Standardized Guidance for MGT 425 Week 2

1. MGT 425
Week 2

2. MGT 425
Leadership & Motivation

3. Take advantage of
interacting with
your peers and
adding value to the
discussions by
adding a new twist
Consider offering
compare or
contrasting ideas
Show your peers
that you are one
step ahead by
sharing the latest
research you’ve
discovered via our
library
MGT 425: Leadership & Motivation
Introduction to Week 2
As we move into Week 2, we will explore how
to improve motivation efforts
As we discussed in last week’s discussion
forums, it’s imperative that we motivate our
staff in a manner that they best respond to
In Week 2, we will study the basic steps to
creating an effective plan to improve
motivational processes so that everyone wins

4. Overview & Requirements
• Read: Chapter 5 in your text book and supplemental reading material
• Two Discussion Questions: Original Post due by Thursday, 11:59pm; respond to at
least two classmates or your instructor by Monday 11:59pm
• DQ #1: Motivation in Unemployment
• DQ #2: Building Morale
• Written Assignment: Diagnosing and Improving Motivation: Due by Monday 11:59
• Review: Supplemental articles (located under Required Resources)

5.  Section 2: Diagnosing and Improving
Motivation Case Study
 Chapter 5: Planning a Motivation
Improvement Project
 An Extended Case Study (Pages 39-41)
 Extended Case: Part 2 (Pages 49-52)
Required Text Reading
 Extended Case: Part 3 (Pages 64-68)
 Extended Case: Part 4 (Pages 85-90)
 Extended Case: Part 5 (Page 101)
 Extended Case: Part 6 (Page 113)
 b. Section 3: Improving Motivation
Extended Case: Conclusion (Pages 134-
136)
Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager's guide
to diagnosing and improving motivation.

6.  Sargent, G. (2010, July 20). The plum line: Two more GOPers say unemployment
benefits encourage folks to stay unemployed (Links to an external site.)Links to an
external site.. Blogs & Columns, Blog Directory - The Washington Post.
 Sherk, J. (2011). Extended UI payments do not benefit the economy (Links to an
external site.)Links to an external site.. Conservative Policy Research and Analysis.
 Viscuso, F., & Viscuso, J. (2011, July). How to build department morale. Fire
Engineering, 164(7), 77-78, 80, 82.
Required Supplemental Reading

7. This week we will:
 Recognize who is responsible for motivation and how we serve
to impact it’s success
 Identify methods to increase efficiency and unity through
morale-boosting techniques; techniques that also improve
cohesiveness and workplace unity
Objectives for Week 2

8. Activity Due Date Format
Grading
Percent
Read Chapter 5 & supplemental
material
Motivation in Unemployment Day 3
(1st post)
Discussion 4
Respond to at least two classmates’
(or your instructor’s) posts
Day 7 Discussion Included as
part of 4 pts
Building Morale Day 3
(1st post)
Discussion 4
Respond to at least two classmates’
(or your instructor’s) posts
Day 7 Discussion Included as
part of 4 pts
Diagnosing and Improving
Motivation
Day 7 Assignment 10

9. In addition to the four basic steps, we must also diagnose the individual or group that
we want to target, as well as determine the current level of motivation
By doing so, we provide a more holistic approach to planning our improved
motivation project. We are also able to provide a more tailored approach
Reference: Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation:
A manager's guide to diagnosing and improving motivation. New York:
Routledge/Taylor & Francis Group.
Planning a Motivation Improvement Project
1) Plan the project
2) Investigate the strength of each connection and possible causes of how
connections
3) Identify appropriate solutions
4) Decide which problem and solution to tackle and measure results

10. FOUNDATIONAL ASPECTS
Planning a motivation project requires attention to determining who the target audience
will be. Is it individual, group/team, or organization-wide?
As leaders, our job is to know our business and people well enough to properly execute an
appropriate diagnosis.

11. PLANNING THE PROJECT
Planning starts with proper diagnosis. To determine the current level of existing
motivation, we must place value on appropriate measures to diagnose the environment.
It is then important to set a timeline of expectations
Questions to Consider for Diagnosis
 What are the important outputs (productivity expectations)?
 How much output is currently being executed versus how much is expected?
 What is the quality of output in comparison to what is expected?
 How much more value would it be to the organization for this to be corrected?
(conducting a return on investment is most appropriate)
 What it is the ‘cost of doing nothing’? In other words, what is it costing the company for
the current situation to continue to go unresolved?

12. INVESTIGATION PROCESS
 We are searching for connections in the model. This will also help us to identify gaps
 We must collect data from a variety of sources. Triangulating data is ideal, if
possible
 Avoid surprising staff with this motivation implementation process, as we run the
risk of having them become defensive in the meanwhile – thereby possibly skewing
results during the data collection process
 It is highly recommended that this is executed with a continuous reminder of the
benefits of everyone involved. Avoid voicing concerns of accusations or
repercussions
How we 1) plan this project and 2) introduce the process to our people is a major
contributor to how well it will be executed

13. IDENTIFYING APPROPRIATE SOLUTIONS
The simpler we keep this project, the less resources needed to execute
and the less likely we will create subsequent issues as a result
As we progress later in class, we will re-explore this part of the process
and dive into more detailed problems and associated solutions

14. Change requires time, energy, and resources (money), so our goal should be to
determine which motivation improvement plan is most resource effective and will make
the greatest difference
Measurement should include:
 Evidence of a problem prior to beginning the diagnosis
 Status updates immediately upon implementing a solution
 Status updates conducted at regular future intervals
 Annual re-evaluation
DECIDING ON THE MOST APPROPRIATE SOLUTION
Reference: Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager's guide to diagnosing
and improving motivation. New York: Routledge/Taylor & Francis Group.

15. TIPS FOR RESPONDING TO DISCUSSION QUESTIONS
Discussion Question #1: Motivation in Unemployment
 Consider the four-step approach illustrated in Chapter 5
 Use the Washington Post and Heritage Foundation articles to help explain how you would embark
on each step.
 By reflecting on what it would be like to be that individual, how would you best be motivated?
 When reflecting on the different ways other people are motivated, how might you include those
methods that may not necessarily be your first choice?
 By considering the differences between your own preferred method of being motivated and the
methods that other people prefer, how might you approach this discussion question to ensure that
everyone’s needs are best met (Northouse, 2013)?
Reference: Northouse, P. G. (2013). Introduction to
leadership: Concepts and practice. Thousand Oaks,
CA: Sage Publications, Inc.

16. TIPS FOR RESPONDING TO DISCUSSION QUESTIONS
Discussion Question #2: Building Morale
 When considering the three tips you believe are most essential to building employee
morale, don’t forget to include ideas that span beyond your own preferences
 Part of the goal in executing a motivation improvement plan is that we are sure to
meet the needs of our staff versus implementing a motivation plan that meets our own
needs
 Consider a recent situation in your own workplace to help spark ideas
 Be sure to determine the more resourceful plan (time, energy, and resource-efficient)

17. REQUIRED READING
Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager's
guide to diagnosing and improving motivation. New York: Routledge/Taylor &
Francis Group.
 Section 2: Diagnosing and Improving Motivation Case Study
 Chapter 5: Planning a Motivation Improvement Project
 An Extended Case Study (Pages 39-41)
 Extended Case: Part 2 (Pages 49-52)
 Extended Case: Part 3 (Pages 64-68)
 Extended Case: Part 4 (Pages 85-90)
 Extended Case: Part 5 (Page 101)
 Extended Case: Part 6 (Page 113)
 Section 3: Improving Motivation
 Extended Case: Conclusion (Pages 134-136)

18. REQUIRED SUPPLEMENTAL ARTICLES
 Sargent, G. (2010). The plum line: Two more GOPers say unemployment benefits encourage folks
to stay unemployed (Links to an external site.)Links to an external site.. Blogs & Columns, Blog
Directory - The Washington Post. Retrieved from http://voices.washingtonpost.com/plum-
line/2010/07/two_more_republicans_say_unemp.html
 Sherk, J. (2011). Extended UI payments do not benefit the economy (Links to an external
site.)Links to an external site.. Conservative Policy Research and Analysis. Retrieved from
http://www.heritage.org/Research/Reports/2011/09/Extended-UI-Payments-Do-Not-Benefit-
the-Economy
 Viscuso, F., & Viscuso, J. (2011). How to build department morale. Fire Engineering, 164(7), 77-
78, 80, 82. Retrieved from ProQuest database.

19. MISCELLENAEOUS TIPS
 If you aren’t already doing so, I highly recommend taking advantage of the Writing
Center. They can and will catch minor errors and protect your grade
 Discussion question responses should be substantial in nature, show evidence of
higher order thinking, and using supporting documentation
 Discussion question responses and written assignments that rely on over-use of direct
quotes are ineligible for full credit. We value what the other author’s have published,
but to earn credit, the work must be largely your own
 APA guidelines allots for no more than 10% of any post or paper to be direct quotes.
That means that one direct quote is acceptable for every 10 pages
 Avoid fluff. Your instructor knows this material like the back of her hand, so it’s
evident when information is inaccurate or ‘filler’
 When in doubt, ask. If something is unclear to you – chances are, it’s confusing to
your classmates too. They will appreciate the fact that an answer is available!

20. GREATEST TIPS FOR WEEK 2
& WILL SERVE YOU WELL THROUGHOUT YOUR EDUCATIONAL JOURNEY
 If you have received a score(s) that is lower than you expected, review your instructors feedback. We
all provide very detailed feedback. However, if something is unclear to you, please ask. This is a
learning process and it’s okay if something is confusing. We are committed to helping you succeed
 Make it a habit to check the Ask Your Instructor’s thread each time you log on. There just might be a
question asked that hasn’t crossed your mind yet, but chances are – you might appreciate the answer
 If your professor has not responded to you within 48 hours, please resent your message. We all
respond within 24-36 hours (up to 48 on rare occasions). Technology is wonderful, but it doesn’t mean
it’s error-free. If we haven’t responded, chances are we didn’t receive your message. Please do try
again. We are committed to your success
You’ve earned your right to be in this program. This means that we are expecting to see your best work.
Your employer will be expecting a whole lot from you with your new degree, too
Lack of attention to detail will reflect in your grades

21. AMAZING SUPPORT SYSTEM
 Listed under ‘Writing Center & Library’ are links to the following:
TAKE ADVANTAGE OF AVAILABLE RESOURCES
 Listed under the email tab on the left hand menu is an icon similar to this. Click here
for access to tech supports phone number, email, and chat options

22. THE WRITING CENTER
https://awc.ashford.edu/Index.html
 Any questions about the content you’ve developed?
 Formatting concerns?
 APA questions?
I highly recommend getting into the habit of submitting all work to the Writing Center prior to
submitting for a grade. They will help you catch errors that will help you avoid running the risk of
submitting erroneous errors in your written assignments

23. ANY
QUESTIONS?
Please post
your questions
in the Ask Your
Instructor
thread
For question
that are
private, be sure
to reserve those
for email
correspondence

24. REFERENCES
Pritchard, R. D., & Ashwood, E. L. (2008). Managing motivation: A manager’s
guide to diagnosing and improving motivation. New York: Routledge/Taylor &
Francis Group.
Northouse, P. G. (2013). Introduction to leadership: Concepts and practice.
Thousand Oaks, CA: Sage Publications, Inc.