Motivation PPT slides

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Motivation, Influence, Communication

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A Simple Model of Motivation
Need Creates desire to
fulfill needs (money,
friendship, recognition,
achievement
Behaviour
Results in actions
to fulfill needs
Rewards
Satisfy needs:
intrinsic or
extrinsic rewards
Feedback Reward informs person whether behaviour was appropriate and should
be used again

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Types of Rewards
Intrinsic Rewards
– Internal satisfactions a person receives in the process
of performing a particular action
Extrinsic Rewards
– Rewards given by another person, typically a
supervisor, such as pay increases and promotions

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Types of Rewards (cont.)
Systemwide Rewards
– Rewards that apply the same to all people within an
organization or within a specific category or
department
Individual Rewards
– Rewards that differ among individuals within the same
organization or department

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Examples of Intrinsic and Extrinsic Rewards
Extrinsic Intrinsic
Individual
Systemwide
Large merit increase
Insurance benefits
Feeling of self-
fulfillment
Pride in being part of
a “winning”
organization

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Needs of People and Motivation Methods
Needs of people
Conventional
management
Lower needs
Carrot and stick
(Extrinsic)
Control people
Adequate effort
Leadership
Higher needs
Empowerment
(Intrinsic)
Growth and
fulfillment
Best effort

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Herzberg’s Two-Factor Theory
Area of
Satisfaction
Area of
Dissatisfaction
Motivators
influence level
of satisfaction
Hygiene factors
influence level of
dissatisfaction
Motivators
Achievement
Recognition
Responsibility
Work itself
Personal growth
Hygiene
Factors
Work conditions
Pay/security
Co. policies
Supervisors
Interpersonal. relationships
Highly Satisfied
Neither Satisfied
nor Dissatisfied
Highly Dissatisfied

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Dimensions in the 2-Factor Theory
• Hygiene factors
– Involve working conditions, pay, company policies, and interpersonal
relationships.
• Motivators
– Involve job satisfaction and meeting higher-level needs such as
achievement, recognition, and opportunity for growth.

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Key Elements of Expectancy Theory(Vroom)
E > P expectancy
Effort Performance
P > O expectancy
Performance Outcomes
Valence – value of outcomes
(pay, recognition, other
rewards)
Motivation
Will putting effort into the task lead
to the desired performance?
Will high performance lead to the
desired outcomes?
Are the available outcomes
highly valued?

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Equity Theory - Adams
A theory that proposes that
people are motivated to seek
social equity in the rewards they
expect for performance

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Question
• How is a Leader going to motivate?

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Empowerment
Power sharing, the delegation of power or authority
to subordinates in the organization.

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Elements of Empowerment
 Employees receive information about company
performance.
 Employees receive knowledge and skills to contribute to
company goals.
 Employees have the power to make substantive
decisions.
 Employees understand the meaning and impact of their
jobs.
 Employees are rewarded based on company
performance.

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The Empowerment Continuum

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Communication
A process by which information
and understanding are transferred
between a sender and a receiver

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A Circular Model of Interpersonal
Communication

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The Leader as Communication Champion
Internal and
external
sources
Strategic
Conversation
Open climate
Listening
Discernment
Dialogue
Purpose Directed
Direct attention to
vision/values, desired
outcomes; use
persuasion
Methods
Use rich channels
Stories and metaphors
Informal
communication
Leader
as
Communication
Champion
This Links to The Golden Thread!

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Open Communication
Leaders sharing all types of information
throughout the company and across all levels.

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Why Open the Communication Channels?
An open climate is essential for cascading vision, and
cascading is essential because:
Natural Law 1: You Get What You talk about
– A vision must have ample ‘air time’ in an organization. A vision must be shared
and practiced by leaders at every opportunity.
Natural Law 2: The Climate of an Organization is a Reflection of the Leader
– A leader who doesn’t embody the vision and values doesn’t have an organization
that does.
Natural Law 3: You Can’t Walk Faster Than One Step at a Time
– A vision is neither understood nor accepted overnight. Communicating must be
built into continuous, daily interaction so that over time followers will internalize it.

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What: Managers can communicate about anything but they cannot
communicate about everything - so, implicitly or explicitly, they make
choices about communication content.
Who: They also take decisions or unconsciously act in ways that
impact on the shape of communication networks. For example, they
may communicate with some organisational members but not with
others and they may authorise or encourage certain others to
communicate with each other.
How: They may also influence, if only by example, preferred channels
for passing on particular kinds of information.
John Hayes, THE THEORY & PRACTICE OF CHANGE MANAGEMENT, 3rd ed. Palgrave, 2010
The Who What and How of Communication

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Underscore & Explore
Identify & Reply
Withhold & Uphold
Tell & Sell
Spray & Pray
Clampett et al’s five communication
strategies
John Hayes, THE THEORY & PRACTICE OF CHANGE MANAGEMENT, 3rd ed. Palgrave, 2010

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Underscore & Explore
Identify & Reply
Withhold & Uphold
Tell & Sell
Spray & Pray
Amount of information transferred
Great Little
Communication
effectiveness
Low
High
Clampett et al.’s five communication strategies
John Hayes, THE THEORY & PRACTICE OF CHANGE
MANAGEMENT, 3rd ed. Palgrave, 2010

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Ten Keys to Effective Listening
Keys Poor Listener Good Listener
1. Listen actively Is passive, laid back Asks questions;
paraphrases what is said
2. Find areas of interest Tunes out dry subjects Looks for opportunities,
new learning
3. Resist distractions Is easily distracted Fights distractions;
tolerates bad habits;
knows how to
concentrate
4. Capitalize on the fact
that thought is faster
than speech
Tends to daydream with
slow speakers
Challenges, anticipates,
summarizes; listens
between lines to tone of
voice
5. Be responsive Is minimally involved Nods; shows interest,
positive feedback

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Keys Poor Listener Good Listener
6. Judge content, not
delivery
Tunes out if delivery is
poor
Judges content; skips
over delivery errors
7. Hold one’s fire Has preconceptions;
argues
Does not judge until
comprehension is
complete
8. Listen for ideas Listens for facts Listens to central themes
9. Work at listening No energy output; faked
attention
Works hard; exhibits
active body state, eye
contact
10. Exercise one’s mind Resists difficult material
in favor of light,
recreational material
Uses heavier material as
exercise for the mind
Ten Keys to Effective Listening

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So How good a listener are you?

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References
Daft R. L. (2011) Leadership. 5th edn. – International Edition, London: South-Western
Cengage Learning
Hayes, J. (2014) The Theory and Practice of Change Management. 3rd Edition.
Basingstoke. Palgrave