theories of motivation and teamwork
TRANSCRIPT
INDUSTRIAL MANAGEMENT
(IMT 2412)(IMT 2412)
TEAM MEMBERS : LUKSHMAN RAO
MOHD HAFIZ SALIM IRSHAD SHAFIQ
TTO’S NAME : MS ROSMAIZURA MOHD ZAIN
THEORY OF MOTIVATION & TEAMWORK
OVERVIEW
� Objective
� Motivation Process
� Theories of Motivation� 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� Doughlas MC Gregor
� McClelland
� Teamwork
� Team Synergy
� Team Evaluation
� Team Roles
� Conflict Resolution
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Motivation Process
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Motivation Process
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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 � The degree to which an individual wants to choose in
certain behavior.
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Motivation is…
� Complex
� Psychological
� Physical
� Unique to each and every person
Context sensitive� Context sensitive
� Not fully understood
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Qualities of Motivation
� Energizes behavior
� Directs behavior
� Enable persistence towards a goal
� Exists in varying details� Exists in varying details
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Motivation Process
� It is a process by which a person’s efforts are energized,
directed and sustained towards attaining the goal.
DIRECTION PERSISTENCEENERGY
� Energy- A measure of intensity or drive.
� Direction- Towards organizational goal.
� Persistence- Exerting effort to achieve goal
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Six C’s of Motivation
ChoicesChallenges
Collaboration
Constructing MeaningConsequences
Control
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Basic Model of Motivation
Needs or expectations
Result inDrive force
(Behavior orAction)
Desired Goals
Which Providesfulfillments
Feedback
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Theories of Motivation
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Theories of Motivation
Process Theories of Motivation
Emphasis on actual process of motivation.
� Three needs Theory ( McClelland)
� Goal-setting Theory
� Reinforcement Theory� Reinforcement Theory
� Designing Motivating theory
� Equity Theory
� Expectancy Theory
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Theories of Motivation
� Content TheoriesTo emphasis on what motivates individuals.
� Wide range of theories
� Abraham Maslow (1908-1970)� 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
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Abraham H. Maslow’s
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Abraham H. Maslow’s Theory
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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
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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.”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.
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Maslow’s Hierarchy of needs theory
� Needs were categories as five levels of lower-higher-order 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 � 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 Self-actualization
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Physiological Needs
� Food
� Oxygen
Basic Human Needs
Physiological Needs
� 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
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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
� Protection
� Stability
Safety and Security
Safety Needs
� 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
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� Individuals being motivated at this level often seek out a protector, or stronger people on whom they depend.
Social Needs
� Affection
� Acceptance
Love and Belonging
Social Needs
� Acceptance
� Inclusion
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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
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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 Needs
Esteem� 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.
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� Satisfaction of these needs leads to feelings of self-confidence, worth, strength, and capability.
� Thwarting these needs produces feelings of inferiority, weakness, and helplessness.
Self-Actualization
Self-Actualization
� Achieve full potential
� Fulfillment� Fulfillment
� Satisfaction
Self-actualization
� These refer to the need to find self-fulfillment and realize one’s unique potential.� This stage usually not accomplished during adolescence.
� One becomes more wise and automatically knows what to do in a wide variety of situations.� We test ourselves for its own sake, to prove our worth to ourselves
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� 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.
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).
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(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.
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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:
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Implementing in the Classroom
Self-Actualization
�Provide challenges
�Encourage autonomy
Esteem �Feedback
�Acknowledge success
Social �Introductions
�Interact with students
�Inclusive activities
Safety �Maintain a safe and non-threatening atmosphere
�Create a comfortable environment
Physiological �Room temperature
�Pacing/Breaks
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Fredrick Herzberg’s
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Fredrick Herzberg’s
Theory
Herzberg’s ‘Motivation-Hygiene’ Theory
� Two independent scales:
� Satisfaction and No Satisfaction
� These are the motivators
Dissatisfaction and No Dissatisfaction� Dissatisfaction and No Dissatisfaction
� Hygiene or maintenance factors
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Comparison of Hygiene and Motivators
� Hygiene Factors
� College policies
� Teacher habits
� Working conditions
� Motivators
� Recognition
� Achievement
� Work itself
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� Working conditions
� Relationship with peers
� Status
� Security
These factors contribute to dissatisfaction.
� 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.
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.
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Motivation–Hygiene Theory of Motivation
• Achievement
Motivation factors increase job satisfaction
• Company policy &
administration
• Supervisor
• Interpersonal relations
• Working conditions • Achievement
• Achievement recognition
• Work itself
• Responsibility
• Advancement
• Growth
• Salary?Hygiene factors avoid
job dissatisfaction
• Working conditions
• Salary
• Status
• Security
GERMAN-MALAYSIAN INSTITUTE (IMT 2412)Maslow theories\Fedrick Hertzberg's Theory
Douglas McGregor's
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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 YTheory 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
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Motivational Theories X & Y
Theory Y - a set of
assumptions of how to
manage individuals
motivated by higher motivated by higher
order needs
Theory X - a set of
assumptions of how to
manage individuals
motivated by lower order
needs
McClelland's
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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
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Teamwork
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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 a meshing of functions
� with mutual support
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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
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Communication
� Open & direct enough to be able to honestly
discuss any problem it faces.
� Including its own performance and problems
related to performancerelated to performance
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Leadership
� Sufficient leadership within the group.
� Including designated leader/managers for
relevant tasks.
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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.• Quality of work as compared to client expectations.
• Progress of work as compared to required timelines.
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Structure
� Group has appropriate organizational
� structure.
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Resources
� Adequate resources exist for group to perform its
functions well:
� Member skills
� Tools
� Systems� Systems
� Facilities
� Budgets
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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� Collective wisdom
� Deeper commitment
� Greater resourcefulness
� Tougher resilience
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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. 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.
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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. � 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.
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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 � 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.
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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.
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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
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TEAM SYNERGY
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TEAM SYNERGY
What is it..?
Relationships
+
Teamwork
+
Leadership
=
MORE DYNAMIC TEAM
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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.
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What is team synergy…?
� Team Synergy focuses on creating successful teams
� Team Synergy is completely customizable, based on your goals for your team.
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What does team synergy do?
� Focuses on all three of the critical team building components -relationships, teamwork and leadership.
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Contd…
Facilitates group learning through team problem-solving activities
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Contd…
Challenges the individual to break through theirpreconceived notions of what they can do, whilereceiving team support
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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.
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BRUCE TUCKMAN’S 4-Stage Model
Forming - the team tries to figure out its goals, roles and processes.
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2nd…
Storming - this is the negotiation phase when egos emerge and turf wars develop.
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3rd…
Norming - once issues are resolved, team members work well together.
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4th…
Performing - this is where true team synergy happens and the maximum benefit of teamwork is achieved.
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Team Roles
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“Nobody is perfect, but a team can be”-anonymous
Team Roles
How do you build a perfect team out
of imperfect people?
The perfect individual could be described as:
Out-going Organised MotivatingCreative Hard-driving ObjectiveDiplomatic Meticulous KnowledgeableDiplomatic Meticulous Knowledgeable
Unlikely to find all of these qualities in one person...
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People at work have a…
� Functional Role
� job title & function
� experience &
� Team Role
� that person’s tendency to behave, contribute and inter-relate with &
� experience & expertise
� not personal characteristics or aptitudes
and inter-relate with others in a particular way
&
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Benefits of Team Role Theory
� Recognise strengths
� More tolerance for weaknessesweaknesses
� A language to talk about behaviour
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Resolving Conflict
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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.
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“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.
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� Failing productivity.
� Slipping morale.
� Absenteeism.
� Accidents.
� Escalating costs.
� Slamming doors.
� Shouting.
� Bad times.
Symptoms Of Conflict
� The employee (or employees) involved display no desire to communicate.
� Bad tempers are evident.
� Productivity is falling.
� Morale is slipping.
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� 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
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� 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.
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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.
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� In competition no direct interference of one party with other.
E.g.: track events.
Competition
Conflict
Dealing With Conflict
� Three basic methods of resolving situations that have
reached the stage of open conflict are ,
� NEGOTIATION
� MEDIATION
� ARBITRATION
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� ARBITRATION
Dealing With Conflict
The Five A’S� Avoidance.
� Acceptance.
� Adaptation.
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� Adaptation.
� Adamancy.
� Attack (push back).
Conflict Resolution
� The Accommodator
� The Competitor
� The Avoider
� The Compromiser
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� The Compromiser
� The Collaborator
Question and Answer 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.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.
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THANK YOU FOR YOUR ATTENTION !!!
Come Together Work Better…
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Prepared by, Lukshman RaoMohd HafizIrshad Safiq
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