Theories of Motivation and Teamwork

INDUSTRIAL MANAGEMENT (IMT 2412) THEORY OF MOTIVATION & TEAMWORK TEAM MEMBERS

: LUKSHMAN RAO

TTO’S NAME

MOHD HAFIZ SALIM IRSHAD SHAFIQ : MS ROSMAIZURA MOHD ZAIN

OVERVIEW

Objective

Motivation Process

Theories of Motivation

Teamwork

Team Synergy

Conflict Resolution

Q&A Session (case study)

OBJECTIVE

Objective of this assessment and presentation is to understand and justify, Theory of motivation

Abraham H. Maslow Frederick Herzberg Doughlas MC Gregor McClelland

Teamwork

Team Synergy Team Evaluation Team Roles Conflict Resolution

GERMAN-MALAYSIAN INSTITUTE (IMT 2412)

INDUSTRIAL MANAGEMENT (IMT 2412)

Motivation Process


Definition of Motivation

The driving force within individuals by which they attempt to achieve some goal in order to fulfill some needs or expectation.

The degree to which an individual wants to choose in certain behavior.


Motivation is…

Complex Psychological Physical Unique to each and every person Context sensitive Not fully understood


Qualities of Motivation

Energizes behavior Directs behavior Enable persistence towards a goal Exists in varying details


Motivation Process ENERGY

DIRECTION

PERSISTENCE

It is a process by which a person’s efforts are energized, directed and sustained towards attaining the goal. Energy- A measure of intensity or drive. Direction- Towards organizational goal. Persistence- Exerting effort to achieve goal


Six C’s of Motivation Challenges

Choices

Collaboration

Control

Consequences

Constructing Meaning


Basic Model of Motivation Needs or Result in expectations

Drive force (Behavior or Action)

Desired Goals

Feedback

fulfillments

Which Provides



Theories of Motivation

Process Theories of Motivation Emphasis on actual process of motivation.

Three needs Theory ( McClelland) Goal-setting Theory Reinforcement Theory Designing Motivating theory Equity Theory Expectancy Theory


Theories of Motivation Content Theories

To emphasis on what motivates individuals.

Wide range of theories

Abraham Maslow (1908-1970) Maslow’s need Hierarchy

Macgregor (1917-1998) Macgregor's Theories X & Y

Frederick Hertzberg (1923-2000) Herzberg’s two factors theory GERMAN-MALAYSIAN INSTITUTE (IMT 2412)


Abraham H. Maslow’s Theory


Maslow’s Theory An

understanding of basic human motivational theory is vital to effective leadership. According to Maslow, human motivation is based on a hierarchical system of needs. In ascending order, there are physiological needs, safety needs, love and belonging needs, status and esteem needs, and the need for self-actualization and self-fulfillment.


Maslow’s Theory Philosophy “We each have a hierarchy of needs that ranges from "lower" to "higher." As lower needs are fulfilled there is a tendency for other, higher needs to emerge.”

Maslow’s theory maintains that a person does not feel a higher need until the needs of the current level have been satisfied.


Maslow’s Hierarchy of needs theory

Needs were categories as five levels of lower-higherorder needs. Individual must satisfy lower-level needs before they can satisfy higher order needs. Satisfied needs will no longer motivate. Motivating a person depends on knowing at what level that a person is on the hierarchy.

Lover order ( External ) : Physiological and safety needs Higher order ( Internal ) : Social, Esteem, and Selfactualization GERMAN-MALAYSIAN INSTITUTE (IMT 2412)

Physiological Needs Basic Human Needs

Physiological Needs

Food

Oxygen

Water

Clothing

Sex

The Physiological Needs

Basic needs such as hunger, thirst, warmth, air, and so on. They may include various sensory pleasures as touch, hearing, tasting, smelling, under certain circumstances. If these needs are unsatisfied, all other needs may become nonexistent or be pushed into the background.


Safety Needs Safety and Security

Safety Needs

Protection

Stability

Pain Avoidance

Routine/Order

The Safety Needs

These include such things as shelter from the elements, feeling secure from attack, freedom from disorder, fear and anxiety. Individuals being motivated at this level often seek out a protector, or stronger people on whom they depend.


Social Needs Love and Belonging

Social Needs


Affection

Acceptance

Inclusion

The Social Needs

These needs concern the desire to affiliate with others, be accepted, and to belong. The lack of fulfillment of these needs is the most core cause of cases of maladjustment and many other psychological problems. Love needs involve both giving and receiving. Feeling accepted and wanted.


Esteem Needs Esteem Esteem Needs

Self-Respect

Self-Esteem

Respected by Others

The Esteem & Respect Needs

These include such things as the need to achieve, feel competent, and gain approval and recognition. Recognition by others of competence and accomplishments. Satisfaction of these needs leads to feelings of selfconfidence, worth, strength, and capability. Thwarting these needs produces feelings of inferiority, weakness, and helplessness.


Self-Actualization Self-Actualization Achieve full potential Fulfillment Satisfaction

Self-actualization

These refer to the need to find self-fulfillment and realize one’s unique potential.

One becomes more wise and automatically knows what to do in a wide variety of situations.

This stage usually not accomplished during adolescence.

We test ourselves for its own sake, to prove our worth to ourselves and to show we can “still do it”. Taking risks is another phrase for that.

The only reason that people would not move through the needs to self-actualization is because of the hindrances placed in their way by society. Example:

Education is often a hindrance with imposed ideas of the culture. On the other hand respectful teaching promotes personal growth. GERMAN-MALAYSIAN INSTITUTE (IMT 2412)

Typical Issues

11-14 year olds Fear of unknown concerning sexuality. Fear of being unpopular. Fear of being selected first (having to lead a team or group). Fear of being selected last (implying being disliked or unpopular). Fear of not being able to complete homework, schoolwork, project. Extreme concern over emotional happiness/unhappiness.


Typical Issues

15-18 year olds Fear of sexuality (based on lack of information concerning sex). Fear that another peer will vie for the person they are dating. Fear of being ridiculed in class when asked to speak or demonstrate. Fear that adults will interpret roles for them (they seek to define themselves in relation to peers and their own values and goals). Fear of inadequate vocational or academic training.


Meeting Needs in the Classroom

As TTO, it is lecturer’s responsibility to meet the five basic levels of needs in the classroom. Implementation strategies include:


Implementing in the Classroom SelfActualization Esteem

Provide

challenges Encourage autonomy Feedback Acknowledge

Social

success

Introductions Interact

with students Inclusive activities

Safety Physiological

Maintain

a safe and non-threatening atmosphere Create a comfortable environment Room

temperature Pacing/Breaks GERMAN-MALAYSIAN INSTITUTE (IMT 2412)


Fredrick Herzberg’s Theory

Herzberg’s ‘Motivation-Hygiene’ Theory

Two independent scales: Satisfaction These

and No Satisfaction

are the motivators

Dissatisfaction Hygiene

and No Dissatisfaction

or maintenance factors


Comparison of Hygiene and Motivators

Hygiene Factors

College policies Teacher habits Working conditions Relationship with peers Status Security

Motivators

These factors contribute to dissatisfaction.

Recognition Achievement Work itself Responsibility Opportunity for advancement Growth

These factors contribute to satisfaction.


Job Satisfaction Job satisfaction and job dissatisfaction are created in different factors. Hygiene factors- Extrinsic ( Environmental ) factors that create job dissatisfaction. Motivation Factors- Intrinsic ( Psychological ) factors that create job satisfaction. Attempted to explain why job satisfaction does not result in increased performance. The opposite of satisfaction is not dissatisfaction but rather no satisfaction.


Motivation–Hygiene Theory of Motivation • Company policy & administration • Supervisor • Interpersonal relations • Working conditions • Salary • Status • Security

Hygiene factors avoid job dissatisfaction

Motivation factors increase job satisfaction

• • • • • • •

Achievement Achievement recognition Work itself Responsibility Advancement Growth Salary?


Maslow theories\Fedrick Hertzberg's Theory


Douglas McGregor's Theory

McGregor’s Theory X and Y Theory X Assume that workers have little ambition, dislike work, avoid responsibility, and require close supervision. Theory Y Assumes that workers can exercise self-direction, desire, responsibility, and like to work. Assumption Motivation is maximized by participative decision making, interesting jobs, and good group relation. Maslow theories\Teoria X e Y de McGregor - 2o ano A - FACAMP_WMV V9.wmv


Motivational Theories X & Y Theory Y - a set of assumptions of how to manage individuals motivated by higher order needs Theory X - a set of assumptions of how to manage individuals motivated by lower order needs


McClelland's Theory

McClelland's ‘Need for Achievement’ Theory

Three needs Need for Achievement: need to excel Need for Power: need to control or influence others Need for Affiliation: need to associate with others. (Form interpersonal relationships)

Link to parental expectations



Teamwork

(Refer Pg 54-112 )

Definition A team can be defined as a group of people

with different skills

with different tasks

who work together towards a common project

with a meshing of functions

with mutual support


Characteristics - Purpose

Members support the purpose and take direction from it for their work. Lack of clear purpose is one of the most frequent difficulties groups encounter. Members are often surprised that the group’s purpose isn’t as clear to others as it is to themselves


Communication

Open & direct enough to be able to honestly discuss any problem it faces. Including its own performance and problems related to performance


Leadership

Sufficient leadership within the group. Including designated leader/managers for relevant tasks.


Review Group regularly reviews how it’s going in several vital areas: • Relevance of work to what is required. • Quality of work as compared to client expectations. • Progress of work as compared to required timelines.


Structure

Group has appropriate organizational structure.


Resources

Adequate resources exist for group to perform its functions well:

Member skills

Tools

Systems

Facilities

Budgets


Synergy Quality which makes a group greater than the sum of its parts. It rests on the tangible support given by one team member to another.

Enhanced creativity

Collective wisdom

Deeper commitment

Greater resourcefulness

Tougher resilience


What does good teamwork look like?

Seeking out other’s opinions and involvement in matters that concern them before making decisions or plans final. Trusting the team to develop a consensus on an issue, even if it takes a little more time. Voluntarily offering your own relevant experiences, ideas and findings to colleagues who could use them. Acknowledging a colleague’s contribution –sharing the credit.


Being in Good Team

Being non defensive and receptive to the suggestions, ideas opinions and needs of colleagues. Making the effort to understand before criticizing.

Considering impact of your plans on others.

Being unwilling to criticize a third party who isn’t present, not gossiping.

Coming prepared to present or participate when you have a role in meetings.


Being in Good Team

Expressing appreciation for teamwork extended to you that was helpful. Identifying and helping pick up loose ends even though they may not be your responsibility. Keeping people advised of changes, developments and new information on a task or project. Being supportive of the team’s objectives once they are set.


Starting Point

Get people together and just start talking. Ask yourselves ‘what do we stand for?’ What is it we’re trying to do?’ Lets name ourselves. Create a statement that outlines your company’s mission, its values, and its guiding principles.


Listening Skills

Be present Our ‘little voice’ is one of the biggest barriers to active listening. Choose to be present. Focus on the speaker and the message



TEAM SYNERGY

What is it..? Relationships + Teamwork + Leadership = MORE DYNAMIC TEAM GERMAN-MALAYSIAN INSTITUTE (IMT 2412)

Definition

Synergy is the highest activity of life, it creates new untapped alternatives, it values and exploits the mental emotional and psychological differences between people.


What is team synergy…?

Team Synergy focuses on creating successful teams Team Synergy is completely customizable, based on your goals for your team.


What does team synergy do?

Focuses on all three of the critical team building components -relationships, teamwork and leadership.


Contd… Facilitates group learning through team problemsolving activities


Contd… Challenges the individual to break through their preconceived notions of what they can do, while receiving team support


How to energize your team… and keep it going…?

1. Set a positive example. 2. Give support to create trust. 3. Develop an open line of communication. 4. Create regular and productive meetings. 5. Assess strengths and weaknesses. GERMAN-MALAYSIAN INSTITUTE (IMT 2412)

BRUCE TUCKMAN’S 4-Stage Model

Forming - the team tries to figure out its goals, roles and processes.


nd 2 … Storming - this is the negotiation phase when egos emerge and turf wars develop.


rd 3 … Norming - once issues are resolved, team members work well together.


4th… Performing - this is where true team synergy happens and the maximum benefit of teamwork is achieved.



Team Roles “Nobody is perfect, but a team can be” -anonymous

How do you build a perfect team out of imperfect people? The perfect individual could be described as:

Out-going Creative Diplomatic

Organised Hard-driving Meticulous

Motivating Objective Knowledgeable

Unlikely to find all of these qualities in one person...


People at work have a…

Functional Role title & function experience & expertise not personal characteristics or aptitudes

Team Role that

job

&

person’s tendency to behave, contribute and inter-relate with others in a particular way


Benefits of Team Role Theory

Recognise strengths More tolerance for weaknesses A language to talk about behaviour



Resolving Conflict

Definition

A situation in which someone believes that his or her own needs have been denied. It is simply defined as disagreement, be it violent or subtle form between two persons or parties.

“The goal of organizational leadership is not to eliminate conflict, but to use it.” “Conflict is a predictable social phenomenon and should be channeled to useful purposes.” conflict resolution\Conflict Resolution _ Voiceover by Mike Ragogna_WMV V9.wmv


Symptoms Of Conflict

Tensions. No desire to communicate. Work not done properly. Disastrous meetings. Anger occurs quickly and easily. Failing productivity. Slipping morale. Absenteeism. Accidents. Escalating costs. Slamming doors. Shouting. Bad times. GERMAN-MALAYSIAN INSTITUTE (IMT 2412)

Symptoms Of Conflict

The employee (or employees) involved display no desire to communicate. Bad tempers are evident. Productivity is falling. Morale is slipping. One or more of those involved frequently calls in sick. Accidents and errors become more frequent. Disagreements become more pronounced (shouting, slamming doors, etc.)


Sources of Conflict

Scheduling and Staffing Communication Breakdowns Priorities and Differing Expectations Cost and Financial Objectives Pressure and administrative procedures Personality Conflicts and personal problems Inadequate Interpersonal Skills


Conflict Management

Conflict management is the process of planning to avoid conflict where possible and organising to resolve conflict where it does happen, as rapidly and smoothly as possible.


Competition vs. Conflict

Both occurs when 2 or more parties engage.

Differ in degree of self interest displayed .

In conflict one party prevents the success of other. E.g.: Hockey, football.

In competition no direct interference of one party with other. E.g.: track events. Competition

Conflict GERMAN-MALAYSIAN INSTITUTE (IMT 2412)

Dealing With Conflict

Three basic methods of resolving situations that have reached the stage of open conflict are ,

NEGOTIATION

MEDIATION

ARBITRATION


Dealing With Conflict The Five A’S

Avoidance.

Acceptance.

Adaptation.

Adamancy.

Attack (push back).


Conflict Resolution

The Accommodator The Competitor The Avoider The Compromiser The Collaborator


Question and Answer Session

Q&A (Case Study)

The manager of A.B.C.Sdn.Bhd. Realized that the level of moral and motivation of their employees was very low and there was dissatisfaction among the employees. Labor productivity was also found to be very low. After investigating the causes of dissatisfaction, the managers decided that if employees were to be motivated, there was a need to establish and maintain good interpersonal relation, over and above good salary, job security, proper working conditions and supervision.

So they put in sincere efforts to improve all these factors during one year. Yet, surprisingly, they came to know that in spite of reduction in the degree of dissatisfaction, the level of morale and motivation was low and there was no significant increase in their productivity. Therefore, the managers are worried.

What managerial problem is involved in the above case? Suggest solution and make argument to justify your answer. GERMAN-MALAYSIAN INSTITUTE (IMT 2412)

Come Together Work Better… THANK YOU FOR YOUR ATTENTION !!! GERMAN-MALAYSIAN INSTITUTE (IMT 2412)

Prepared by, Lukshman Rao

Mohd Hafiz Irshad Safiq


Theories of Motivation and Teamwork

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