WK 6 - Management skills

motivation

The process that accounts for the intensity, direction, and persistence of effort toward a goal. Shaped by the situation, the process , and individual differences

Theory 1: maslow’s hierarchy of needs

must have the base to move up,,,a lower need has to be reasonably satisfied before the next one up motivates

Top end

self-actualization - self filfillment, be the best u can be

esteem - reputation, recongnititon, self confidence

love/belonging - affection, belonging, to love and be loved

safety - from physical or psychological harm

Physiological - food, air, water

Bottom start

content theories — Alderfer;s ERG

• Existence — physical and material well-being (physiological,safety)

• Relatedness — meaningful relationships (love/belonging)

• Growth — develop and use your abilities to the fullest (self-actualization)

content theories — Mcleland 3 needs

Achievement — excel at hard things, fast and independently; wants moderate difficulty and feedback. Entrepreneurs.

Affiliation — wants relationships and belonging; avoids conflict, hard decisions, and giving negative feedback. Not the best managers.

Power — wants to influence, coach, teach; disciplined, self-respecting. Often the best managers

Theory 2: McGregor’s Theory X and Y

Theory X- old days (pessimists' view)

• People dislike work and avoid it when they can

• They have to be coerced, controlled, and threatened to perform

• They prefer to be directed and avoid responsibility

• Ambition is rare; security is what they want

Theory Y – today's world (optimists’ view)

• Work is as natural as play or rest

• People will self-direct toward goals they’re committed to

• They seek responsibility, given the chance

• Creativity and ingenuity are widely distributed, not rare

theory 5 : Herzberg’s motivation hygiene

Motivators: drive satisfaction *doesnt mean motivate

• managers control to improve satisfaction

• achievement

• recognition

• the work itslef

• responsibility

• advancenet and growth

Hygiene factors: prevent dissatisfaction

• expectations to prevent dissatisfaction, doesn't mean it motivates

• supervision

• working conditions

• company policy and administration

• relationships w/ boss nd peers

Theory 6 : Goal setting

Goals energize ppl and point their thinking and behavior at a specific end

Goals that motivate are

• acceoted by the person doing the work

• challenging but attainable

• SMART: specific, measurable, aligned, realistic, time bound

Putting the goals to work: MBO (managment by objectives)

• Set goals collaboratively — tangible,verifiable, measurable

• The person participates in setting them

• Specific goal, explicit time period

• Performance feedback along the way

self efficacy is

the belief that you can do the task

• you get a higher job or task performance

Theory 7: Expectancy

Depends on 3 beliefs and if one isnt linked the motivation is zero

Effort — Performaance — Rewards — Personal goals

1. Expectancy : “if i try, will i actually perform ?”

2. instrumentality: “if i perform, will i get the reward?”

3. Valence: “do i even want that reward ? “

Thoery 8 : Equity (Adams )

ppl compare their ratio of outcomes to inputs against someone else’s,,,Fair is when the ratios match

ME

outcomes: pay, bonus, recognition, promotion

inputs: effort, skill, experience, education

THEM

outcomes: pay, bonus, recognition, promotion

inputs: effort, skill, experience, education

Job enlargement

more variety at the same level ; wider (horizontal)

Job enrichment

more responsilibility, recognition, and stimulation, deeper (vertical)

job characteristics model — list 5 dials

• skill variety

• task identity

• task significance

• autonomy

• feedback

skill variety is

how many different skills the work uses

Task identity is

a whole piece of work or a fragment

task significance is

impacy on other ppl

autonomy

freedom and discretion in how

Feedback

does the work itself tell u how youre doing