Motivation

1
Motivation

• Introductions
• Theoretical Overview (Brief!)
• From Models to Application - An exercise in
  application to individuals
  
• Discuss application of Model to project teams
• Q A

2
Scientific Management Theory

• Henry Ford
• You just set the work before the men and have
  them do it...the average worker, I am sorry to
  say, wants a job in which he does not have to
  put forth much physical energy above all, he
  wants a job at which he doesnt have to think.

3
Scientific Management Theory

• Frederick Taylor
• Workers and management are brought closer
  together by mutual commitment to maximum output
  
• If industrious workers are paid the same amount
  as less productive workers...those industrious
  workers will loose interest in giving maximum
  performance
• Developed the piecework bonus system
• Viewed workers in purely economic terms

4
Theory X and Theory Y

• The Theory X manager believes that people are
• Essentially lazy
• Reluctant to work hard or seek out
  responsibility
  
• Prefer and need to be directed
• Exert their best efforts only if they are forced
  to or are threatened with punishment
  
• The Theory X manager favors close control,
  central authority, and limited decision making by
  employees

5
Theory X and Theory Y

• The Theory Y manager believes that
• If an individual is committed to an
  organizations goals, satisfaction and
  self-motivation will follow
  
• Given the right climate, the average person seeks
  out responsibility
  
• Rewarding a worker for committed efforts enhances
  motivation
  
• Originality and creativity are not exclusive
  traits of the managerial domain, but are shared
  by most employees. An organization actually
  benefits by soliciting solutions to its problems
  from all employees
• Human intellectual potential is only partially
  realized
  

6
Operant Conditioning B. F. Skinner

• Positive rewards increase the likelihood of a
  behavior reoccurring
  
• Negative rewards decrease the likelihood of a
  behavior reoccurring
  
• Rewards can be continuous or periodic
• The more immediate the reward, the more effective
  it is
  
• Negative rewards are most effective if known
  beforehand
  
• Positive rewards are more powerful motivators
  than negative rewards
  

7
Hawthorn Studies 1924 to 1933

• Researchers tested variables on the effects of
  fatigue on productivity
  
• The introduction of two five-minute rest periods
• The addition of four more rest periods
• A change to a 15-minute AM and a 10-minute PM
  break
  
• The work day was cut by half an hour
• The work day was cut by another half hour
• Saturday work was eliminated
• Returned to the original 48-hour work week with
  no breaks

8
Hawthorn Studies 1924 to 1933

• All changes resulted in an increase of
  productivity because...the researchers treated
  the women differently than their supervisors
  normally did!

9
Hawthorn Studies 1924 to 1933

• The Researchers
• Sought the groups cooperation
• Discussed the changes with the women before
  implementing
  
• Held conferences with the women and listened
• Allowed the group to set their own quotas and
  make decisions about changes
  
• Allowed the women to talk at work
• Reviewed results and shared output charts

10
Hawthorn Studies 1924 to 1933

• Conclusion Attitudes do affect output!
• Challenge Its not possible to directly affect
  attitudes...only to affect the environment in
  which a person works

11
Maslows Hierarchy of Needs

• Self-Actualization to develop ones full
  potential, autonomy, self-direction
  
• Esteem self esteem and recognition from peers
• Social Affiliation love, belonging, acceptance
  by others
  
• Security and Safety Physical safety, financial
  Security
  
• Basic Physiological Needs - Food, Water, Shelter,
  Sex, Air
  

12
Porters Adaptation of Maslows Hierarchy

• Self-actualization working at full potential
• Autonomy Control of ones work situation,
  influence in the organization, participation in
  important decisions
  
• Self-esteem Titles, feeling self respect,
  evidence of respect from others, status symbols
  
• Affiliation Belonging to formal and informal
  work groups, friendships, professional
  associations, unions,
  
• Security Pay, union, seniority, retirement
  plans, tenure, due process, policy protection
  establishing orderly evaluation

13
Herzberg Maslow

• Motivational Factors (Motivators) Self-actualiza
  tion
  
• Achievement
• The Job itself
• Recognition Self Esteem
• Growth potential
• Advancement
• Responsibility Social
• Maintenance Factors (Satisfiers)
• Interpersonal Relations Safety and
  Security
  
• Company Policy
• Job Security
• Working Conditions Physiological
• Salary
• Personal Life

14
McClellans Model of Motivation
Power
Presidential Cabinet
Sales Manager
We all are motivated by a blend of these three,
but mostly by two of them
Achievement
Affiliation
Project Teams
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• Types of Consequences
• Positive, Immediate and Certain
• Negative, Future and Uncertain
• PIC-NIC is best combination
• Examples
• Thomas J. Watson, Sr., of IBM...reportedly wrote
  out checks on the spot for achievements he
  observed.
  
• A Japanese client budgeted 3.00 per team member
  per month and authorized the Team Leaders to
  decide how to spend it, later increasing it to
  5.00 per person.

16
The Frame Of Reference (F.O.R.)

• Employees Perception Most Motivating
  Manager Perception
  
• 1 Interesting work 5
• 2 Appreciation 8
• 3 Being part of the team 10
• 4 Job Security 2
• 5 Good Wages 1
• Source What Motivates Employees by K. A.
  Kovach

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Peak Performance Model
Area of Peak Performance
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Performance Potential Model
Competence
High
Low
Commitment
High
19
Project Leaders Response Model
Competence
Low
High
Project Leaders effort to increase Commitment
Commitment
High
Low
Project Leaders effort to increase Competence
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Project Leaders Response Model
Competence
Low
High
Project Leaders effort to increase Commitment
Commitment
High
Low
Project Leaders effort to increase Competence
21
Project Leaders Response Model
Competence
Low
High
Project Leaders effort to increase Commitment
Commitment
High
Low
Project Leaders effort to increase Competence
22
Project Leaders Response Model
Competence
Low
High
Project Leaders effort to increase Commitment
Commitment
High
Low
Project Leaders effort to increase Competence
23
Project Leaders Response Model
Competence
Low
High
Project Leaders effort to increase Commitment
Commitment
High
Low
Project Leaders effort to increase Competence
24
Applying the Project Leaders Response Model

• Write your ideas for strategies for each
  performance quadrant in your workbook
  
• Consider successful strategies youve used or
  observed other project leaders use
  
• Transfer your ideas to the appropriate flipchart
  on the wall
  
• Expand your list with others ideas

25
Applying the Project Leaders Response Model to
Project Teams

• Whole Project Teams can (and do) fall into all
  four quadrants
  
• There are prescribed strategies for Team
  Leaders to move their teams toward success
  
• Situational Leadership (Hershey and Blanchard)

26
Five Musts of Motivation

• For motivation and job satisfaction to be strong,
  each individual must
  
• Feel a sense of personal achievement in the job
  s/he is doing, and believe s/he is making a worth
  while contribution to the project
  
• Feel that the job itself is challenging, is
  demanding the best of the individual, is giving
  him/her responsibility that matches his/her
  capabilities

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Five Musts continued

• Receive adequate recognition for his/her
  contributions
  
• Have control over those aspects of his/her job
  which have been delegated to him/her
  
• Feel that s/he, as an individual, is developing,
  that s/he is advancing in experience and ability

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To provide the right climate and opportunities
for these five musts to be met for each
individual in the group is possibly the most
difficult, the most challenging and rewarding of
the Project Leaders tasks!
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Motivation

• Introductions
• Theoretical Overview (Brief!)
• From Models to Application - An exercise in
  application to individuals
  
• Discuss application of Model to project teams
• Q A