher
the tension, the higher the effort level. The effort
reduction must be directed towards the attainment
of organizational goals. Therefore, the individual
employee’s needs must be compatible with
organizational goals
 Motivating Process

Unsatisfied Tension Effort Satisfied Tension

need need Reduction

 Intensity
 Direction
 Persistent
 Current Theories of
Motivation
1. Three- need Theory.
2. Goal-setting Theory.
3. Reinforcement Theory.
4. Equity Theory.
5. Expectancy Theory.
6. Designing motivating Jobs theory.
 THREE-NEEDS THEORY
Major Needs in Work Place:
1, Need for Achievement (nACH): the drive to
excel, to achieve in relation to a set of standards, to
strive to succeed.
McClelland found in his study that high
achievers differentiate themselves from others by
their desire to do things better. They seek situations
in which they can receive rapid & unambiguous
feedback on their performance,& in which they can
set moderately challenging goals. High achievers
performs best when they perceive their probability
of success is 50:50.
2. Need for Power (nPow) :the need to make
others behave in a way they would not have
otherwise behaved.

The need for power is the desire to have an

impact and to be influential. Individuals high
nPOW enjoy being in charge, strive for
influence over others and prefer to be in
competitive and status-oriented situations.
3. Need for Affiliation (nAff) : the desire for
friendly and close interpersonal relationship.

nAff is the desire to be liked and accepted

by others. Individuals in high nAff strive for
friendships, prefer cooperative situations
rather competitive ones, and desire
relationships involving a high degree of
mutual understanding.
 GOAL-SETTING THEORY

Is the proposition that specific goals

increase performance and that difficult goals,
when accepted result in higher performance
than easy goals.

Intension to work toward a goal is a major

source of job motivation. Participation in goal-
setting is preferable to assigning goals when
you expect resistance to accepting difficult
challenges.
 Factors that Influence Goal-Performance
Relationship
1.Fedd back- people do better when they get
feedback on how well they are progressing toward
their goals because feedback helps to identify gaps
between they have do and what they want to do.
Feedback acts to guide behavior.

Self generated feedback-were employee is able

to monitor his own progress.
- is more powerful motivator than externally
generated feedback.
2. Goal Commitment- Goal setting
presupposes that an individual is committed to
the goal: that is he is determined not to lower
or abandon the goal.
Commitment is most likely to occur when
goals are made public, when the individual has
an internal locus of control. And when the
goals are self-set rather than assigned.
3. Self- efficacy- an individuals belief that he is
capable of performing a task. The higher the self-
efficacy, the more confidence you have in your
ability.

People with low self-efficacy are likely to

lessen their effort or give up altogether, whereas
those with high efficacy will try harder to master
the challenge. Individuals with high efficacy
respond to negative feedback within increased
effort and motivation, .
4,National Culture-goal setting is cultured bound.
In cultures where the key components of goal
setting- subordinates are reasonable independent or
not to high a score on power distance, managers
and subordinates seek challenging goals or low in
uncertainty avoidance, and performance-oriented or
high in quality of life- as in Anglo-American
cultures, goal-setting can be expected to lead to
higher manager/employee performance.
 REINFORCEMENT THEORY

Is a function of its consequences. It is a

counterpoint to the goal setting theory which states
that an individuals purpose direct her action.
Reinforcement theory argues that an individuals
behavior is externally caused.
The key to reinforcement theory is that it ignores
factors such as goals, expectations, and needs.
Instead it focuses solely on what happens when he
takes some action.
B.F. Skinner explains reinforcement theory thus:
People will most likely engaged in desired behavior
if they are rewarded for doing so. These rewards are
most effective if they immediately follow a desire
response, and behavior that is not rewarded, or is
punished, will not be repeated.
Punishment may only temporary eliminate
undesired behavior. It may lead to unpleasant side
effects like dysfunctional behavior such as
workplace conflicts, absenteeism, and turnover
(termination or resignation).
 EQUITY THEORY

Is that an employee compares his job’s

inputs-outcomes ratio with that relevant
others and then corrects any equity.

Referents the persons, or system against

which individuals compare themselves to
assess equity.
 EXPECTACY THOERY

Is that an individual tends to act in a certain way

based on the expectation that the act will be
followed by a given outcome and on the
attractiveness of that outcome to the individual.

1.Expectancy or Effort-Performance Linkage:

is the probability perceive by the individual that
exerting a given amount of effort will leads to a
certain level of performance.
2. Instrumentality or Performance- reward
Linkage:
is the degree to which the individual believes
that performing at a particular level is instrumental
in leading to the attainment of a desired outcome.

3.Valence or Attractiveness of Reward:

is the importance that the individual places on
the potential outcome or reward that can be
achieved on the job. Valence considers both the
goals and needs of the individual.
 DESIGNING MOTIVATING JOBS

Concepts & Elements of Designing Motivating Jobs

1.Job Design:
The jobs people do in an organization should not
evolve by chance. Managers should design jobs
deliberately and thoughtfully to reflect the diagrams of
changing environment, organizations technology,
skills, and abilities and preferences of its employees.
When job is design with this factors in mind,
employees are motivated to reach full productive
capacities.
2. Jobs Scope:
The number of different task required in a job
and the frequency with which those task are
repeated.

3.Job Enlargement:
The horizontal expansion of a job; an increase
in job scope.

4.Job Enrichment:
Vertical expansion of a job by adding planning
and evaluating responsibilities.
5. Job Depth:
The degree of control employees have over
their work.

6.Job Characteristics Model (JCM):

A frame work for analyzing and designing
jobs.

Five primary job characteristics, their

relationship, & their impact on outcome
variables.
• Skill Variety: The degree to which a job requires
a variety of activities so that an employee can use
a number of different skills and talents.

•Task Identity: The degree to which a job

requires completion of a whole and identifiable
piece of work.

• Task Significance: The degree to which a job

has substantial impact on the lives or work of other
people.
• Autonomy: The degree to which a job
provides substantial freedom, independence, &
discretion to an individual in scheduling &
carrying out his performance.

•Feedback: The degree to which carrying out

the work activities required by the job results in
an individual’s obtaining direct & clear
information about the effectiveness of his
performance.
 Suggested Guidance for Job Design

1. Combine Tasks:

Managers should put existing

fragmented task back together to form a
new, large module of work (job
enlargement) to increase skill variety and
task identity.
2. Create Natural Work Units:

Managers should design task that

form an identifiable and meaningful whole
to increase employee ’’ownership” of the
work & encourage employees to view
their work as meaningful & important
rather than as irrelevant & boring.
3.Established Client Relationships:

The client is the user of the product or

service that the employee works on, & the client
could be an internal organizational unit of a
person as well as an external customer.
Whenever possible a managers should
established direct relationship between workers
and their clients to increase skill variety,
autonomy, & feedback for the employee.
4. Feedback Job Vertically:

Vertical expansion ( job enrichment)

gives employees responsibilities and
controls that were formerly served for
management. It partially closes the gap
between the “doing” and the “controlling”
aspects of the job and increase employee
autonomy.
5.Open feedback channels:

Feedback lets employees know not only

how well they are performing their jobs but
also their performance are improving
deteriorating, or remaining at constant level.
Ideally, employees should receive
performance feedback directly as they do
their jobs rather than from management on
an occasional basis.
COMMUNICATIO
N:

ESSENCE OF
LEADERSHIP
COMMUNICATION: CONCEPT
and DEFINITION

..…”COMMUNICATION
is the essence of
LEADERSHIP”.........
 Communication is necessary part of being
alive. From an organizational view point it is
what we do as members of an organization to
articulate plans, organize efforts, coordinate
activities, and control progress. Managers
exchange planning information to form
objectives & seta course of action. They also
communicate expectations for performance,
define authority, &allocate resources & when
they do these things, they function as leaders.
 Communication is necessary for us to
perform the functions of management and to
play the roles of manager.

 Communication is the interpersonal process

of sending and receiving messages through
symbols or gestures.

 Communication is the process of exchanging

information in a way that achieves mutual
understanding between two or more people
about working related issues.
By communication, we mean that the
individuals involved have established a
reasonable understanding of one another's
feelings or ideas. This way of defining
communication suggests a psychological
process of sharing common information to
achieve a common understanding between
ourselves & others. This definition reflects
the Latin root for the word communicare,
meaning, to make common.
Communication is the process of sharing
meanings. Our intended meaning is packed
with our own perceptions of the world
around. We evaluate our receivers viewpoint
from this perspective and make assumptions
about how our message will be receive.

 Communication is the exchange of

message between people for the purpose of
achieving common meaning.
 CHOOSING A METHOD

Is essential when communicating as a message

that you give serious thought to the medium you
choose. This is a choice is often between the
spoken and the written word. If you decide that
you want to speed a best form of communication.
Alternatively you may want something more
permanent and orderly- a type document, for
example- which will attack a considered reply.
Electronic Media have generated even more
possibilities by creating a hybrid form of speech and
writing.

E-mails have the speed and informality of a phone

conversation, yet they are in letterform and can be
filed.

The purpose of message will dictate which method

to choose. Decide on your message first: the select
the best method to convey it, making sure that you
have mastered its technique.
Cultural Differences
Communication style in word and gesture care as
much as national cuisines. Japanese and other Asians
find it easier than European to be silent. The
Germans, Nordics and British, less voluble than the
Latin nations, are also more restrained in gesture.
The British tend to avoid saying what they mean,
while Australians may disconnect others by
forcefully saying exactly what they mean.
Americans like communicating via rallies and
slogans with strong use of visuals.
• Match your medium to your message with great care.
• Where ever possible, use visuals to communicate.

Combining Method
Methods of communication:
 Spoken(and heard) word
 Symbolic Gesture
 Visual Image and combination of this.

““““It is known that using two or more different

communication methods together increases interest,
comprehension and retention.”””
Choosing Methods
of Communication

Types of Examples Usefulness

communication

Written Word Letters, The written word is

-in any language and memos,reports,prop the basis of the
various media, the osals, minutes etch. organizational
written word is basis communication, and
to literate societies is used because it is
relatively permanent
and accessible.
Spoken word Conversation Verbal exchanges in
-communication that is s, interview, person & by phone are
effective only when it is meetings, used because of their
heard by the people. phone calls, immediacy; they are
etch. chief means by which
organization work on a
day-to-day basis.

Symbolic Gestures Gestures, Actions & body

-any positive or negative facial language
behavior that can be seen expression, unconsciously affect
or heard by the intended posture, tone people-propaganda
target. of voice, depend on the
presence, manipulations.
absence etch.
Visual Images Photographs(slides & Visual images are
-image that can be print)paintings used because they
perceive by a target drawings, graphics, convey powerful
group cartoons, charts, conscious &
logos, videos etch. unconscious
messages.

Multimedia Television, Media are

-combination of newspaper, especially useful
different methods magazines, video, CD when they can be
above, often rooms, etch. participative. The
involving IT. more professional
use this the more it
will be productive.
 COMMUNICATING BY BODY
LANGUAGE

Posture is all important in body language. On

a first meeting, this two posture would create
very different impressions. The positive
posture might have the best effect on the
outcome by encouraging open communication,
while the negative one would make
communication difficult.
Reading Body Language
Body language is difficult to read-and control.
However, a broad understanding of body
language is one of the route to understanding the
real opinions of others. Example: if people are
inwardly feeling uncomfortable because they are
lying, their awkward body language will betray
the lie.

Giving Body Signals

Supportive gestures, such as making an eye
contact & nodding while somebody is talking,
create empathy.
 GIVIVG BODY LANGUAGE

Hands on chin
indicate approval

Listening with
Approval
-approving
listening is shown her
by slight tilt of the
head together with
friendly eye contact.
 Listening with
Approval
-eyes making
contact & body
leaning forward
Raised show alertness &
eyebrows readiness to assist
indicate the speaker.
interest
Emphasizing a
Point Gesturing
-using a hand with your
to gesture hand adds
emphatically is emphasis
one way of
reinforcing a
verbal point.
Indirect gaze &
pen-biting adds to
sense of
uncertainty

Showing
Uncertainty
-pen-biting is a
throwback to the
need to be nursed.
This shows fear &
lack of confidence.
  Needing
Reassurance
Arm - one hand on
wrapped the neck
around the portion & other
body is a on the waist
form of self show a need for
comfort reassurance.
 Experiencing
Conflict
- The closed eyes
nose pitching
Knitted
reveal inner
brow &
confusion &
closed
conflict about
eyes
what is being show
heard. doubt
 COMMUNICATING by BODY LANGUAGE

Direct gaze
&broad smile
show friendly
attention Body facing
front & open
posture show
confidence
Hands on
hips indicate
determination
& ability to
take control
Direct gaze
shows
attention Chin up &
relaxed
arms show
lack of
tension
 Head pulling
indicates doubt
Indirect gaze
is evasive

Slight
slumping
Body turned shows lack of
away signifies confidence
rejection of
what other
person is
saying
 ROLE OF LANGUAGE
Language is the medium of interpersonal
communication preferred by leaders and the
spoken word is the essential and most natural
form of language.
Managerial communication implies much
more than effective use of language. Managers
attitudes towards workers, how managers
embellished their words with actions, and how
employees perceive superiors are part of the
chemistry of communication.
 TYPES OF COMMUNICATION
 Verbal Communication
1. Written Communication: occurs through a
variety of means, such as business letters,
office memoranda, reports, resumes, written
telephone messages, newsletter & policy
manuals.
2. Oral Communication: or a spoken word, takes
place largely through face-to-face
conversation with another individual, meetings
with several individuals, and telephone
conversations
  advantages of Oral communication
• being fast,
• being more generally personal
• providing immediate feedback from others
involved in the communication.
 disadvantages of Oral communication
• time consuming
• more difficult to terminate
• Additional effort is required to document what is
said if a record is necessary.
 Non-verbal Communication
-communication by means of elements and behaviors
that are not coded into words.
1. Kinesics Behavior -body movements, such as
gestures, facial expressions, eye movements, and
postures.
2. Proxemics -the influence of proximity and space
on communication.
3. Paralanguage -vocal aspects of communication
that relate to how something is said rather than to
what is said.
4. Objects language -communicative use of material
things, including clothing, cosmetics, furniture &
architecture.
 Basic Components of the Communication
Process
• Sender : the initiator of the message
• Encoding : process of translating the intended
message into words and gestures.
•Message : the encoding process outcome. Which
consist of verbal & nonverbal symbols that have been
developed to convey meanings to the receiver.
• Medium : the method use to convey the message to
the intended receiver.
• Receiver : the person with whom the message is
exchange.
• Decoding : the process of translating the symbols
into interpreted message. A messenger is decoded
by receiver who interprets symbols, words,
pictures, or gestures to give them meaning.
• Noise : any factor in the communication process
that interferes with exchanging messages &
achieving common meaning.
• Feedback : the receiver’s basic response to the
interpreted message; a response or
acknowledgement that a message has been received
& understood.
=the process is not over until communication
completes a full cycle back to the sender. Feedback
occurs when a receiver responds to sender’s message
with an understandable return message.=

One- way Communication:

The communication that results when the
communication process does not allow for feedback.
Ex. implementing policy etch.
Two-way Communication:
The communication process explicitly includes
feedback.
Ex. business meeting etch.
Making the process Effective

Peter F. Drucker views the communication

process from the receivers perspective. He
believes that communication is the act of
receiving information, of perceiving language
& gestures with total environment; the spoken
word has no meaning apart from the receivers
cultural & social interpretation of it.
 Drucker views:
•It is the recipient who communicates. The so-
called communicator, the person who emits the
communication, does not communicate. He
utters. Unless there is someone who hears, there
is no communication. There is only noise. The
communicator speaks or writes or sings- but he
does not communicate. Indeed, he cannot
communicate. He can only make it possible, or
impossible, for a recipient- or rather,
“percipient”- to perceive.