Motivation, Leadership, and Teamwork Cairo

8
chapter
Motivation,
Leadership, and
Teamwork
Better Business
1st Edition
Poatsy Martin
Slide presentation prepared by Pam Janson

Stark State College of Technology
2010 Pearson Education, Inc.
Leadership
Who in Picture?
1983
46 000 villages
1267 branch.
4.5 $ billion loans (12-15 $)
Leadership Theories
1. Trait (Good decision making).
2. Behavioral ( Autocratic, Democratic,
Laissez faire)
3. Contingency (Situation)
4. Power.

Publishing as Prentice Hall
Leadership development is a global challenge
Over 76% indicated that the most

critical people management issue
related to organizational success
was their leadership development
and leadership pipeline
Deloitte Touche Tohmatsu and the Economist Intelligence Unit
What is Leadership
A process by which one person influences the
thoughts, attitudes, and behaviors of others by
inspiring, encouraging and igniting them
Everyone's business
A personal journey of self development
Not biased in any way. A good leader is a
good leader regardless of age, race, or gender
The Five Practices of Exemplary Leaders
1. Model the Way

2. Inspire a Shared Vision
3. Challenge the Process
4. Enable Others to Act
5. Encourage the Heart
The Five Practices Of

Exemplary Leadership
Leadership
Management is doing things right;
leadership is doing the right things.
Peter Drucker
Resonant leaders
o Highly aware of others emotional states and

skilled at inspiring people
Emotional intelligence
o Ability to understand both ones own and

others emotions
Manager or Leader
Manager:
Tells
Has a process.
Administers.
Maintains within
constraints
Focuses on system
Relies on control
Short range view.
Asks how and when
Eye on bottom line
Imitates
Accepts the status quo
Does things right
Leader:
Sells
Has a vision
Innovates
Develop to break free of
constraints
Focus on people
Inspire and motivates.
Long range view
Asks what and why?
Eye on horizon
Create.
Challenges the status quo
Does the right things
9
What are the various identifiable leadership styles and personality

traits, and how do they affect business leadership?
o Both leaders and managers strive to

motivate people, but they have different
scopes. Typically, managers spend their
time making sure that specific tasks
are done well and are completed on
time.
o The leadership of the company, on the
other hand, is focused on setting the
long-term vision and strategies the
company will need to survive and
flourish. Truly great leaders define a
vision, foster agreement across the
company, and then implement the
10
strategy.
o A resonant leader is highly aware of others

emotional states and skilled at inspiring people to
feel more positive. A resonant leader also
connects with others by being honest and open
about their own ideals, concerns, and goals. In
working with these types of leaders, people tend
to feel secure and free to explore and share their
creative ideas.
o Resonant leaders usually possess a high
degree of emotional intelligencethe ability to
understand both ones own and others emotions.
It is a term for the set of skills including selfawareness, self-management, social awareness,
and relationship management.
11
Styles of Leadership

12
What is the leadership?

Leadership definition: is the
process of influencing others
to work willingly towards goals
to the best of their capabilities,
perhaps in a manner different
to that which they would
otherwise have chosen.
A SELF-PERCEPTION
INVENTORY
This inventory was developed to give team
members a simple means of assessing
their best team roles.
Team Role
16-PF Belbin Test

Group Roles
C
F
TASKS
Completer Finisher
SH
CO
Company
Members
IMP
Shaper
Team Members
T
W
Implementer
Leader
ME
Monitor
Evaluator
Resource
Investigator
PL
Plant
IDEAS
PEOPLE
RI
Belbins Team Roles

16
Group Roles
The Differences between the 8 group characters

are very simple yet staggering and through
understanding them and allocating the units
staff members in them according to the
distribution, we can get to understand our assets
and compatibility measures more easily. Below
is a brief description of each of the characters
including points of Strength, weakness and
management hints.
Group Roles
Team Member: TW
A Character who is always concerned with People and
Emotions. He is an excellent Active Listener with great
emphasis on maintaining good relations and
interpersonal communication with others in the group.
Usually he cannot function under pressure and can
become very defensive in stressful situations. Very quick
to give up and quite if not motivated constantly. He is
very reliable when it comes to supporting and helping
people through their activities and life. Always
recommended for jobs like Teaching, Counseling,
Human Resources Management, recruitment, NGOs,
Humanitarian Projects, etc.
Group Roles
Resource Investigator: RI
An Extrovert Person with very high interests in getting
to establish new contacts and networks as well as
maintaining them through constant communication with
an excellent memory for people, names, faces and
situations. He is very likable, popular and have contacts
almost everywhere.
Though very competent in establishing leads and
contacts, he has little tolerance over details and
complicated tasks like reports, studies and even problem
analysis. He is more into exploring identifying and
finding things. He is People Oriented and focused on
developing his Rolodex rather than get serious work
done.
Group Roles
Always recommended for jobs where searching and
contacting people are important even if under pressure
that why they are considered as the best candidates for
Sales, Public Relations and Corporate Communication.
On the operations side they are renowned Purchasing
and Procurement People.
Group Roles
Plant: PL
The Genius of any group with very high level thinking
and capabilities of analyzing situations and reaching
the RIGHT solutions. He is always ahead in any thinking
game with a clear example of creativity and creative
thinking abilities. Still, he is very egoistic and believes
that he is the only group member who has the ability to
think which is reflected in his attitude and way of
communicating with the rest of the group. He is very
proud and would switch off if not listened and followed
as to his ideas. So Having two of this RARE type is not
recommended in the same group.
Group Roles
They are in many cases the stars of their

organizations in functions like Design,
Marketing and Advertisement, Research &
Development and various engineering
problem solving situations.

Group Roles
Monitor Evaluator: ME
He is the Rational Person with great emphasis on

Analysis and Logic with a very realistic view of
everything. He has a great ability to detect problems and
mistakes sometimes before they happen and provides
the safety net in thinking in the group.
Group Roles
Can come across as always negative and complicating
things due to his nature of seeing the cup half empty.
They sometimes lack diplomacy and are more
concerned for the well being of the team rather than
their feelings. They can be tough and aggressive
sometimes and usually win any argument by simply
being systematic and logical.
They are the company conscience and are always
entrusted with jobs like Financial & Accounting issues,
Auditing and Quality Assurance/ Control. For this
character all is Black or White with little gray to discuss.
Group Roles
Completer Finisher:
CF
This Character is the driving engine of the

group with the highest sense of achievement
and time consciousness. They are task driven
and objective focused. Time is the most
important asset for them and they have to solve
all problems to get the job done regardless of
what people want to do or not do.
Group Roles
They work according to plans and procedures and once
they start they refuse to CHANGE anything and are
known to be very tough in changing their minds or
changing priorities. The do not like to waste too much
time in thinking and planning as they are more of handson people.
They are the driving force of Humanity and are usually
project managers, production and operations people
and are usually the most valuable characters in factories,
sites, oil rigs, etc.
Group Roles
Company Member: CO
This Character is the best Instruction taker in the group
with dedication to do what is asked from him.
He does not waste time or discuss anything simply carry
out instructions. He is quite good in repetitive jobs
where very little changes and they have a remarkable
sense of consistency.
Group Roles
Still, he does not like to think or discuss anything with
no sense of initiative whatsoever. He does not like to
participate in group discussions or creativity exercises
and prefers to wait until someone decides and awaits
his portion of the work.
This Character is everywhere and a great number of
employees can be at a point in time like this. They need a
manager with a directive style to give them their tasks,
deadlines and specifications. Without close follow-up
they would probably reduce their working capacity and
could even do nothing.
Group Roles
Shaper: SH
This Character is the most organized with an amazing
ability of sorting up everything and creating systems
for managing the work. They have this great capacity to
handle so much work with little effort thanks to their
planning skills.
Group Roles
They can be too systematic to be slow in changing or
doing things quick and dirty as they are so well
organized. They can get bored very quickly as they
enjoy the challenge of sorting or solving a problem and
developing s system for making things flow smoothly
afterwards before moving to something else.
This is the character of an IT Person, Systems People
and Processes and Procedures and definitely a
Consultant.
Group Roles
Implementer: IMP
The "Implementer" is the practical thinker who can
create systems and processes that will produce what
the team wants. Taking a problem and working out how
it can be practically addressed is their strength. Being
strongly rooted in the real world, they may frustrate
other team members by their perceived lack of
enthusiasm for inspiring visions and radical thinking,
but their ability to turn those radical ideas into workable
solutions is important.
Group Roles
Leader:
Now this last Character is the person

expected to be able to understand all the above
characters, their strengths, weaknesses and needs to be
able to manage them. He has to be Open Minded, People
oriented as well as task oriented, logical and balanced
and above all tolerant of people differences.
Leader Behavior Analysis

Start your simulation:
Solve the 20 situations
Go to Simulation First
Work
Determining the
flexibility style.
Use red pin to mark your score.
What is your
Primary, Secondary ,and

Developing:
Go to score sheet
S1 Directing.
S2 Coaching.
S3 Supporting.
S4 Delegating.
What we need to win in

team?
Power Recourse + Situation =

Real Power Effect
Effectiveness &
Efficiency
Type of your power

Self Perception of
Leadership/Power Source
Assessment.
Power Bases
Power Resource (Everywhere)
A. Blocking / Coercive power.
B. Relationship power.
C. Expert power.
D. Persuasive power.
E. Appointed power.
F. Personal power.
G. Resource power.
. Span of Influencing other in a company

. Power Recourse + Situation = Real Power Effect
Power Bases
H. Elected position Power:
This type of power that comes from being
elected by the majority of those eligible to
vote.
Power Bases
A
Blocking / Coercive power
is based on fear. A leader scoring high in

coercive power is seen as inducing compliance
because failure to comply will lead to
punishment such as undesirable work
assignments, reprimands, or dismissals.
Power Bases
B Relationship power is based on the
leaders connections with influential or
important persons inside or outside the
organization. A leader scoring high in
connection power induces compliance because
others aim at gaining the favor or avoiding the
disfavor of the powerful connection.
Power Bases
C Expert power is based on the leaders
possession of expertise, skill, and knowledge,
which gain the respect of others. A leader
scoring high in expert power is seen as
possessing the expertise to facilitate the work
behavior of others. This enables a leader to
influence the behavior of others.
Power Bases
D Persuasive power is based on the
leaders possession of or access to information

that is perceived as valuable to others. This
power base influences others because they need
this information or want to be in on things.
This kind has ability to persuade people to
believe what they want to do.
Power Bases
E
Appointed power is based on the
position held by the leader. The higher the

position, the higher the legitimate power tends
to be. A leader scoring high in legitimate power
induces compliance from or influences others
because they feel that this person has the right,
by virtue of position in the organization, to
expect that suggestions be followed.
Power Bases
F Personal power is based on the
leaders personal traits. A leader scoring high in

referent power is generally liked and admired by
others because of personality. This liking for,
admiration for, and identification with the leader
influences others.
Power Bases
G Resource power is based on the
leaders ability to provide rewards for other

people. They believe that their compliance will
lead to gaining positive incentives such as pay,
promotion, or recognition. Also, this type of
power comes from or having control over
resources. Wealthy people have this type of
power.
Sources of Management
Power
High
Moderate
Low
M4 M3 M2 M1
Expert
Personal
Resource
Coercive
Persuasive
Appointed
Relationship
Competence and
Commitment
Competence:
Task-specific knowledge and skills
developed through:
1. Experience.
2. Training.
3. Coaching.
Competence and
Commitment
Competence:
Transferable knowledge and skills that can
be used across multiple goals or tasks and
are applicable to the task at hand, such as:
1. Problem solving skills.
2. Communication skills.
3. Negotiation skills
4. Project management skills.
Competence and
Commitment
Commitment
The motivation to perform the goal or task,
including:
1. Excitement
2. Enthusiasm
3. Energy.
The confidence to perform the goal or task
independently.
Development Levels
1.
2.
3.
4.
Enthusiastic Beginner.
Disillusioned Learner.
Capable but cautious, performer.
Self Reliant Achiever.
Partnering at D1
The Enthusiastic Beginner
D1 Characteristics:
Enthusiastic.
Wants to do a great job
Curious
Inexperienced
Optimistic
Thinks its going to be easy
Unskilled
Can get discouraged
D1 (Enthusiastic Beginner)
Needs
Clear goal & Detailed action plan.

Frequent feedback.
Praising.
Timelines and priorities.
D1
Enthusiastic Beginner.
Low Competence.
High
Commitment.
Task Allocation & Follow-up Style
Directive Style:
A Manager used to GIVING detailed and
consecutive instructions to his
employees, with little space to think or
maneuver. The Follow-up is very tight and
close with the question always prevailing:
Are we done yet? Where are we now? Did you
call them? Let me know immediately!

Supportive/ Participative Style:
A Manager who involves his employees in
planning a task and deciding on the best way to
take it forward. They AGREE on what should
be done and how and when should the delivery
date be. The follow-up style is more democratic
with the manager playing the role of support:
Do you need anything from me? Can I help you
with anything? If you get stuck I am always
available.

Facilitative Style:
A Manager who has developed TRUST and
understanding between him and his staff
capabilities and is always dependent on their
sense of initiative and achievement. Allocation
of tasks mainly includes stating the
objective/deliverable. The Follow-up style is
basically nothing as no one is coming over with
a problem this means the deadline will be met.
D1 (Enthusiastic Beginner)
Direction
Goal and Why?
Set goal and explains why
Action
Develops action plan.
Checking Progress
Sets schedule for checking progress.
Express Confidence
D2
Disillusioned Learner.
Low to some
Competence.
Low Commitment.
The EAR Model

Someone
says or does
something
Explore
Acknowle
dge
No
Yes
Do I truly
understand
or have
enough
info?
Respond
The EAR Model

1.
2.
3.
4.
5.
6.
7.
Ask Question
Open- closed
Listen well
Recognize
Accept.
React.
Feedback
D3
Capable but cautious,
performer
Moderate to high
Competence.
Variable
Commitment.
Capable but cautious, performer.

This is a huge
project. If only
I had a few
more days!
I sure hope
this thing
doesnt
bomb!
Page 38
D4
Self Reliant
Achiever.
High
Competence.
High
Commitment.
Development Level Matrix

Development Level
Developmen
t
Level
Variables
D1
Enthusiastic
Beginner
D2
D3
Disillusioned
Capable,
Learner
But Cautious
D4
Self-Reliant
Achiever
Task
Performanc
e
Level
Cant
perform or
performs at
low level
Performs
below
expectation,
inconsistent
Performs at
consistently
high level
Meets
performance
expectations

Development Level
Developmen
t
Level
Variables
D1
Enthusiastic
Beginner
Competenc
e
Level of Task
Knowledge
and Skills
Low
Lacks task
relevant
knowledge
and skills
D2
D3
Disillusioned
Capable,
Learner
But Cautious
Some
Has some
knowledge
and skills
Moderate
to High
Has solid
base of
knowledge
and skills
D4
Self-Reliant
Achiever
High
Is highly
competent

Development Level
Developmen
t
Level
Variables
D1
Enthusiastic
Beginner
Commitme
nt
Motivation
Low
High
High
Can feel
Variable
Is highly
Is
confused,
Commitment motivated,
enthusiastic, discouraged,
level can
may need to
excited,
frustrated,
fluctuate.
be
optimistic . overwhelme
challenged.
d.
D2
D3
Disillusioned
Capable,
Learner
But Cautious
D4
Self-Reliant
Achiever

Development Level
Developmen
t
Level
Variables
D1
Enthusiastic
Beginner
Commitme
nt
Confidence
Low
Discovers
High
that learning
Has
skills and
unrealistic
performing
expectations
task is
harder than
expected
D2
D3
Disillusioned
Capable,
Learner
But Cautious
Variable
Is
sometimes
hesitant,
unsure,
tentative
D4
Self-Reliant
Achiever
High
Trusts own
ability to
work
independent
ly

Development Level
Developmen
t
Level
Variables
D1
Enthusiastic
Beginner
D2
D3
Disillusioned
Capable,
Learner
But Cautious
D4
Self-Reliant
Achiever
Problem
Solving
capability
Is eager to
learn: can
not solve
problems
independent
ly
Is usually
independent
sometimes
needs help
in thinking
through
problems
Takes
initiative in
identifying
and solving
problems.
Has some
problem
solving
capability
Diagnosing Development Level

You have been involved in getting a new,
inexperienced team member started in his
job. You have been giving him detailed
direction and motivating his progress
closely.
He has begun to learn the skills required

to achieve a goal in one of his areas of
responsibility. Lately you have noticed that
he seems frustrated and is less willing to
talk about what is happening.
Performance:
Little or none (
)
Below expectation (
)
Meets expectation ( )
Consistently high (
)
Competence:
Low (
)
Some (
)
Moderate (
)
High (
)
Commitment :
Motivation High ( ) Low ( ) Variable ( )
High ( )
Confidence High ( ) Low ( ) Variable ( )
High ( )
Therefore, his development level

is:
D
1
D2
D
3
D4
Leadership
Definition:
Influencing others in ways that foster
individual goal achievement and
contribution to organizational goals.
Leadership Style
Definition:
A consistent pattern of behaviors used to
influence others as seen by them.
Is Leading Easy Task?

Lead to achieve?
Leadership Style Matrix

Key Leader
Leadership
Styles
Directi
ng
S1
Goal
Setting
Leader
sets
Goal
Action
Plannin
g
Checkin
g
Progres
s
Decisio
n
Making
Feedback
and
Reinforcem
ent
Leader
Develo
p
action
plan
Leader
sets
schedu
le
For
checki
ng
Progre
ss
Leader
makes
decisio
ns
Leader
praises
Progress

Key Leader
Leadership
Styles
Coachi
ng
S2
Goal
Setting
Action
Plannin
g
Leader
gets
team
membe
r input,
then
sets
goals
Leader
gets
input,
then
develop
action
plan
Checkin
Feedback
Decisio
g
and
n
Progres
Reinforcem
Making
s
ent
Leader
gets
input,
Leader
Leader
then
gets
gives
sets
input,
frequent
schedul
then
positive and
e for
makes
corrective
checkin decision
feedback
g
s
progres
s

Key Leader
Leadership
Styles
Support
ing
S3
Goal
Setting
Leader
collaborat
es with
team
member
to set
goal
Action
Plannin
g
Leader
Facilitates
developmen
t of action
plan
Checkin
Feedback
Decisio
g
and
n
Progres
Reinforcem
Making
s
ent
Team
membe
Team
r sets
membe
schedul
Leader
r takes
e for
occasionally
lead;
checkin
gives
leader
g
feedback
facilitat
progres
and
es
s;
recognition
decision
leader
making
confirm
s

Key Leader
Leadership
Styles
Delegati
ng
S4
Goal
Setting
Action
Plannin
g
Team
membe
Lead
collaborat
r
es
develop
With
s action
team
plan;
member
leader
to set
goal.
confirm
s
Checkin
Feedback
Decisio
g
and
n
Progres
Reinforcem
Making
s
ent
Team
membe
r sets
Team
Team
schedul membe
member
e for
r makes
mostly
checkin decision
provides
g
s;
own
progres
leader
feedback
s;
confirm
and
leader
s
recognition
confirm
s
S3
D3
S4
D4
S2
D2
S1
D1
Match Development Plan with Leadership Styles

Based On Situation your Power will
determine
Let us
talk
You
Decide
Let us talk
I will
Decide
You
Decide
I will
Decide
Decision Making
S
Styles
.
.
.
Page 47

.
.
.
If you bounce
your ideas off
me, it will help
you to decide.
.
.
.
.
.
.
The Effect of Technology

on the Design of Teams
In a virtual team, members are located in
different physical locations but work together to
achieve a goal.
o The need for virtual teams grows out of the
increased globalization of business.
o Familiar tools like conference calls and e-mail
have evolved to include video conferencing and
live broadcasting of key meetings and events over
the Web. Web casts can now support interactive
participation of the viewing audience.
o The promise of much higher-speed Internet
transfer is also being explored. The potential to
connect students and workers from many parts of
the world may lead to exciting new possibilities for
synergy.
91
Motivation
Personal motivation
o What drives you to do your
best?
Flow
Organizational psychology

92
Learning Objectives
1. How do motivation and work environment encourage flow?
2. What are the intricacies of Maslows hierarchy of needs,
McClellands three needs theory, and Herzbergs motivatorhygiene theory?
3. What are the distinguishing factors between extrinsic motivators
and intrinsic motivators?
4. What are the implications of Theory X, Theory Y, Theory Z, and the
Vroom model?
5. How have motivational theories and industrial psychology changed
the work environment since the early 20th century?
6. What are the various identifiable leadership styles and personality
7. What are the best ways to create, manage, and participate in teams,
taking into account factors such as technology, group flow, Belbins
nine team roles, and Coveys seven habits model?
93
Make you
Laugh
Is a good
communicator
Did
something
amazing
Has a
positive
energy
Is
creative
Showed you
a different
perspective
Surprise
you
Kept an
open mind
Is fun to
be around
Works well
with others
Deserves
a pat on
the back
Provided
encourage
-ment
Free
Made an
improve
ment
Is a great
listener
You got
to know
better
Took a
risk
Played a
different
role
Inspires
you
Is a good
problem
solver
Has a
great
attitude
Challenged
you
Gave
you a
hand
Has a
good
leadership
skills
Taught you
something
new
Finding and optimizing the sweet

spots
Serotonin
Dopamine
Reward
Achievements
Easy Tasks
Oxytocin

Relationship
96
What we need to win in

team?
How do motivation and work

environment encourage flow?
Motivation is a complex mental state and plays
a key role in determining the success of a
business and the satisfaction of its employees.
Some people need immediate gratification or
success in order to stay motivated. Others are
able to postpone short-term success in pursuit of
long-term gains. Is getting a lot of praise or
money for a job important to you? Or are you
driven more by the values of the place where you
work, your beliefs, or in doing a job well?
98
How do motivation and work

environment encourage
flow?
Psychologist Mihaly refers to the state of rapt
attention as flow. A flow state happens when
you are completely involved and focused on
what you are doing. Often people produce their
best work, make the best use of their skills, and
feel the most pleasure when they are in such a
flow state.
99
Haris Interactive Survey

37 % know clearly the objective for their organization.
1 from five is ambitious for his organizations goals
and his team.
1 from five has a clear vision link between his tasks
and company objectives.
15 % only felt that their organization empower them to
implement the main objective.
13 % said that they have relationship with other
departments by high level of trust and cooperation.
Motivation in the
Workplace
The Q12 is a survey of employee engagement
administered by the Gallup Organization. It
classifies employees as engaged, not
engaged, or actively disengaged. According to
the surveys 2007 results, 73 % of U.S.
employees are not engaged or are actively
disengaged in their work. This statistic makes it
clear that encouraging a sense of flow in the
workplace is a significant challenge.
101
Benefits of Keeping Employees

Motivated
Workers are more productive

Workers are more creative
Retention levels are higher
Companies benefit financially

102
Benefits of Keeping
Employees Motivated
According to Gallups calculations, the
cost to the U.S. economy from
disengaged employees is up to $350
billion a year in reduced productivity.

103
Theories of Motivation:
Maslows Hierarchy of Needs
Abraham Maslow was an early researcher in the area of human
motivation and published the book The Hierarchy of Needs in 1954.
Maslow suggests that humans have a hierarchy of needs, and that
primary needs are met first before higher-level needs are
addressed.
o The first needs to be met are inborn, basic needs
termed physiological needssuch as the need for
water, food, sleep, and reproduction. Before we can think
about anything else, we must meet our basic
physiological needs.
o Once our physiological needs have been met, people
strive to satisfy safety needs. This includes establishing
safe and stable places to live and work.
o Once the lower two need categories have been met, we
consider belonging needssuch as the need to be part
of a group and feel accepted by others.
o Esteem needs are satisfied by the mastery of a skill and
by recognition from others.
o At the top are self-actualization needs, including the
desire to maximize your own potential through education,
self-fulfillment, and spirituality.
104
Maslows Hierarchy of Needs

105
Maslows Hierarchy of
Needs.
Simple examples of employees

o Sally, a single mom, is having trouble
paying her rent and often doesnt have
enough money to provide healthy food
for her and her family.
o Nuveen just finished his degree and is
looking for a company that will allow him
to continue his month-long volunteering
trips in third-world countries.
o Georgia tried to work from home, but
found she missed the camaraderie of an
office environment even though she is
happy about her work, pay, and
company.
107
McClellands Three Needs Theory
Psychologist David McClellands three

needs theory suggests there are three
main motivators:
o Need for achievement
o Need for affiliation
o Need for power

108
McClellands Three Needs Theory
The three needs
o The need for achievementto accomplish

something difficult on your own.
o The need for affiliationto form close personal
relationships.
o The need for powerto be able to control the
behavior of others.
Which need we try to satisfy depends on many
factors, including cultural background.
An individual may have multiple needs, but one
tends to be dominant over the others.
In a workplace, this theory could account for
differences in motivation among workers.
109
Herzbergs Motivator-Hygiene
Hygiene Factors
Working environment
Pay
Benefits
Relationships with co-workers
Inadequate
Hygiene
Factors
Dissatisfied
Motivators
Recognition
Responsibility
Promotion
Job growth
Adequat
e
Motivato
rs
Satisfied
Adequate
Hygiene
Factors
Neither Satisfied nor
Dissatisfied
110
Herzbergs Motivator-Hygiene
o Hygiene factors are factors such as a safe working
environment, proper pay and benefits, and positive
relationships with co-workers. People rarely notice
hygiene factors if they are present. However, if hygiene
factors are absent or inadequate, people tend to be
dissatisfied.
o The second set of factors in Herzbergs theory are
motivator factors. These factors include a sense of
responsibility, recognition, promotion, and job
growth.
111
Applying Motivational Theories

Motivational theories lead to different
approaches to actually motivate workers
Extrinsic motivation
Intrinsic motivation
112
In the workplace, there are some external

motivating factors that managers can
control. These motivators, called
extrinsic motivators, include such things
as pay, promotion, and verbal praise.
Other factors, called
intrinsic motivators, are outside a
managers control because they are
internal to each individual employee.
These motivating influences are based on
a persons interest in their work and their
sense of purpose or value from the work.

113
Different people have different

balances between intrinsic and
extrinsic motivators. Managers
must be sensitive to what will work
for each individual.

114
Theory X and Theory Y

oIn 1960, the social psychologist Douglas
McGregor proposed the Theory X and Theory Y
models.
The Theory X model suggests a view

of humans as naturally disliking
work and wanting to avoid it.
Theory X management
suggests employees have to
be coerced and controlled by
management in order to be
productive. This leads to an
authoritarian, hard-line
115
The Theory Y model suggests that people are

naturally motivated and will direct themselves
to work for the aims of the organization if they
are satisfied with their jobs. Theory Y managers
believe that, on average, people will accept and
seek out responsibility. Such managers have a
participative, gentler style of management that
involves the participation of many.

116

Theory X and Y would not work
equally well in any given
situation. Theory X style is often
seen in large-scale operations like
mass manufacturing. In the
knowledge industry, in which there is
a mix of professionals working
together to solve complex problems,
Theory Y is more likely.
117

118
Theory Z
In 1981, William Ouchi put forward a
Theory Z model based on a
Japanese management style that
relied heavily on collaborative
decision making.
o In many corporations in Japan in the

1980s, one person might be responsible for
many different aspects of a single project.
o Employees tended to become generalists
rather than specialists, who were trained in
a very narrow set of tasks.
119
Theory Z
Theory Z management offers long-term
employment with an emphasis on
individual responsibility. Workers tend
to show a desire to cooperate and be loyal
to the organization. As a result, companies
that apply Theory Z management often
reap the benefits of low turnover, high
productivity, and strong morale among the
workforce. Morale, a sense of purpose and
enthusiasm toward ones work, is an
important factor in an employees level of
motivation. Publishing
120
as Prentice Hall
Theory Z
Based on a Japanese management style
Relies on collaborative decision making
Employees tend to become generalists, not
specialists
Offers long-term employment with an
emphasis on individual responsibility
Workers are cooperative and loyal to the
organization
Benefits: low turnover, high productivity,
and strong workforce morale
121
Vrooms Expectancy
Theory
In 1964, Victor Vroom proposed a theory
named expectancy theory, which has been
developed by other researchers since.
Expectancy theory suggests an
individuals motivation can be
described by the relationship between
three psychological forces.

122
Vrooms Expectancy Theory

Motivation =
Expectancy
Instrumenta
lity
Valence
Expectancy: Will effort on my part impact the result I get?

Instrumentality: Will the result provide any reward?
Valence : Is the anticipated reward important to me?
High motivation: You answer yes to all of these questions
Low motivation: You answer no to all of these questions
123
Vrooms Expectancy Theory

Expectancy answers the question: Will effort on my
part impact the result I get?
Instrumentality answers the question: Will the result
provide any reward (either an extrinsic rewarded if
thats important or an intrinsic good feeling)?
Valence answers the question: Is the anticipated
reward important to me?
High Motivation = (My work actually affects the
outcome) * (Theres a good chance Ill get a
reward if this works out) * (If it works out, itll
be a really big reward!)
Low Motivation = (Nothing I do is going to
impact this situation) * (Even if it does go well,
I probably wont see any benefit) * (The only
reward from this is incredibly small)
The Vroom formula can be easily applied to
individuals to better understand what motivates each
person.
124
Strength-Based Management
The best way to help employees develop is to
determine their strengths and build on them
o People can learn the most about areas in which they
already have a strong foundation
o Provide training and support to further develop
strengths

125
Evolution of Motivational
Theories in Business
Scientific management
o Frederick Taylor
o Increase productivity by training workers in
the best methods to complete a task
Industrial psychology (1920s and 1930s)

o Frank and Lillian Gilbreath
Human relations
o The Hawthorne Effect
126
Researchers like Frederick Taylor began to

study how to manage people optimally. In
1911, Taylor published his findings in The
Principles of Scientific Management.
o He encouraged managers to use scientific
study to determine the best methods to
complete tasks and then to train
employees in these methods to increase
productivity.
127
By the 1920s and 1930s, a field of academic

study called industrial psychology was created
to further address these issues. The objective of
industrial psychology is to understand
scientifically how to manage employees and work
optimally.
o Other researchers, such as Frank and Lillian
Gilbreath, used photography to study employee
work patterns and then analyzed these patterns to
increase productivity. For example, they used
time-motion studies to analyze factory jobs and
then train workers in the precise sequence of
steps that would make them most productive.
128
o
o
Another famous study of the period was Harvard professor

Elton Mayos work at the Hawthorne plant of the Western
Electric Company in Illinois.
The study ran from 1927 to 1932 and examined physical
influences on the workplace (such as lighting and humidity)
as well as psychological aspects (such as group pressure
and working hours).
The major finding was that regardless of the experimental
changes made, the production of the workers improved.
Researchers concluded that the increase in productivity was
based on the attention the workers were receiving. The
Hawthorne effect is used to describe the increase in
productivity caused by workers being given special
attention.
After World War II, the direction of research in management
theory shifted from management of an individual worker
toward management of the entire organization, its structure,
and policies.
129
Chapter Summary
1. How do motivation and work environment encourage flow?
2. What are the intricacies of Maslows hierarchy of needs,
McClellands three needs theory, and Herzbergs motivatorhygiene theory?
3. What are the distinguishing factors between extrinsic motivators
and intrinsic motivators?
4. What are the implications of Theory X, Theory Y, Theory Z, and the
Vroom model?
5. How have motivational theories and industrial psychology changed
the work environment since the early 20th century?
6. What are the various identifiable leadership styles and personality
7. What are the best ways to create, manage, and participate in teams,
taking into account factors such as technology, group flow, Belbins
nine team roles, and Coveys seven habits model?
130

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8

Slide presentation prepared by Pam Janson

2010 Pearson Education, Inc.

Leadership development is a global challenge

Over 76% indicated that the most

The Five Practices of Exemplary Leaders

1. Model the Way

The Five Practices Of

o Highly aware of others emotional states and

o Ability to understand both ones own and

What are the various identifiable leadership styles and personality

o Both leaders and managers strive to

o A resonant leader is highly aware of others

2010 Pearson Education, Inc.

What is the leadership?

16-PF Belbin Test

Belbins Team Roles

2010 Pearson Education, Inc.

The Differences between the 8 group characters

They are in many cases the stars of their

He is the Rational Person with great emphasis on

This Character is the driving engine of the

Now this last Character is the person

Leader Behavior Analysis

Solve the 20 situations

Primary, Secondary ,and

What we need to win in

Power Recourse + Situation =

Type of your power

. Span of Influencing other in a company

Blocking / Coercive power

is based on fear. A leader scoring high in

leaders possession of or access to information

Appointed power is based on the

position held by the leader. The higher the

leaders personal traits. A leader scoring high in

leaders ability to provide rewards for other

Clear goal & Detailed action plan.

Task Allocation & Follow-up Style

Task Allocation & Follow-up Style

Task Allocation & Follow-up Style

The EAR Model

The EAR Model

Capable but cautious,

Capable but cautious, performer.

Development Level Matrix

Development Level Matrix

Development Level Matrix

Development Level Matrix

Development Level Matrix

Diagnosing Development Level

He has begun to learn the skills required

Therefore, his development level

Is Leading Easy Task?

Leadership Style Matrix

Leadership Style Matrix

Leadership Style Matrix

Leadership Style Matrix

Match Development Plan with Leadership Styles

The Effect of Technology

2010 Pearson Education, Inc.

Finding and optimizing the sweet

2010 Pearson Education, Inc.