n6 motivation (communication) fet colleges, south africa

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MOTIVATION Chapter 6, p136-151 1

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N6 Communication at FET Colleges covers the Module "Motivation". This is a summary of the chapter.

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Page 1: N6 Motivation (Communication) FET Colleges, South Africa

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MOTIVATIONChapter 6, p136-151

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6.1 DEFINITION, p.136The term “motivation” refers to that group of factors which determines and directs an organism’s behaviour.

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6.2 Degree of Motivation, p.136

Degree of motivation (how much you are motivated) depends on:1. Strength of the internal motive / need2. Individual’s ability to focus (on a goal) and

maintain action (towards achieving the goal)

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6.2.1 Strength of internal motive/need Maslow: highest is the need for self-actualisation

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6.2.2 Ability to focus p.139

The need or drive level (inner need or drive)

The incentive value of the goal (eg. promotion)

Individual’s expectations (do you believe?)

Individual’s potential (hidden talents)

Conflicting or contradictory motives (good at two or more things)

Unconscious factors (if you “eat for the sake of eating”)

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6.3 Nature of motives p.140What are the qualities of the reasons or motives for human behaviour.• Motives are difficult to identify• Motives could be conscious, preconscious or

subconscious• Motives prompt the individual to action (what

are their needs and drives)• Needs• Drives (state of arousal)• A goal activity (aim to satisfy need

– like eating)• A goal-directed activity

(for example preparing for food)

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6.4 Factors which influence motivation in the workplace1. Policy2. Supervision3. Remuneration4. The working environment5. The role of the executive secretary

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6.4.1 Policy p. 141 A policy reflecting no trust or confidence

in employees A policy of condescending confidence

and trust in employees A policy of substantial but not complete

trust in employees A policy of complete trust and

confidence in employees

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6.4.2 Supervision p.142The function of leading, directing and coordinating the work of others to accomplish set objectives. Scheduling, regulating, monitoring tasks Set goals

Clearly define goals Set realist and attainable goals

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6.4.2.1 p.143Herzberg’s two-factor theory

Hygienic (maintenance factors) Salaries Fringe benefits Physical working

cond. Personal life Job status Eating facilities Job rights etc

Motivating factorsCorresponds with Maslow’s higher levels Need for personal

growth Responsibility Progress Achievement Recognition etc.

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6.4.3 Remuneration p.144

Payoff: wages and salary must be sufficient to satisfy basic needs and those of his family

As a reward: symbolic value of money. Home loans, company shares, car

allowances are all perks companies offer Opportunities to travel and study Praise or public recognition – special

award and tributes in house journal. These rewards satisfy higher level needs

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6.4.4 Working environment p.145

It must by physically acceptable It must be safe It should enable employees to satisfy

their social needs

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6.5 Role of the executive secretary p.145

Formal level Distribute work Allocate special

assignments to people who can cope

Check or monitor work Regular feedback Use staff association

to draw attention to important matters

Informal level Become aware of

problems during informal discussions

Act as intermediary and alert management of problems

Suggest ideas to solve problems

Feedback to management

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6.5.1 Satisfaction of needs A greater sense of physiological well-being

(healthier and safe working environment) A greater sense of psychological well-being

(smoother interpersonal relations, upward mobility, achievement, status, self-realisation)

Increased productivity and greater profits follow for the organisation

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6.5.2 Blockage of needs Rational coping behaviour

Compensation (alternate goal-setting) Rationalisation (suppressing unconsciously)

Irrational coping behaviour Frustration (do you have a low tolerance?) Aggression (destructive behaviour) Regression (apathy – process of retreating

or reverting – opposite of progress)

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Assignment 11. Define motivation (3)2. Explain the difference between conscious and

sub-conscious motives. (4)3. A policy is a statement of intention committing

management to a general course of action, which has profound effects on motivation of employees. Name the type of policy applied in the following statements:

1. MTN management introduced a plan which makes staff to relocate, opt for a package or take voluntary retirement. (1)

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Assignment 1 – page 22. Vodacom has given mentors full responsibility

of managing the programme. (1)3. Cell C encourages its staff to actively

participate in decision making. (1)4. The CEO of MTN released a memo instructing

staff without providing them with reasons. (1)5. The management of Vodacom remains in

control and reserves the right to veto any suggestions. (1)

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Assignment 1 – page 34. Explain how Vodacom applies Herzberg’s two-

factor theory to its employees. (4)5. Graphically represent Maslow’s hierarchy of

needs. (6)6. Motives prompts an individual into action

towards achieving a goal. State whether the following statements are goal-activities or goal-directed activities.

The principle of no work, no pay will apply and any misconduct will be dealt accordingly. (1)

Lotus FM employees demonstrated in Durban yesterday against the SABC. (1)

We will not stop until we get what we want, even if we have to continue for five years. (1)

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Assignment 1 – page 47. It is important that a supervisor should ensure

that his/her staff members are motivated. Advise how one can go about satisfying the needs of staff. (4)

8. How would an executive secretary be able to motivate employees on a formal level. (5)

9. Define the term compensation (2)10. Motivation influences communication in the

workplace. Mention any THREE results of satisfied employees. (3)

11. State the THREE factors which influence motivation in the workplace. (3)

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Assignment 1 – page 512. State which Maslow’s hierarchy of needs is

satisfied by the following statements: Five years after venturing into mining, Annie

Thembu has fallen deeply in love with the industry that almost marginalised women.

Ms. Thembu and her partner spotted a more lucrative opportunity, that of supplying the mines with pipes.

Ms. Thembu and her partner worked hard to build a relationship of trust between themselves and the mine.

She had to start fresh and convince the mines that she would be able to run the project on her own.

Thousands of jobs were lost because of the economy