1.12 motivation

Intrinsic motivation

Intrinsic motivation

Doing something because you want to do it

Extrinsic motivation

Motivation from an external stimulus doing something because you have to

Financial incentives

Being motivated by money, it includes peace rate, commission, performance related, pay, bonuses, and profit sharing

non-financial incentives

Non-financial centres, so when you’re motivated by other means, for example, delegation, empowerment, teamwork, job, rotation, flexible, working, job in Richmond, job, enlargement, praise

Advantages of financial and non-financial motivation

Financial, motivate employees, encourages employees to work towards objectives, reduces need for supervision

Non-financial, cheaper, create intrinsic motivation, helps retention rates and it’s more sustainable

Taylor

Scientific management, identify most efficient method of production, then spot the most efficient workers and train. The remaining workers employees should receive a fair pay, which is strongly agreed with piece rate.

Mayo

Human retention theory, motivation can be improved by paying interest. In workers, consultation, teamwork, giving workers, a degree of authority, problems, groups may form negative norms.

Maslow

Hierarchy of needs, motivation can be improved by offering incentives. Self actualisation leads to esteem needs leads to belongingness leads to safety needs leads to psychological needs. Everything needs to be satisfied in this order with basic needs first and self actualisation highest

Hertzberg

Two factor theory. Hygiene can lead to a lack of productivity. Motivated can improve achievement and responsibility and makes productivity better researching is based on professionals. Without hygiene factors, demotivation will occur

Three ways to improve motivation

Enlargement job rotation and job enrichment

Motivation

The willingness to do something

Benefits of a well motivated workforce

Increase productivity, better quality, reduced absenteeism, decreased in industrial disputes, higher retention rates

Organisational structure

Ways the roles in a business are arranged

Span of control

Refers to the number of subordinates mangers have direct control under

Chain of command

Path of authority along which instructions are passed

flat structure advantages

Faster communication, faster decision making, higher overheads, less delegation, responsive to dynamic market, empowering more likely

Tall structures pros

Allows close supervision, useful when subordinates are unskilled, greater specialisation, additional levels of hierarchy means more promotion.

Matrix structures

Taking people from their original position to have them work on a project together

Pros and cons of matrix structures

Pros, breaks downs traditional departments, individuals get used to their skills

Cons, members of project teams have divided loyalties, may not be a clear line of accountability, difficulty to co ordinate

Delayering

Removing one of more levels of hierarchy from the existing structure

Pros, lower labour costs, faster communication

Cons, demotivating, less opportunity for promotion

Centralised vs decentralised structure.

Centeralised, key decisions made by senior management

Decentralised,where a business allows decisions to be made by managers

Pros and cons of a centralised structure

Pros , control, quality, costs low

Cons, local conditions ignored, demotivated, change is slow

Pros and cons of decenteralised structure

Pros, empowered, local conditions included and more responsive to change

Cons, local managers may lack experience, corporate image are inconsistent

4 leadership styles.

1. Autocratic

2. paternalistic

3. Democratic

4. Laissez faire

Autocratic

Tells you why to do, Taylor for people motivated by money, high control means consistency

Paternalistic

Leader makes decisions but it’s softer, mayo addressing employees needs, allows empowerment, less delegation, better relationship

Democratic

Consultation employees participate in decision making. Herzberg and Maslow are about meeting needs, greater involvement, empowerment, delegation, netter morales

Laissez faire

Herzberg and Maslow top two structure, giving lots of control, leader has little input, subordinates are given resources and skills to get in with it and make their own decisions which improves motivation.

Entrepreneur

Person who spots a business opportunity and shows initiative and willingness to take risk by setting up a business in order to benefit from the potential reward

Trade-off

Excepting less things in order to gain something else

Entrepreneurial motifs

High income, independence, flexibility, ethical reasons, profit, maximisation

Why would an organisation want intrapreneurship?

Can help a business grow, drive innovation, good mindset, giving employees, a chance to be creative, helps new ideas

How can businesses encourage entrepreneurship?

Employees, take ownership, risk taking and failure, acceptable, train employees in innovation, giving employees more time outside the job description, reward entrepreneurial thinking

Leader

Senior members of staff that have the ability to influence and direct people in order to meet goals

Entrepreneurs might may have difficulties moving to a leader, because

they may have troubles, trusting, delegating, having a different mindset, opportunity cost