motivation 8 mai 2009
DESCRIPTION
managementTRANSCRIPT
![Page 1: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/1.jpg)
Key Key operations operations
of of ManagementManagement
Planning
+
Decision – Making Function
Organizing+
Communicating Leading & Motivating Functions
Controlling+
Monitoring & Evaluating Functions
![Page 2: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/2.jpg)
Motivation – the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need (Stephen Robbins).
Motivation is the set of processes that determine the choices people make about their behaviors (Van Fleet Peterson).
Df 2
Df 1
![Page 3: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/3.jpg)
Managerial Problem 1:
How do we get peoples willingness to do their best?
In other words, how do we make them motivated?
![Page 4: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/4.jpg)
Classification ASolution Solution
By Quantity of Participants in motivation
process:Motivation
Self-motivation
Group
Individual
![Page 5: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/5.jpg)
Managerial Problem 2:
Since motivation is the process, it makes managers to take permanent care of keeping up employees motivated.
Problem 2 reinforces Problem 1.
![Page 6: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/6.jpg)
By Motivating Methods:
Motivation
economic
socio-economic
administrative
physical
spiritual
“+”Reward
“–“Punishment
? ?
?
?
?
?
?
?
?
?
Solution Solution Classification B
![Page 7: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/7.jpg)
Managerial Problem 3:
How do we evaluate peoples motivation?
![Page 8: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/8.jpg)
Solution Solution
By Result (Goals
attainment):Motivation
EFFECTIVEEFFECTIVE
INEFFECTIVEINEFFECTIVE
Classification C
![Page 9: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/9.jpg)
Solution Solution
By the use ofResources for
Goal’s attainment:
Motivation
EFFICIENTEFFICIENT
INEFFICIENTINEFFICIENT
Classification D
![Page 10: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/10.jpg)
Managerial Problem 4:
Those motivated should be able to realize the effort, that means the task / goal should correspond to their capacities.
What to do if not so? SOLUTIONS …?SOLUTIONS …?
![Page 11: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/11.jpg)
nee
dAn internal state
that makes certain outcomes appear
attractive
(Stephen Robbins)
Drive or force that initiates behavior
(Van Fleet Peterson)
The state of lacking something
essential for an individual/ organization
(Zorina Şişcan)
![Page 12: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/12.jpg)
Managerial Problem 5:
Needs are not identical.
How do we identify them right to motivate?
![Page 13: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/13.jpg)
Abraham Maslow: Hierarchy of Needs Theory(USA, 1908-1970)
Self-Self-actualizationactualization
EsteemEsteem
Safety Safety
As each need is substantially satisfied, the next need becomes dominant.
SocialSocial
Psyhiological
![Page 14: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/14.jpg)
Managerial Problem 6:
Although no need is ever fully gratified,
a substantially satisfied need no longer motivates.
What do we do when we are on the top of the pyramid?
![Page 15: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/15.jpg)
SOLUTION SOLUTION Make needs pyramid Make needs pyramid
dynamic and develop flexible value dynamic and develop flexible value
system that allow further motivation.system that allow further motivation.
![Page 16: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/16.jpg)
Managerial Problem 7:
What is the best managerial style to be applied for motivating employees in
organization?
![Page 17: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/17.jpg)
Sun TzuSun Tzu
(China, VI c B.C.)People by nature are
vicious, envious and lazy. War is a natural state of
mankind.
+
Douglas Mc Douglas Mc
GregorGregor (USA, 1906-
1964)
Theory X
+
G. MichaelsonG. Michaelson
“Sun Tzu and the Art of War for
Managers: 50 Strategic Rules”, 2001
Autocratic styleAutocratic style
SOLUTIONSOLUTION
![Page 18: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/18.jpg)
+
Democratic styleDemocratic style
SOLUTIONSOLUTION
Man TzuMan Tzu (China, VI c B.C.)
People by nature are virtuous, tend to work and to collaboration. Peace is a natural state of humankind
Douglas Mc Douglas Mc GregorGregor (USA, 1906-
1964)
Theory Y
R. PinoR. Pino
“Corporate Aikido: Unleash the Potential within Your Company to Neutralize Competition and Seize
Growth”, 1998.
+
![Page 19: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/19.jpg)
Participative styleParticipative style
SOLUTIONSOLUTION
William G. OuchiWilliam G. Ouchi
(USA, 1943): Theory ZPeople are neither good nor bad by nature.
They are rather products of society, of culture.
So, Organizational Culture should be shaped to have
the employees motivated in the way you need.
Theory Z emphasizes the total staff involvement,
together with management, in the running
of an enterprise.
![Page 20: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/20.jpg)
SOLUTION
Postmodern approach to motivationPostmodern approach to motivation
Synergetic, flexible, Synergetic, flexible, situational stylesituational style
![Page 21: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/21.jpg)
OTHER CONTEMPORARY THEORIES OF MOTIVATIONOTHER CONTEMPORARY THEORIES OF MOTIVATION
Expectancy Expectancy TheoryTheory
Motivation is determined by how much an employee wants something and how likely he thinks he is to get it.
Goal-setting Goal-setting TheoryTheory
Specific and moderately difficult goals may increase motivation.
High-High-Involvement Involvement theorytheory
Employee participation can also increase motivation.
Reinforcement Theory
Future behavior is shaped by the consequences of current behavior. Kinds of reinforcement: positive reinforcement, avoidance, extinction and punishment.
Equity TheoryEquity Theory
Employees compare their contributions and rewards to those of others and want to be treated fairly relative to others in the organization.
Each theory is built on one or another aspect of motivation Each theory is built on one or another aspect of motivation integrative integrative approach to motivation is more effective.approach to motivation is more effective.
![Page 22: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/22.jpg)
Managerial Problem 8:
What is the best motivation practice?
![Page 23: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/23.jpg)
The basic socio-economic motivation practices in international management are:
Career promotion (status ascription) and financial rewards are attributed in proportion to achievements
Career promotion and financial rewards are ascribed in proportion with age
North-western (North American and Protestant European) business cultures (Germany, the Netherlands, Switzerland etc.)
Western (Catholic) business cultures (France, Italy, Spain etc., Latin America);
Eastern business cultures (Arabic, Indian, Chinese, Japanese etc.)
Value knowledge (education), machinery and new ideas (innovations) that produce quick change and fast development
Associated with youth
Motivate for individual effort, for being young, energetic, initiative
Value knowledge (experience), Nature and stability (new ideas for gradual change and sustainable development)
Associated with advanced age
Motivate for long living, group harmony, energy and collective effort
Pay – for – performance Payment based on ascription
![Page 24: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/24.jpg)
SOLUTIONSOLUTION
There is no the best motivation practice.
All motivational practices are determined
by the values existing in a socio-economic system
(state, company) and shared by individuals.
![Page 25: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/25.jpg)
For motivating the goals attainment
Identifying an existing
need
Identifying right problem
Formulating clear goal
Identifying the appearance
of a need
Linking and Correlating need and goal with values when choosing motivating methods
Generating willingness to make an effort for goals attainment and needs satisfaction
Motivation ProcessMotivation Process
By Zorina Şişcan
![Page 26: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/26.jpg)
Self-motivation takes place when an individual generates a motivation process by himself for himself and for others (Zorina Şişcan)
![Page 27: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/27.jpg)
Caracteristică comparativă a valorilor automanagementului Caracteristică comparativă a valorilor automanagementului prin prisma aspectelor satisfacţiei (în %)prin prisma aspectelor satisfacţiei (în %)
Moldova Germania Polonia Ucraina
Măsura în care sunteţi satisfăcuţi…i…
Foa
rte
nesa
tisf
ăcut
Nes
atis
făcu
t
Neu
tru
Sati
sfăc
ut
Foa
rte
sati
sfăc
ut
Tot
al
Foa
rte
nesa
tisf
ăcut
Nes
atis
făcu
t
Neu
tru
Sati
sfăc
ut
Foa
rte
sati
sfăc
ut
Tot
al
Foa
rte
nesa
tisf
ăcut
Nes
atis
făcu
t
Neu
tru
Sati
sfăc
ut
Foa
rte
sati
sfăc
ut
Tot
al
Foa
rte
nesa
tisf
ăcut
Nes
atis
făcu
t
Neu
tru
Sati
sfăc
ut
Foa
rte
sati
sfăc
ut
Tot
al
J1 … De lucrul pe care îl efectuaţi
(luând în consideraţie: complexitatea sarcinilor, distribuirea obligaţiunilor, nivelul de libertate în acţiuni, condiţiile fizice a lucrului Dvs.)
0,7 4,7 20,7 74,0 0,0 100 1,3 2,5 5,6 90,6 0,0 100 0,0 6,4 7,4 86,2 0,0 100 0,6 1,3 36,5 61,6 0,0 100
J2 … De relaţiile Dvs. Cu colegii
de serviciu 0,0 4,7 14,7 80,7 0,0 100 0,6 1,3 8,8 89,4 0,0 100 0,0 1,1 20,2 78,7 0,0 100 1,3 3,1 25,8 69,8 0,0 100
J3 … De venitul Dvs. (salariile de
bază şi indemnizaţiile) 7,3 30,7 21,3 40,7 0,0 100 0,6 5,0 13,1 81,3 0,0 100 1,1 25,5 21,3 52,1 0,0 100 5,0 25,2 37,1 32,7 0,0 100
![Page 28: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/28.jpg)
Caracteristică comparativă a valorilor automanagementului Caracteristică comparativă a valorilor automanagementului prin prisma aspectelor satisfacţiei (în %)prin prisma aspectelor satisfacţiei (în %)
Macedonia Cehia Bulgaria
Măsura în care sunteţi satisfăcuţi…
Foa
rte
nesa
tisf
ăcu
t
Nes
atis
făcu
t
Neu
tru
Sati
sfăc
ut
Foa
rte
sati
sfăc
ut
Tot
al
Foa
rte
nesa
tisf
ăcut
Nes
atis
făcu
t
Neu
tru
Sati
sfăc
ut
Foa
rte
sati
sfăc
ut
Tot
al
Foa
rte
nesa
tisf
ăcut
Nes
atis
făcu
t
Neu
tru
Sati
sfăc
ut
Foa
rte
sati
sfăc
ut
Tot
al
J1 … De lucrul pe care îl efectuaţi (luând în consideraţie: comp-lexitatea sarcinilor, distribuirea obligaţiunilor, nivelul de libertate în acţiuni, condiţiile fizice a lucrului Dvs.)
1,2 3,7 16,3 78,9 0,0 100 0,0 1,4 14,3 84,3 0,0 100 0,0 4,0 15,2 80,8 0,0 100
J2 … De relaţiile Dvs. Cu colegii de serviciu
0,4 3,7 16,3 79,7 0,0 100 1,4 4,3 12,9 81,4 0,0 100 0,0 4,0 32,0 64,0 0,0 100
J3 … De venitul Dvs. (salariile de bază şi indemnizaţiile)
4,1 22,8 22,4 50,8 0,0 100 1,4 11,4 31,4 55,7 0,0 100 3,2 17,6 33,6 45,6 0,0 100
![Page 29: Motivation 8 Mai 2009](https://reader035.vdocument.in/reader035/viewer/2022062409/55cf8e3f550346703b901309/html5/thumbnails/29.jpg)
GENERAL MOTIVATION ALGORITHMGENERAL MOTIVATION ALGORITHM
Develop the Emotional IntelligenceEmotional Intelligence alongside with your Ratio and Intellect.
Ratio (rigid logic)Intellect (mind flexibility)
Ratio (rigid logic)Intellect (mind flexibility)
IQ, High Academic Rating,Good specialist
IQ, High Academic Rating,Good specialist
EI is associated with Empathy
Effective manager able
to motivate
Having revealed the interests of people, link them with goalss attainment.
Be self-motivated in order to motivate others.