1. Motivation

2. Definition
“Motivation means a process
of stimulating people to action
to accomplished desired
goals”
William G. Scout

3. Importance of Motivation
Helps in satisfying needs of the Employees
Change the negative attitude to Positive attitude
Reduce labor turnover
Reduce absenteeism
Helps in introducing changes
Improves level of efficiency of employees
Creating friendly and supportive relationship

4. Motivation Process
Determination
of future need
Unsatisfied
needs
Tension
Satisfied
Needs
Search
Behavior
Drives
Reduction
of tension
Give
rise to

5. Types of motivation
Positive motivation Negative motivation
Monetary motivation Non-Monetary motivation

6. Positive motivation
• Positive motivation induces people to do work in
the best possible manner and to improve their
performance.
• Positive motivation is the type of motivation a
person feels when he expects a certain reward.
• An example of Positive motivation :
when a Boss tells his subordinate , "if you achieve
the target on the time I will give you promotion “

7. Negative motivation
• Negative incentives are those whose purpose is to
correct the mistakes or defaults of employees.
• Negative incentive is generally resorted to when
positive incentive does not works and a psychological
set back has to be given to employees.
• An example of Positive motivation :
When a Boss tells his subordinate , "if you do not
achieve the target on the time I will give you demotion”

8. Incentive
Incentives refers to all those measures
which are used to motivate people for
improving their performance.
The need of incentives can be many:-
• To increase productivity,
• To shape the behavior or outlook of subordinate
towards work,
• To inculcate zeal and enthusiasm towards work

9. Financial
incentives
Non
financial
incentives
• Pay and allowances
• Productivity linked wage
incentives
• Bonus
• Profit sharing
• Stock option
• Retirement benefits
• Career advancement
opportunity
• Job enrichment
• Employee recognition program
• Job security
• Employee participation
• Organizational climate
• Employee empowerment

10. Monetary incentives-
Those incentives which satisfy the subordinates by providing them rewards
in terms of rupees.
Money has been recognized as a chief source of satisfying the needs of
people.
Money is also helpful to satisfy the social needs by possessing various
material items.
Therefore, money not only satisfies psychological needs but also the
security and social needs.
Therefore, in many factories, various wage plans and bonus schemes are
introduced to motivate and stimulate the people to work.

11. Non-monetary incentives-
Besides the monetary incentives, there are certain non-financial
incentives which can satisfy the ego and self- actualization needs of
employees.
The incentives which cannot be measured in terms of money are under
the category of “Non- monetary incentives”.
Whenever a manager has to satisfy the psychological needs of the
subordinates, he makes use of non-financial incentives.
Non- financial incentives can be of the following types:-
• Security of service-
• Praise or recognition-
• Job enrichment-
• Promotion opportunities

12. MotivationTheories
Traditional Theories
Fear and
Punishment Theory
Reward Theory
Carrot and Stick
Theory
Modern Theories
Maslow’s Hierarchy
needs
Herzberg hygiene
theory
MC. Gregors
theory X and Y
‘Z’ Theory
Vroom’s Expectancy
Theory
Three need theory

13. Fear and Punishment Theory
• Managers developed a strategy
of forcing people to work by
threatening to punish or dismiss
them or cut their rewards if they
did not work well.
• This philosophy is
characterized by thinking of
aggressiveness and authorities
managers
• Their was a tight control and
rigid supervision over workers.

14. Reward Theory
• This theory tried to establish
a direct relationship
between efforts and rewards.
• Bases of Piece rate system
of wages
• Based on the standard
manager should decide on
degree of rewards and
penalties

15. Carrot and Stick Theory
• This theory suggest a combination of
both rewards and penalties for motivation
• This is based on the strategy of putting
carrot in the front of the donkey and
hitting it with the stick from behind so it
has to run
• Carrot refers to the incentives
• Stick refer to the penalties

16. Maslow’s Theory of Motivation
• Abraham Maslow is well renowned for
proposing the Hierarchy of Needs
Theory in 1943.
• Maslow was of the view that needs
have priority, i.e., needs are satisfied in
an order.
• As soon as the lower level needs are
satisfied. Those on the next higher
level emerge.
• Thus, he considered an individual's
motivation behavior as a
predetermined order of needs.
Abraham Maslow

17. Hierarchy of Needs Theory
Self-
Actualization
need
Esteem Needs
Social needs
Safety needs
Basic/ Physiological Needs
food, water, air, shelter, sleep, thirst, etc.
security of job and need for a predictable, secure and safe
environment
reputation, prestige, power, status, recognition and respect of
others.
needs for belongingness, friendship, love, affection, attention and
social acceptance.
desire for gaining more knowledge, social- service, creativity and
being aesthetic

18. • Physiological needs- These are the basic needs of air, water, food, clothing and
shelter. In other words, physiological needs are the needs for basic amenities of life.
• Safety needs- Safety needs include physical, environmental and emotional safety
and protection. For instance- Job security, financial security, protection from
animals, family security, health security, etc.
• Social needs- These needs emerge from society. Man is a social animal. These
needs become important. Social needs include the need for
love, affection, care, belongingness, and friendship.
• Esteem needs- Esteem needs are of two types: internal esteem needs (self-
respect, confidence, competence, achievement and freedom) and external esteem
needs (recognition, power, status, attention and admiration).
• Self-actualization need- This include the urge to become what you are capable of
becoming / what you have the potential to become. It includes the need for growth and
self-contentment. It also includes desire for gaining more knowledge, social-
service, creativity and being aesthetic. The self- actualization needs are never fully
satiable. As an individual grows psychologically, opportunities keep cropping up to
continue growing

19. McGregor :Theory X and Theory Y
• In 1960, Douglas
McGregor formulated
Theory X and Theory Y
suggesting two aspects of
human behavior at work
• According to
McGregor, the perception
of managers on the nature
of individuals is based on
various assumptions.
DOUGLAS MCGREGOR

20. Theory X and Theory Y (Douglas McGregor)

21. Assumptions of Theory X
• An average employee does not like
work and tries to escape it whenever
possible.
• He lacks ambition and dislikes
responsibility
• Since the employee does not want to
work, he must be
persuaded, compelled, or warned
with punishment so as to achieve
organizational goals.
• A close supervision is required on
part of managers. The managers
adopt a more dictatorial style.

22. Assumptions of Theory y
• Employees can perceive their job as relaxing
and normal.
• Employees not require only threat, external
control and coercion to work, but they can
use self-direction and self-control if they are
dedicated and sincere to achieve the
organizational objectives.
• If the job is rewarding and satisfying, then it
will result in employees’ loyalty and
commitment to organization.
• The employees have skills and capabilities.
Their logical capabilities should be fully
utilized. In other words, the
creativity, resourcefulness and innovative
potentiality of the employees can be utilized
to solve organizational problems.

23. Herzberg’s Two-Factor Theory of
Motivation
• In 1959, Frederick
Herzberg, a behavioral
scientist proposed a two-
factor theory or the
motivator-hygiene theory.
• According to
Herzberg, there are some
job factors that result in
satisfaction while there are
other job factors that
prevent dissatisfaction.

24. Two-Factor Theory (Frederick Herzberg)
Hygiene factors
Motivators

25. Hygiene factors
Hygiene factors are those job factors which are
essential for existence of motivation at workplace.
These do not lead to positive satisfaction for long-
term. But if these factors are absent / if these
factors are non-existant at workplace, then they
lead to dissatisfaction.
Hygiene factors are also called as dissatisfies or
maintenance factors as they are required to
avoid dissatisfaction. These factors describe the
job environment / scenario.

26. Hygiene factors
Company policy and administration
Technical aspects of supervision
Interpersonal aspects of supervision
Interpersonal relations with peers and
subordinates
Working conditions
Salary
Status
Job security

27. • Pay- The pay or salary structure should be appropriate and reasonable. It must be equal and
competitive to those in the same industry in the same domain.
• Company Policies and administrative policies- The company policies should not be too rigid.
They should be fair and clear. It should include flexible working hours, dress
code, breaks, vacation, etc.
• Fringe benefits- The employees should be offered health care plans (mediclaim), benefits for
the family members, employee help programmes, etc.
• Physical Working conditions- The working conditions should be safe, clean and hygienic. The
work equipments should be updated and well-maintained.
• Status- The employees’ status within the organization should be familiar and retained.
• Interpersonal relations-The relationship of the employees with his peers, superiors and
subordinates should be appropriate and acceptable. There should be no conflict or humiliation
element present.
• Job Security- The organization must provide job security to the employees

28. Motivational factors-
The motivational factors yield positive satisfaction. These factors motivate
the employees for a superior performance.
These factors are called satisfiers.
These are factors involved in performing the job. Employees find these
factors intrinsically rewarding.
The motivators symbolized the psychological needs that were perceived as
an additional benefit.

29. • Recognition- The employees should be praised and recognized for their
accomplishments by the managers.
• Sense of achievement- The employees must have a sense of achievement.
This depends on the job. There must be a fruit of some sort in the job.
• Growth and promotional opportunities- There must be growth and
advancement opportunities in an organization to motivate the employees to
perform well.
• Responsibility- The employees must hold themselves responsible for the
work. The managers should give them ownership of the work. They should
minimize control but retain accountability.
• Meaningfulness of the work- The work itself should be meaningful, interesting
and challenging for the employee to perform and to get motivated.

30. David McClelland’s Theory of Needs, Contd.,
nAch
nPow
nAff

31. McClelland’s Theory of Needs
David McClelland and his associates proposed McClelland’s
theory of Needs / Achievement Motivation Theory.
This theory states that human behaviour is affected by three
needs –
Need for achievement is the urge to excel, to accomplish in
relation to a set of standards, to struggle to achieve success.
Need for power is the desire to influence other individual’s
behaviour as per your wish. In other words, it is the desire to have
control over others and to be influential.
Need for affiliation is a need for open and sociable interpersonal
relationships. In other words, it is a desire for relationship based
on co-operation and mutual understanding.

32. Communication
An Overall Perspective

33. Communication
"Communication is the transfer of information from one person to
another person. It is a way of reaching others by transmitting
ideas, facts, thoughts, feeling sand values.“
- Newstrom and Davis.
_________________________________________________________
Communication is the process by which two or more persons come
together to exchange ideas and understanding amongst themselves.’
Koontz and O’Donnell

34. Why Communication?
INDIVIDUALS
 To share knowledge
and information
 To present ideas
 To influence others
 To build
relationships
 To express emotions
GROUPS
 To achieve common goals
 To ensure effective
completion of a task
 To reach a common
understanding
 To share common values/
systems
 To build relationships

35. Why Communication? …Contd.
• Organizational Goals
• Share Information
• Task Directives
• Result of Efforts
• Decision Making
• Achieve
• Coordinated
• Action

36. Channels
of communication
Formal
communication
Downward communication
Upward communication
Horizontal communication
Diagonal communication
Informal
communication
Grapevine Network
Free-flow communication
Circular communication
Chain communication
Wheel communication

37. Downward communication
Upward communication
Managing director
Finance
Manager
Production
Manager
Account
s officer
Factory
Manager
Internal
auditor
Store
Manager
Accountant
foreman
Accountant
Clerks
Store
Keeper
foreman
Worker Worker
Accountant
Clerks
Diagonal
communication
Downward
communication
Upward
communicationHorizontal communication

38. Modes of Communication
Types Examples Usefulness
Written Letters, Memos,
Reports, etc.
It is relatively permanent
and accessible.
Oral Conversations,
Interviews, Phone calls,
Speeches, etc.
It is the easiest when one
needs to communicate
urgently.
Kinesics Facial expressions,
Gestures, Actions,
Tone, Posture, etc.
Body unconsciously does
90% of communication.

39. Downwards Communication : Highly Directive, from Senior to subordinates, to
assign duties, give instructions, to inform to offer feed
back, approval to highlight problems etc.
Upwards Communications : It is non directive in nature from down below, to give
feedback, to inform about progress/problems, seeking
approvals.
Lateral or Horizontal Communication :Among colleagues, peers at same level for
information level for information sharing for coordination,
to save time.
COMMUNICATION NETWORKS
Formal Network : Virtually vertical as per chain go command within the
hierarchy.
Informal Network : Free to move in any direction may skip formal chain of
command. Likely to satisfy social and emotional needs
and also can facilitate task accomplishment.

40. FORMAL
COMMUNICATION
 Communication takes place through the formal channels of the
organization structure along the lines of authority established by
the management.
 Such communications are generally in writing and may take any
of the forms; policy; manuals: Procedures and rule books;
memoranda; official meetings; reports, etc.
Advantages & Disadvantages of Formal Communication:
 The advantages of formal communication are:
 They help in the fixation of responsibility and
 Maintaining of the authority relationship in an organization.
 The disadvantages of formal communication are:
 Generally time consuming, cumbersome
 Leads to a good deal of distortion at times.

41. INFORMAL
COMMUNICATION
 Communication arising out of al those channels of
communication that fall outside the formal channels is
known as informal communication.
 Built around the social relationships of members of the
organization.
 Informal communication does not flow lines of authority
as is the case of formal communication.
 It arises due to the personal needs of the members of n
organization.
 At times, in informal communication, it is difficult to fix
responsibility about accuracy of information. Such
communication is usually oral and may be covered even
by simple glance, gesture or smile or silence.

42. Formal communication channels
flow in four directions::
Downward communication
Upward communication
Horizontal communication
Diagonal communication

43.  Downward Communication : Downward
Communication Downward communication
involves, flow of communication from higher level
to the lower levels.
 Upward Communication: Upward Communication
Upward Communication flows from lower levels to
the higher levels of the organization.
 Horizontal Communication : Horizontal
Communication Horizontal Communication is
information exchange between departments as
means of coordinating their activities. It occurs
across the same level.

44. Basis Formal
Communication
Informal
Communication
1.Definiation When communication takes place
through the formal official channels
then it is known as formal
communication.
Any communication by passing the
formal channels can be termed as
informal communication.
2.Flexibility Formal communication is not flexible. It is flexible.
3.Degree of control Formal communication is totally
controlled by the management.
It cannot be controlled like formal
communication.
4.Evidence It has documentary evidence. It has no documentary evidence.
5.Discipline Official discipline is strictly maintained
in formal communication.
Official decorum and discipline are
not followed.
6.Flow of information In formal communication information
can flow only upward and downward.
But in informal communication
information flows freely to all
direction.
7.Speed Here speed of communication is slow. Informal channels are very fast;
here information can be transmitted
instantly.
8.secrecy In case of formal communication
secrecy can be maintained.
Here maintaining secrecy is very
difficult.

45. 9.Rumor There is no scope for creation of
rumor in formal communication.
Due to its flexible nature rumor
can be created.
10.Distortion Generally information is not
distorted.
As official decorum is not
followed information can be
distorted.
11.Time It is time consuming. Less time is taken for
transmitting information.
12.Misunderstanding In case of formal communication
caution, there is almost no chance
of misunderstanding.
Due to lack of control
misunderstanding can takes
place?
13.Cost It is expensive. It is less expensive than formal
communication.
14.Mistakes As official discipline is maintained
chance of mistakes is very low.
On the other hand, as strict rules
are not followed possibility of
mistakes is very high

46. How to be effective in
communication
Who to communicate
What to communicate
When to communicate
Whom to communicate
Media for communication

47. Communication Process
SENDER
Encoding Decoding
RECEIVER
Media
Message
Feedback Response
Noise

48. Barriers to communication
o Organizational
Barrier
o Psychological
Barriers
Semantic
Barriers
Physical
Barrier
Personal
Barrier

49. Psychological
Barriers
• Premature
evaluation
• Lack of attention
• Loss by
transmission and
poor retention
• Distrust
Semantic Barriers
• Badly Expressed
Message
• Symbols with
different
meanings
• Faulty translation
• Unclarified
assumption
• Technical Jargon
• Body Language
and gestures
decoding
Personal Barrier
• Fear of challenge
to authority
• Lack of
confidence by
superior in his
subordinate
• Unwilling to
communicate
• Lack of proper
incentive
Organizational Barrier
• Organizational
Policy
• Rules and
regulation
• Status
• Complexity in
organization
structure
• Organizational
facilities

50. Thank You

51. Communication Principles

52. The American Management Association Inc. have outlined
the following Ten Commandments of good communication :
1. Seek to clarify your ideas before communicating
2. Examine the true purpose of each communication
3. Consider the total physical and human setting whenever
you communicate
4. Consult with others, where appropriate, in planning
communications
5. Be mindful, while you communicate, of the overtones as
well as the basic content of your message
6. Take the opportunity, when it arises, to convey something
of help or value to the receiver
7. Follow up your communication
8. Communicate for tomorrow as well as today
9. Be sure your actions support your communication
10. Seek not only to be understood but to understand – be a
good listener.

53. Communicate Effectively
1. Identify you subjects
2. Arouse listener interest
3. Use words commonly understood
4. Avoid talking in general terms – be specific – use:
A. Examples
B. Illustrations
C. Specific instances
D. Explain technical terms / specific slang terms
Remember – Your tone of voice and your action
or lack of them also convey
messages.

54. Barriers in Communication
1. Difference in experience and background
2. Failure to convey what the receiver needs and can
understand
3. Stereotypes and beliefs
4. Emotional state of mind
5. Suspecting communicator’s motivation
6. Failure to evaluate meaning behind what we read
7. Words mean different things to different people
8. Reference group effect
9. Nonverbal communication
10. Lack of time
11. Lack of training
12. Lack of action

55. Essentials of Good
Communication
Essential Quality of
Communication
ABC -
Accuracy, Brevity, Clarity
KISS - Keep it short and simple

56. The ABC of Communication
A – Accuracy
All information must be checked and double checked, Wrong
information not only negates the purpose of the communication but
also casts severe doubt on the credibility of the sender.
B – Brevity
Time is far too valuable to waste on unnecessary words. Brevity will
encourage the receiver to read / listen quickly and will help him
understand it better.
C - Clarity
Clarity is achieved by using the right language, that is, the words and
constructions that the receiver will understand and by carefully
structuring the communication so that the argument follows a logical
sequence which leads the receiver naturally to the point being made.

57. 5 Cs of Good
Communication
 Conciseness
Send the message in as few words as possible
 Completeness
Ensure that all the information needed by the
receiver to respond or act is included
 Courtesy
Show consideration for the receiver
 Clarity
Message should be clear
 Correctness
Check for accuracy of all statements and details

58. Disadvantages of Bad
Communication
Can be Misunderstood
May not be taken seriously
Reduced effectiveness
Can lead to Conflicts

59. Always think ahead about what you are going to say.
Use simple words and phrases that are understood by every body.
Increase your knowledge on all subjects you are required to speak.
Speak clearly and audibly.
Check twice with the listener whether you have been understood accurately
or not
In case of an interruption, always do a little recap of what has been already
said.
Always pay undivided attention to the speaker while listening.
While listening, always make notes of important points.
Always ask for clarification if you have failed to grasp other’s point of view.
Repeat what the speaker has said to check whether you have understood
accurately.
ESSENTIALS OF COMMUNICATION
Do’s

60. ESSENTIALS OF COMMUNICATION
DON’Ts
Do not instantly react and mutter something in anger.
Do not use technical terms & terminologies not understood by
majority of people.
Do not speak too fast or too slow.
Do not speak in inaudible surroundings, as you won’t be heard.
Do not assume that every body understands you.
While listening do not glance here and there as it might distract
the speaker.
Do not interrupt the speaker.
Do not jump to the conclusion that you have understood every
thing.