Motivation 8 Mai 2009

Key Key operations operations

of of ManagementManagement

Planning

+

Decision – Making Function

Organizing+

Communicating Leading & Motivating Functions

Controlling+

Monitoring & Evaluating Functions

Motivation – the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need (Stephen Robbins).

Motivation is the set of processes that determine the choices people make about their behaviors (Van Fleet Peterson).

Df 2

Df 1

Managerial Problem 1:

How do we get peoples willingness to do their best?

In other words, how do we make them motivated?

Classification ASolution Solution

By Quantity of Participants in motivation

process:Motivation

Self-motivation

Group

Individual


Since motivation is the process, it makes managers to take permanent care of keeping up employees motivated.

Problem 2 reinforces Problem 1.

By Motivating Methods:

Motivation

economic

socio-economic

administrative

physical

spiritual

“+”Reward

“–“Punishment

? ?

?

?

?

?

?

?

?

?

Solution Solution Classification B


How do we evaluate peoples motivation?

Solution Solution

By Result (Goals

attainment):Motivation

EFFECTIVEEFFECTIVE

INEFFECTIVEINEFFECTIVE

Classification C

Solution Solution

By the use ofResources for

Goal’s attainment:

Motivation

EFFICIENTEFFICIENT

INEFFICIENTINEFFICIENT

Classification D


Those motivated should be able to realize the effort, that means the task / goal should correspond to their capacities.

What to do if not so? SOLUTIONS …?SOLUTIONS …?

nee

dAn internal state

that makes certain outcomes appear

attractive

(Stephen Robbins)

Drive or force that initiates behavior

(Van Fleet Peterson)

The state of lacking something

essential for an individual/ organization

(Zorina Şişcan)


Needs are not identical.

How do we identify them right to motivate?

Abraham Maslow: Hierarchy of Needs Theory(USA, 1908-1970)

Self-Self-actualizationactualization

EsteemEsteem

Safety Safety

As each need is substantially satisfied, the next need becomes dominant.

SocialSocial

Psyhiological


Although no need is ever fully gratified,

a substantially satisfied need no longer motivates.

What do we do when we are on the top of the pyramid?

SOLUTION SOLUTION Make needs pyramid Make needs pyramid

dynamic and develop flexible value dynamic and develop flexible value

system that allow further motivation.system that allow further motivation.


What is the best managerial style to be applied for motivating employees in

organization?

Sun TzuSun Tzu

(China, VI c B.C.)People by nature are

vicious, envious and lazy. War is a natural state of

mankind.

+

Douglas Mc Douglas Mc

GregorGregor (USA, 1906-

1964)

Theory X

+

G. MichaelsonG. Michaelson

“Sun Tzu and the Art of War for

Managers: 50 Strategic Rules”, 2001

Autocratic styleAutocratic style

SOLUTIONSOLUTION

+

Democratic styleDemocratic style

SOLUTIONSOLUTION

Man TzuMan Tzu (China, VI c B.C.)

People by nature are virtuous, tend to work and to collaboration. Peace is a natural state of humankind

Douglas Mc Douglas Mc GregorGregor (USA, 1906-

1964)

Theory Y

R. PinoR. Pino

“Corporate Aikido: Unleash the Potential within Your Company to Neutralize Competition and Seize

Growth”, 1998.

+

Participative styleParticipative style

SOLUTIONSOLUTION

William G. OuchiWilliam G. Ouchi

(USA, 1943): Theory ZPeople are neither good nor bad by nature.

They are rather products of society, of culture.

So, Organizational Culture should be shaped to have

the employees motivated in the way you need.

Theory Z emphasizes the total staff involvement,

together with management, in the running

of an enterprise.

SOLUTION

Postmodern approach to motivationPostmodern approach to motivation

Synergetic, flexible, Synergetic, flexible, situational stylesituational style

OTHER CONTEMPORARY THEORIES OF MOTIVATIONOTHER CONTEMPORARY THEORIES OF MOTIVATION

Expectancy Expectancy TheoryTheory

Motivation is determined by how much an employee wants something and how likely he thinks he is to get it.

Goal-setting Goal-setting TheoryTheory

Specific and moderately difficult goals may increase motivation.

High-High-Involvement Involvement theorytheory

Employee participation can also increase motivation.

Reinforcement Theory

Future behavior is shaped by the consequences of current behavior. Kinds of reinforcement: positive reinforcement, avoidance, extinction and punishment.

Equity TheoryEquity Theory

Employees compare their contributions and rewards to those of others and want to be treated fairly relative to others in the organization.

Each theory is built on one or another aspect of motivation Each theory is built on one or another aspect of motivation integrative integrative approach to motivation is more effective.approach to motivation is more effective.


What is the best motivation practice?

The basic socio-economic motivation practices in international management are:

Career promotion (status ascription) and financial rewards are attributed in proportion to achievements

Career promotion and financial rewards are ascribed in proportion with age

North-western (North American and Protestant European) business cultures (Germany, the Netherlands, Switzerland etc.)

Western (Catholic) business cultures (France, Italy, Spain etc., Latin America);

Eastern business cultures (Arabic, Indian, Chinese, Japanese etc.)

Value knowledge (education), machinery and new ideas (innovations) that produce quick change and fast development

Associated with youth

Motivate for individual effort, for being young, energetic, initiative

Value knowledge (experience), Nature and stability (new ideas for gradual change and sustainable development)

Associated with advanced age

Motivate for long living, group harmony, energy and collective effort

Pay – for – performance Payment based on ascription

SOLUTIONSOLUTION

There is no the best motivation practice.

All motivational practices are determined

by the values existing in a socio-economic system

(state, company) and shared by individuals.

For motivating the goals attainment

Identifying an existing

need

Identifying right problem

Formulating clear goal

Identifying the appearance

of a need

Linking and Correlating need and goal with values when choosing motivating methods

Generating willingness to make an effort for goals attainment and needs satisfaction

Motivation ProcessMotivation Process

By Zorina Şişcan

Self-motivation takes place when an individual generates a motivation process by himself for himself and for others (Zorina Şişcan)

Caracteristică comparativă a valorilor automanagementului Caracteristică comparativă a valorilor automanagementului prin prisma aspectelor satisfacţiei (în %)prin prisma aspectelor satisfacţiei (în %)

Moldova Germania Polonia Ucraina

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J1 … De lucrul pe care îl efectuaţi

(luând în consideraţie: complexitatea sarcinilor, distribuirea obligaţiunilor, nivelul de libertate în acţiuni, condiţiile fizice a lucrului Dvs.)

0,7 4,7 20,7 74,0 0,0 100 1,3 2,5 5,6 90,6 0,0 100 0,0 6,4 7,4 86,2 0,0 100 0,6 1,3 36,5 61,6 0,0 100

J2 … De relaţiile Dvs. Cu colegii

de serviciu 0,0 4,7 14,7 80,7 0,0 100 0,6 1,3 8,8 89,4 0,0 100 0,0 1,1 20,2 78,7 0,0 100 1,3 3,1 25,8 69,8 0,0 100

J3 … De venitul Dvs. (salariile de

bază şi indemnizaţiile) 7,3 30,7 21,3 40,7 0,0 100 0,6 5,0 13,1 81,3 0,0 100 1,1 25,5 21,3 52,1 0,0 100 5,0 25,2 37,1 32,7 0,0 100

Caracteristică comparativă a valorilor automanagementului Caracteristică comparativă a valorilor automanagementului prin prisma aspectelor satisfacţiei (în %)prin prisma aspectelor satisfacţiei (în %)

Macedonia Cehia Bulgaria

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J1 … De lucrul pe care îl efectuaţi (luând în consideraţie: comp-lexitatea sarcinilor, distribuirea obligaţiunilor, nivelul de libertate în acţiuni, condiţiile fizice a lucrului Dvs.)

1,2 3,7 16,3 78,9 0,0 100 0,0 1,4 14,3 84,3 0,0 100 0,0 4,0 15,2 80,8 0,0 100

J2 … De relaţiile Dvs. Cu colegii de serviciu

0,4 3,7 16,3 79,7 0,0 100 1,4 4,3 12,9 81,4 0,0 100 0,0 4,0 32,0 64,0 0,0 100

J3 … De venitul Dvs. (salariile de bază şi indemnizaţiile)

4,1 22,8 22,4 50,8 0,0 100 1,4 11,4 31,4 55,7 0,0 100 3,2 17,6 33,6 45,6 0,0 100

GENERAL MOTIVATION ALGORITHMGENERAL MOTIVATION ALGORITHM

Develop the Emotional IntelligenceEmotional Intelligence alongside with your Ratio and Intellect.

Ratio (rigid logic)Intellect (mind flexibility)

Ratio (rigid logic)Intellect (mind flexibility)

IQ, High Academic Rating,Good specialist

IQ, High Academic Rating,Good specialist

EI is associated with Empathy

Effective manager able

to motivate

Having revealed the interests of people, link them with goalss attainment.

Be self-motivated in order to motivate others.

Motivation 8 Mai 2009

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