logging in or signing up motivation sakshigaur10 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 896 Category: Business & Fin.. License: All Rights Reserved Like it (0) Dislike it (0) Added: April 06, 2010 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... By: jai0219 (19 month(s) ago) Very nice presentation. Kindly allow me to download this presentation, I am needing this to my discussion this coming Monday, October 18, 2010 or kindly send it to my email address: jai_mp2001@yahoo.com. Your immediate respond will be highly appreciated. Thanks a lot and More Power! Sincerely, Jaiden Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Slide 3: According to Dalton E. Mc. Farland, “motivation refers to the ways in which urges, drives , desires, aspirations, striving or needs direct, control or explain the behavior of human beings.” ROLE OF MOTIVATION : ROLE OF MOTIVATION HIGH PERFORMANCE LEVEL :- Motivated employees put their higher performance as compared to other employees. In study by WILLIAM JAMES, it was found that motivated employees worked at close to 80 to 90% of their ability. The high performance is must for an organization being successful and this performance come by motivation. Slide 6: LOW EMPLOYEES TURNOVER AND ABSENTEEISM:- Motivated employees stay in the organization and their absenteeism is quite low. High employees turnover and absenteeism create many problems in the organization. Slide 7: ACCEPTANCE OF ORGANIZATIONAL CHANGE:- Because of change in the society i.e. change in technology, value system etc. organization has to incorporate those changes to cope up with the requirement of time. However, if they properly motivated, they accept, introduce, and implement these changes. THEORIES OF : THEORIES OF MASLOW’S NEEDS THEORY : MASLOW’S NEEDS THEORY HEZBERG’S TWO FACTOR THEORY : HEZBERG’S TWO FACTOR THEORY MCGREGOR’S THEORY X AND Y : MCGREGOR’S THEORY X AND Y McGregor, an American social psychologist , proposed theories on behaviour of individuals at work ,he has formulated 2 models X and Y Slide 13: Theory X and Theory Y Theory X and Theory Y are two sets of assumptions about human nature and behavior that are related to the practice of management. Theory X: Representing a negative view of human nature that assumes people generally are naturally irresponsible for their work and require close supervision to do jobs. Theory Y: Indicating a positive view of human nature that assumes people are generally hard-working, creative and responsible for exercising self-control over their jobs. Slide 14: THEORY X ASSUMPTIONS The average human being has an inherent dislike of work and will avoid it if he/she can Most people must be controlled/threatened if they are to work hard The average human prefers to be directed, dislikes responsibility, is unambiguous, and desires security above everything else THEORY Y ASSUMPTIONS Effort in work is as natural as work and play Control and punishment are not the only ways to make people work man will direct himself if he is committed to the goals of the org If a job is satisfying then the result will be commitment to the organisation The average man learns not only to accept but to seek responsibility Effects on Management : Effects on Management Theory X: 1. Managers’ leadership styles are autocratic and the communication flow is downward from managers to the employees. This may cause resistance from employees. 2. The upper setting of objectives gets little or no participation from employees. 3. It results in outside, control, with the manager acting as a performance judge who focuses generally on the past. Effects on Management : Effects on Management Theory Y: 1. It may lead to cooperative objectives designed with input from both employees and managers, resulting in a stronger responsibility by employees for accomplishing the shared objectives. It encourages leadership styles to be more participative and allows employees to seek responsibility for achievement of goals. Theory Y’s leadership is likely to improve communication flow, especially in the upward direction. It leads to control processes based on employees’ self-control. The manager is more likely to act as an instructor rather than a judge who focuses on how performance can be improved in the future rather than on who is responsible for past performance. Theory X and Theory Y in the 21st Century : Theory X and Theory Y in the 21st Century McGregor’s works on Theory X and Theory Y have had a great impact on management ideology and practice. They have been included in most basic management books. These books are still facing people of management today. As for the practice of management, the workplace of the 21st century, which emphasizes on self-managed work teams and other forms of worker involvement programs, generally goes with the principles of Theory Y. ALDERFER’S ERG THEORY : ALDERFER’S ERG THEORY Alderfer’s ERG Theory : Alderfer’s ERG Theory Growth Needs – similar to Maslow’s needs for self-actualization and self-esteem Relatedness Needs – similar to Maslow’s need for affiliation, and fulfillment of these needs take place when one is given meaningful and effective support from the work group Existence Needs – lower order needs which satisfy needs for security, safety, and survival Slide 22: Adams’ Equity Theory Explains how social comparisons can motivate individual behavior Any perceived inequities will motivate us to behave in a manner that will change them FORMULA : FORMULA PERSON’S OUTCOME = OTHER’S OUTCOME PERSONS’S INPUT OTHER’S INPUT CONDITON OF INEQUITY : CONDITON OF INEQUITY NEGATIVE PERSON’S OUTCOME < OTHER’S OUTCOME PERSONS’S INPUT OTHER’S INPUT POSTIVE PERSON’S OUTCOME > OTHER’S OUTCOME PERSONS’S INPUT OTHER’S INPUT Slide 26: NEED FOR POWER Differentiate from other Actual achievement of goal is less important than means by which goals are achieve Position of influence and control NEED FOR AFFILIATION Important part of organization Interpersonal relationship NEED FOR ACHIEVEMENT Goal oriented Needs immediate feedback Moderate task taken Dislike high risk Dislike easy task Slide 27: Vroom’s Expectancy Theory motivation = expectancy x instrumentality x valence Expectancy a person’s belief that working hard will result in achieving a desired level of task performance Instrumentality a person’s belief that successful performance will lead to rewards and other potential outcomes Valence the value a person assigns to the possible rewards and other work-related outcomes. MOTIVATIONAL PATTERNININDIAN ORGANISATIONS : MOTIVATIONAL PATTERNININDIAN ORGANISATIONS ANALYSING THE MOTIVATIONAL PATTERN : ANALYSING THE MOTIVATIONAL PATTERN Financial benefits, job security, and promotion are not motivating factors for management groups whereas these can be motivators for the workers. Recognition of work emerges as one of the most important factors for motivating people –both managers and workers . factors contributing to dissatisfaction are the are the lack of explicit company policy and administration, lack of technically competent and sympathetic supervision, and lack of opportunity for growth. Top-level managers value achievement and self actualization while middle level managers value advancement, type of work. Consideration : Consideration The human motivation is not inherent or stable rather it is flexible and may be changed or modified by situational variables. The amount of an incentive that is offered to individual form satisfying his motives should be adequate. Since human beings differ in their ability and approach, they cannot be motivated to an equal extent. Some people ,if motivated beyond certain extent, may feel frustration and the outcome may be negative. You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
motivation sakshigaur10 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 896 Category: Business & Fin.. License: All Rights Reserved Like it (0) Dislike it (0) Added: April 06, 2010 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... By: jai0219 (19 month(s) ago) Very nice presentation. Kindly allow me to download this presentation, I am needing this to my discussion this coming Monday, October 18, 2010 or kindly send it to my email address: jai_mp2001@yahoo.com. Your immediate respond will be highly appreciated. Thanks a lot and More Power! Sincerely, Jaiden Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Slide 3: According to Dalton E. Mc. Farland, “motivation refers to the ways in which urges, drives , desires, aspirations, striving or needs direct, control or explain the behavior of human beings.” ROLE OF MOTIVATION : ROLE OF MOTIVATION HIGH PERFORMANCE LEVEL :- Motivated employees put their higher performance as compared to other employees. In study by WILLIAM JAMES, it was found that motivated employees worked at close to 80 to 90% of their ability. The high performance is must for an organization being successful and this performance come by motivation. Slide 6: LOW EMPLOYEES TURNOVER AND ABSENTEEISM:- Motivated employees stay in the organization and their absenteeism is quite low. High employees turnover and absenteeism create many problems in the organization. Slide 7: ACCEPTANCE OF ORGANIZATIONAL CHANGE:- Because of change in the society i.e. change in technology, value system etc. organization has to incorporate those changes to cope up with the requirement of time. However, if they properly motivated, they accept, introduce, and implement these changes. THEORIES OF : THEORIES OF MASLOW’S NEEDS THEORY : MASLOW’S NEEDS THEORY HEZBERG’S TWO FACTOR THEORY : HEZBERG’S TWO FACTOR THEORY MCGREGOR’S THEORY X AND Y : MCGREGOR’S THEORY X AND Y McGregor, an American social psychologist , proposed theories on behaviour of individuals at work ,he has formulated 2 models X and Y Slide 13: Theory X and Theory Y Theory X and Theory Y are two sets of assumptions about human nature and behavior that are related to the practice of management. Theory X: Representing a negative view of human nature that assumes people generally are naturally irresponsible for their work and require close supervision to do jobs. Theory Y: Indicating a positive view of human nature that assumes people are generally hard-working, creative and responsible for exercising self-control over their jobs. Slide 14: THEORY X ASSUMPTIONS The average human being has an inherent dislike of work and will avoid it if he/she can Most people must be controlled/threatened if they are to work hard The average human prefers to be directed, dislikes responsibility, is unambiguous, and desires security above everything else THEORY Y ASSUMPTIONS Effort in work is as natural as work and play Control and punishment are not the only ways to make people work man will direct himself if he is committed to the goals of the org If a job is satisfying then the result will be commitment to the organisation The average man learns not only to accept but to seek responsibility Effects on Management : Effects on Management Theory X: 1. Managers’ leadership styles are autocratic and the communication flow is downward from managers to the employees. This may cause resistance from employees. 2. The upper setting of objectives gets little or no participation from employees. 3. It results in outside, control, with the manager acting as a performance judge who focuses generally on the past. Effects on Management : Effects on Management Theory Y: 1. It may lead to cooperative objectives designed with input from both employees and managers, resulting in a stronger responsibility by employees for accomplishing the shared objectives. It encourages leadership styles to be more participative and allows employees to seek responsibility for achievement of goals. Theory Y’s leadership is likely to improve communication flow, especially in the upward direction. It leads to control processes based on employees’ self-control. The manager is more likely to act as an instructor rather than a judge who focuses on how performance can be improved in the future rather than on who is responsible for past performance. Theory X and Theory Y in the 21st Century : Theory X and Theory Y in the 21st Century McGregor’s works on Theory X and Theory Y have had a great impact on management ideology and practice. They have been included in most basic management books. These books are still facing people of management today. As for the practice of management, the workplace of the 21st century, which emphasizes on self-managed work teams and other forms of worker involvement programs, generally goes with the principles of Theory Y. ALDERFER’S ERG THEORY : ALDERFER’S ERG THEORY Alderfer’s ERG Theory : Alderfer’s ERG Theory Growth Needs – similar to Maslow’s needs for self-actualization and self-esteem Relatedness Needs – similar to Maslow’s need for affiliation, and fulfillment of these needs take place when one is given meaningful and effective support from the work group Existence Needs – lower order needs which satisfy needs for security, safety, and survival Slide 22: Adams’ Equity Theory Explains how social comparisons can motivate individual behavior Any perceived inequities will motivate us to behave in a manner that will change them FORMULA : FORMULA PERSON’S OUTCOME = OTHER’S OUTCOME PERSONS’S INPUT OTHER’S INPUT CONDITON OF INEQUITY : CONDITON OF INEQUITY NEGATIVE PERSON’S OUTCOME < OTHER’S OUTCOME PERSONS’S INPUT OTHER’S INPUT POSTIVE PERSON’S OUTCOME > OTHER’S OUTCOME PERSONS’S INPUT OTHER’S INPUT Slide 26: NEED FOR POWER Differentiate from other Actual achievement of goal is less important than means by which goals are achieve Position of influence and control NEED FOR AFFILIATION Important part of organization Interpersonal relationship NEED FOR ACHIEVEMENT Goal oriented Needs immediate feedback Moderate task taken Dislike high risk Dislike easy task Slide 27: Vroom’s Expectancy Theory motivation = expectancy x instrumentality x valence Expectancy a person’s belief that working hard will result in achieving a desired level of task performance Instrumentality a person’s belief that successful performance will lead to rewards and other potential outcomes Valence the value a person assigns to the possible rewards and other work-related outcomes. MOTIVATIONAL PATTERNININDIAN ORGANISATIONS : MOTIVATIONAL PATTERNININDIAN ORGANISATIONS ANALYSING THE MOTIVATIONAL PATTERN : ANALYSING THE MOTIVATIONAL PATTERN Financial benefits, job security, and promotion are not motivating factors for management groups whereas these can be motivators for the workers. Recognition of work emerges as one of the most important factors for motivating people –both managers and workers . factors contributing to dissatisfaction are the are the lack of explicit company policy and administration, lack of technically competent and sympathetic supervision, and lack of opportunity for growth. Top-level managers value achievement and self actualization while middle level managers value advancement, type of work. Consideration : Consideration The human motivation is not inherent or stable rather it is flexible and may be changed or modified by situational variables. The amount of an incentive that is offered to individual form satisfying his motives should be adequate. Since human beings differ in their ability and approach, they cannot be motivated to an equal extent. Some people ,if motivated beyond certain extent, may feel frustration and the outcome may be negative.