THE IMPORTANCE OF MOTIVATION IN LEADERSHIP AND WORKFORCE SATISFACTION.
The key to leadership success is MOTIVATING OTHERS TO DO THEIR BEST.
The importance of satisfaction in the workforce cannot be overstated.
Losing an employee can cost over $100,000.
Motivating the right people to join and remain with the organization is a key function of managers.
People are motivated by a variety of things.
An INTRINSIC REWARD is the good feeling you have when you have done a good job.
An EXTRINSIC REWARD is something given to you by someone else as recognition for good work and includes pay increases, praise, and promotions.
MOTIVATION, the drive to satisfy a need, ultimately comes from WITHIN AN INDIVIDUAL.
The purpose of this chapter is to help you learn how to stimulate people and bring out that natural drive to do a good job.
The job of a manager is to find each worker's commitment, encourage it, and focus it on some common goal
EARLY MANAGEMENT STUDIES (TAYLOR).
FREDERICK TAYLOR is known as the "FATHER OF SCIENTIFIC MANAGEMENT."
His book The Principles of Scientific Management was published in 1911.
TAYLOR'S GOAL was to INCREASE PRODUCTIVITY by studying the most efficient ways of doing things and then teaching workers these methods.
The way to improve productivity was to scientifically study the most efficient way to do things then teach people those methods (SCIENTIFIC MANAGEMENT.)
THREE ELEMENTS of his approach were: TIME, METHODS, and RULES OF WORK.
TIME-MOTION STUDIES break down the tasks needed to do a job and measure the time needed to do each task.
Henry L. Gant, one of Taylor's followers, developed GANTT CHARTS by which managers plotted the work of employees a day in advance.
FRANK AND LILLIAN GILBRETH used Taylor's ideas in the PRINCIPLE OF MOTION ECONOMY—breaking down every job into a series of motions (therbligs) and then analyzing each motion to make it more efficient.
SCIENTIFIC MANAGEMENT viewed people as MACHINES that needed to be properly programmed.
There was little concern for the psychological or human aspects of work.
Much emphasis in some companies is still placed on conformity to work rules rather than on creativity, flexibility, and responsiveness.
THE HAWTHORNE STUDIES (MAYO).
The HAWTHORNE STUDIES were conducted by Elton Mayo at the WESTERN ELECTRIC COMPANY's Hawthorne plant in Cicero, Illinois.
Begun in 1927, the studies ended six years later.
The PURPOSE of the studies was to DETERMINE THE BEST LIGHTING for optimum productivity.
The PRODUCTIVITY of the experimental group INCREASED compared to the control group whether the lighting was bright or dim.
These results confused the researchers, who had expected productivity to fall as the lighting was dimmed.
A second series of studies was conducted to see if OTHER FACTORS, such as temperature and humidity, contributed to increased production.
PRODUCTIVITY INCREASED during each of the 13 experimental periods.
When conditions were returned to their original status (before the studies were started), PRODUCTIVITY CONTINUED TO GO UP. Why?
Mayo hypothesized that HUMAN or PSYCHOLOGICAL FACTORS caused the increases:
The workers in the test room thought of themselves as a SOCIAL GROUP.
The workers were involved in the PLANNING of the experiments.
The workers enjoyed the SPECIAL ATMOSPHERE and ADDITIONAL PAY for the increased productivity.
The term HAWTHORNE EFFECT refers to the tendency for people to behave differently when they know they're being studied.
The Hawthorne studies' results encouraged researchers TO STUDY HUMAN MOTIVATION and the MANAGERIAL STYLES that lead to more productivity.
Mayo's findings led to NEW ASSUMPTIONS ABOUT EMPLOYEES.
MONEY was found to be a relatively LOW MOTIVATOR.
MOTIVATION AND MASLOW'S HIERARCHY OF NEEDS.
ABRAHAM MASLOW believed that MOTIVATION ARISES FROM NEED.
One is motivated to satisfy unmet needs.
Satisfied needs NO LONGER MOTIVATE.
Maslow placed needs on a HIERARCHY of importance:
PHYSIOLOGICAL NEEDS: Basic survival needs including the need to drink, eat, and be sheltered from heat and cold.
SAFETY NEEDS: The need to feel secure at work and at home.
SOCIAL NEEDS: The need to feel loved, accepted, and part of the group.
ESTEEM NEEDS: The need for recognition and acknowledgment from others, as well as self-respect and a sense of status.
SELF-ACTUALIZATION NEEDS: The need to develop to your fullest potential.
When one need is satisfied, another, higher-level need emerges to be satisfied.
A SATISFIED NEED is no longer a motivator.
Lower-level needs, however, can pop up at any time and take attention away from higher-level needs.
APPLYING MASLOW'S THEORY
The text relates how Andrew Grove, president of Intel, uses Maslow's concepts to motivate employees in his firm.
Once one understands the need level of employees, it is easier to design programs that will trigger self-motivation.
MCGREGOR'S THEORY X AND THEORY Y
DOUGLAS MCGREGOR categorizes managers by THEIR ATTITUDES which lead to different managerial styles: THEORY X and THEORY Y.
THEORY X.
The ASSUMPTIONS of Theory X management are:
The average person DISLIKES WORK and will avoid it if possible.
Because of this dislike, the average person must be FORCED, CONTROLLED, DIRECTED, OR THREATENED WITH PUNISHMENT TO BE MOTIVATED to put forth the effort to achieve the organization's goals.
The average worker prefers to be directed, wishes TO AVOID RESPONSIBILITY, has relatively LITTLE AMBITION, and wants SECURITY.
Primary motivators are FEAR and MONEY.
The CONSEQUENCE OF SUCH ATTITUDES is a manager who is very "busy."
Motivation is more likely to take the form of PUNISHMENT for bad work rather than REWARD for good work.
Theory X managers give workers little responsibility, authority, or flexibility.
Those were the assumptions behind Taylor's scientific management
THEORY Y.
THEORY Y makes entirely different ASSUMPTIONS about people:
Most people LIKE WORK; it is as natural as play or rest.
Most people NATURALLY WORK TOWARD GOALS to which he or she is committed.
The depth of a person's commitment to goals depends on the perceived REWARDS for achieving them.
Under certain conditions, most people not only accept but SEEKS RESPONSIBILITY.
People are capable of using a high degree of IMAGINATION, CREATIVITY, and CLEVERNESS to solve problems.
In industry, the average person's INTELLECTUAL POTENTIAL IS ONLY PARTIALLY REALIZED.
People are MOTIVATED BY A VARIETY OF REWARDS. Each worker is stimulated by a reward unique to that worker (time off, money, recognition, etc.)
Theory Y emphasizes a relaxed managerial atmosphere in which workers are free to set objectives and be flexible.
EMPOWERMENT is a key technique in meeting these objectives. To be a real motivator, empowerment requires management to:
Find out what people think the problems in the organization are.
Let them design the solutions.
Get out of the way and let them put those solutions into action.
The trend in many U.S. businesses is toward Theory Y management.
OUCHI'S THEORY Z.
Another reason for a more flexible managerial style is to meet competition from foreign firms.
In the 1980s WILLIAM OUCHI researched how corporations in Japan are run differently from U.S. companies.
The Japanese management approach, called TYPE J, involved:
Lifetime employment.
Consensual decision making.
Collective responsibility for the outcomes of decisions.
Slow evaluation and promotion.
Implied control mechanisms.
Nonspecialized career paths.
Holistic concern for employees.
The American management approach, called TYPE A, involved:
Short-term employment.
Individual decision making.
Individual responsibility for the outcomes of decisions.
Rapid evaluation and promotion.
Explicit control mechanism.
Specialized career paths.
Segmented concern for employees.
Type J firms are based on the culture of Japan; Type A firms are based on the culture of America.
Ouchi realized that American managers could not be expected to accept a concept based on another culture.
Ouchi recommended a hybrid of the two approaches, THEORY Z.
Long-term employment.
Collective decision making.
Individual responsibility for the outcome of decisions.
Slow evaluation and promotion.
Moderately specialized career path.
Holistic concern for employees.
Today economic changes are forcing Japanese managers to reevaluate their management styles.
Today there is a realization that Japanese firms need to become more efficient.
Some Japanese managers are changing the way they do business.
Many managers think that conformity has hurt Japanese business.
Many managers think that conformity has hurt Japanese business.
THEORIES X, Y, AND Y are CONCERNED WITH MANAGEMENT STYLES.
Another theory looks at what managers can do with the job itself to motivate employees.
FREDERICK HERZBERG'S work is CONCERNED IS WITH THE CONTENT OF WORK rather than style of management.
Frederick HERZBERG surveyed workers to find out how they RANK JOB-RELATED FACTORS. The results were:
Sense of achievement.
Earned recognition.
Interest in the work itself.
Opportunity for growth.
Opportunity for advancement.
Importance of responsibility.
Peer and group relationships.
Pay.
Supervisor's fairness.
Company policies and rules.
Status.
Job security.
Supervisor's friendliness.
Working conditions.
Herzberg noted
The key to leadership success is MOTIVATING OTHERS TO DO THEIR BEST.
The importance of satisfaction in the workforce cannot be overstated.
Losing an employee can cost over $100,000.
Motivating the right people to join and remain with the organization is a key function of managers.
People are motivated by a variety of things.
An INTRINSIC REWARD is the good feeling you have when you have done a good job.
An EXTRINSIC REWARD is something given to you by someone else as recognition for good work and includes pay increases, praise, and promotions.
MOTIVATION, the drive to satisfy a need, ultimately comes from WITHIN AN INDIVIDUAL.
The purpose of this chapter is to help you learn how to stimulate people and bring out that natural drive to do a good job.
The job of a manager is to find each worker's commitment, encourage it, and focus it on some common goal
EARLY MANAGEMENT STUDIES (TAYLOR).
FREDERICK TAYLOR is known as the "FATHER OF SCIENTIFIC MANAGEMENT."
His book The Principles of Scientific Management was published in 1911.
TAYLOR'S GOAL was to INCREASE PRODUCTIVITY by studying the most efficient ways of doing things and then teaching workers these methods.
The way to improve productivity was to scientifically study the most efficient way to do things then teach people those methods (SCIENTIFIC MANAGEMENT.)
THREE ELEMENTS of his approach were: TIME, METHODS, and RULES OF WORK.
TIME-MOTION STUDIES break down the tasks needed to do a job and measure the time needed to do each task.
Henry L. Gant, one of Taylor's followers, developed GANTT CHARTS by which managers plotted the work of employees a day in advance.
FRANK AND LILLIAN GILBRETH used Taylor's ideas in the PRINCIPLE OF MOTION ECONOMY—breaking down every job into a series of motions (therbligs) and then analyzing each motion to make it more efficient.
SCIENTIFIC MANAGEMENT viewed people as MACHINES that needed to be properly programmed.
There was little concern for the psychological or human aspects of work.
Much emphasis in some companies is still placed on conformity to work rules rather than on creativity, flexibility, and responsiveness.
THE HAWTHORNE STUDIES (MAYO).
The HAWTHORNE STUDIES were conducted by Elton Mayo at the WESTERN ELECTRIC COMPANY's Hawthorne plant in Cicero, Illinois.
Begun in 1927, the studies ended six years later.
The PURPOSE of the studies was to DETERMINE THE BEST LIGHTING for optimum productivity.
The PRODUCTIVITY of the experimental group INCREASED compared to the control group whether the lighting was bright or dim.
These results confused the researchers, who had expected productivity to fall as the lighting was dimmed.
A second series of studies was conducted to see if OTHER FACTORS, such as temperature and humidity, contributed to increased production.
PRODUCTIVITY INCREASED during each of the 13 experimental periods.
When conditions were returned to their original status (before the studies were started), PRODUCTIVITY CONTINUED TO GO UP. Why?
Mayo hypothesized that HUMAN or PSYCHOLOGICAL FACTORS caused the increases:
The workers in the test room thought of themselves as a SOCIAL GROUP.
The workers were involved in the PLANNING of the experiments.
The workers enjoyed the SPECIAL ATMOSPHERE and ADDITIONAL PAY for the increased productivity.
The term HAWTHORNE EFFECT refers to the tendency for people to behave differently when they know they're being studied.
The Hawthorne studies' results encouraged researchers TO STUDY HUMAN MOTIVATION and the MANAGERIAL STYLES that lead to more productivity.
Mayo's findings led to NEW ASSUMPTIONS ABOUT EMPLOYEES.
MONEY was found to be a relatively LOW MOTIVATOR.
MOTIVATION AND MASLOW'S HIERARCHY OF NEEDS.
ABRAHAM MASLOW believed that MOTIVATION ARISES FROM NEED.
One is motivated to satisfy unmet needs.
Satisfied needs NO LONGER MOTIVATE.
Maslow placed needs on a HIERARCHY of importance:
PHYSIOLOGICAL NEEDS: Basic survival needs including the need to drink, eat, and be sheltered from heat and cold.
SAFETY NEEDS: The need to feel secure at work and at home.
SOCIAL NEEDS: The need to feel loved, accepted, and part of the group.
ESTEEM NEEDS: The need for recognition and acknowledgment from others, as well as self-respect and a sense of status.
SELF-ACTUALIZATION NEEDS: The need to develop to your fullest potential.
When one need is satisfied, another, higher-level need emerges to be satisfied.
A SATISFIED NEED is no longer a motivator.
Lower-level needs, however, can pop up at any time and take attention away from higher-level needs.
APPLYING MASLOW'S THEORY
The text relates how Andrew Grove, president of Intel, uses Maslow's concepts to motivate employees in his firm.
Once one understands the need level of employees, it is easier to design programs that will trigger self-motivation.
MCGREGOR'S THEORY X AND THEORY Y
DOUGLAS MCGREGOR categorizes managers by THEIR ATTITUDES which lead to different managerial styles: THEORY X and THEORY Y.
THEORY X.
The ASSUMPTIONS of Theory X management are:
The average person DISLIKES WORK and will avoid it if possible.
Because of this dislike, the average person must be FORCED, CONTROLLED, DIRECTED, OR THREATENED WITH PUNISHMENT TO BE MOTIVATED to put forth the effort to achieve the organization's goals.
The average worker prefers to be directed, wishes TO AVOID RESPONSIBILITY, has relatively LITTLE AMBITION, and wants SECURITY.
Primary motivators are FEAR and MONEY.
The CONSEQUENCE OF SUCH ATTITUDES is a manager who is very "busy."
Motivation is more likely to take the form of PUNISHMENT for bad work rather than REWARD for good work.
Theory X managers give workers little responsibility, authority, or flexibility.
Those were the assumptions behind Taylor's scientific management
THEORY Y.
THEORY Y makes entirely different ASSUMPTIONS about people:
Most people LIKE WORK; it is as natural as play or rest.
Most people NATURALLY WORK TOWARD GOALS to which he or she is committed.
The depth of a person's commitment to goals depends on the perceived REWARDS for achieving them.
Under certain conditions, most people not only accept but SEEKS RESPONSIBILITY.
People are capable of using a high degree of IMAGINATION, CREATIVITY, and CLEVERNESS to solve problems.
In industry, the average person's INTELLECTUAL POTENTIAL IS ONLY PARTIALLY REALIZED.
People are MOTIVATED BY A VARIETY OF REWARDS. Each worker is stimulated by a reward unique to that worker (time off, money, recognition, etc.)
Theory Y emphasizes a relaxed managerial atmosphere in which workers are free to set objectives and be flexible.
EMPOWERMENT is a key technique in meeting these objectives. To be a real motivator, empowerment requires management to:
Find out what people think the problems in the organization are.
Let them design the solutions.
Get out of the way and let them put those solutions into action.
The trend in many U.S. businesses is toward Theory Y management.
OUCHI'S THEORY Z.
Another reason for a more flexible managerial style is to meet competition from foreign firms.
In the 1980s WILLIAM OUCHI researched how corporations in Japan are run differently from U.S. companies.
The Japanese management approach, called TYPE J, involved:
Lifetime employment.
Consensual decision making.
Collective responsibility for the outcomes of decisions.
Slow evaluation and promotion.
Implied control mechanisms.
Nonspecialized career paths.
Holistic concern for employees.
The American management approach, called TYPE A, involved:
Short-term employment.
Individual decision making.
Individual responsibility for the outcomes of decisions.
Rapid evaluation and promotion.
Explicit control mechanism.
Specialized career paths.
Segmented concern for employees.
Type J firms are based on the culture of Japan; Type A firms are based on the culture of America.
Ouchi realized that American managers could not be expected to accept a concept based on another culture.
Ouchi recommended a hybrid of the two approaches, THEORY Z.
Long-term employment.
Collective decision making.
Individual responsibility for the outcome of decisions.
Slow evaluation and promotion.
Moderately specialized career path.
Holistic concern for employees.
Today economic changes are forcing Japanese managers to reevaluate their management styles.
Today there is a realization that Japanese firms need to become more efficient.
Some Japanese managers are changing the way they do business.
Many managers think that conformity has hurt Japanese business.
Many managers think that conformity has hurt Japanese business.
THEORIES X, Y, AND Y are CONCERNED WITH MANAGEMENT STYLES.
Another theory looks at what managers can do with the job itself to motivate employees.
FREDERICK HERZBERG'S work is CONCERNED IS WITH THE CONTENT OF WORK rather than style of management.
Frederick HERZBERG surveyed workers to find out how they RANK JOB-RELATED FACTORS. The results were:
Sense of achievement.
Earned recognition.
Interest in the work itself.
Opportunity for growth.
Opportunity for advancement.
Importance of responsibility.
Peer and group relationships.
Pay.
Supervisor's fairness.
Company policies and rules.
Status.
Job security.
Supervisor's friendliness.
Working conditions.
Herzberg noted