motivation & leadership
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C.S.J.M.[I.B.M.] 1
MOTIVATION & LEADERSHIP
Presentation by Fiedler Group
Presented to :- Anubhav Dixit.
Mr. S. K. Srivastava. Bhavna Dixit.
Raj Kumar.M.B.A.[F.T.] Swati Singh
Tomer. I.B.M. 1st sem. Vishnu
Kumar Gupta.
*What is motivation?*Why motivation?*Importance of motivation*Better motivation*How to be motivated?
C.S.J.M.[I.B.M.] 3
MOTIVATION Motivation is a
process which begins with a physiological or psychological need or deficiency which triggers behaviour or a drive that is aimed at a goal or an incentive.
3
Theories of Motivation Some important theories:
Maslow’s Hierarchy of Needs TheoryAlderfer’s ERG theroryHerzberg’s Motivation-Hygiene theoryMcgregor’s Theory ‘x’ and ‘y’Carrot and stick approach of
motivation C.S.J.M.[I.B.M.] 4
Maslow’s Hierarchy of Needs Theory
C.S.J.M.[I.B.M.] 5
Alderfer’s ERG TheoryNeed hierarchy ERG Theory
Self actualisationEsteem -self -others
Social
Security Physiological
C.S.J.M.[I.B.M.] 6
Herzberg’s motivation-hygiene theory
Rti, Jammu 7
Mcgregor’s theory ‘x’ and ‘y’
C.S.J.M.[I.B.M.] 8
Carrot and stick approach COMBINATION OF REWARDS & PUNISHMENT
C.S.J.M.[I.B.M.] 9
Satisfaction vs. DissatisfactionMotivatorsAchievement
Growth
Recognition
Responsibility
Hygiene
Compensation
Fringes
Supervision
Work Conditions
What Employees Want
Maintainers. Motivators
Maintainers
Working conditions. Company policies. Job security. Pay and benefits. Relationships with
coworkers. Supervision. Status.
MotivatorsSecurity (physical, food,
psychological)Power (position, money, authority)SexSocial (peer-esteem, love,
belonging)Expression (creativity,
achievement, identity)
I was saying "I'm the greatest”
long beforeI believed it.
It's not that I'm so smart, it's just that I stay with
problems longer.
NEED WANT SATISFACTION
CHAIN
TENSIONTENSION
Give rise to Give rise to WANTSWANTSNEEDSNEEDS
Which cause in
Which cause in
Which Give rise to Which Give rise to ACTIONSACTIONS
SatisfactionSatisfaction
Which results inWhich results in
Instrumental
Goal
Rel
ief
Need, Drive
CHARACTERISTICS / FEATURES OF MOTIVATION
Psychological processInitiative by managerContinuous activityGoal and action oriented.Broad conceptBeneficial to employees and
managementVaried measures available for
motivation
NEEDS AND IMPORTANCE OF MOTIVATION
Attending to human needsRaising moralReduces absenteeism and labor turn
overMaintaining human relationsStimulating employeesReduces accidents
Performance RewardEffortEffort
Perceived effort –performance probability
Perceived effort –performance probability
Perceived value of reward
Perceived performance – reward probability
“What are my chances of getting the job done if I put forth the necessary effort?”
“What are my chances of getting the rewards I value if I satisfactorily complete the job?”
“What rewardsdo I value?”
Moral MaturityMoral Maturity – the measure of a
person’s cognitive moral development
Morally mature people behave and act based on universal ethical principles.
Morally immature people behave and act based on egocentric motivations.
Cultural DifferencesMotivational
theories are culturally bound
Research results differ among cultures
U.S. Results
Other Cultural Results
=
Ways to Motivate PeopleTrainingCoachingTask assignmentsRewards contingent on good
performanceValued rewards available
Methods of motivation
1.Monetary(Financial)
Salaries and WagesBonusIncentivesSpecial individual incentives
2. Non Monetary (Non Financial)
Status or Job titleDelegation of AuthorityWorking ConditionsJob SecurityJob EnrichmentWorker Participation
C.S.J.M.[I.B.M.] 24
PERSONALITY “Personality
Development is a tool through which you bring out your capabilities and your strengths making yourself aware of your innerself and become more confident to face the outside world".
C.S.J.M.[I.B.M.] 26
C.S.J.M.[I.B.M.] 27
Personality development program enable individuals to improve their personal needs, their health, their career prospectus, their relationship, their beauty and so many to go on. As we have many things in our queue to choose, we should try to know what we actually need. We offer a wide range of 52 topics that one individual can think of, improving himself. In today's competitive environment one can't wait for the opportunity to be lost. In this course we follow different kind of methodology that will help an individual to get those changes that he desires.
More practical less theory.
1-to-1 interactionsPerformance analysis
C.S.J.M.[I.B.M.] 28
Easy Way to build self-confidence
1. Dress Sharp2. Walk Faster3. Good Posture4. Personnal
Commercial5. Gratitude6. Compliment other
People7. Sit in Front Row8. Speak up9. Work Out10. Focus on
Contribution
Leadership is the ability to persuade others to seek defined objectives enthusiastically.it is the human factor which binds a group together and motivates it towards goals .
Leadership is the process of influencing behaviour and supporting others to work enthusiastically towards achieving objectives .
IMPORTANCE OF LEADERSHIP
Creating confidence
Motivating employees
Building morale
LEADERSHIP THEORIES
Charismatic theory
Trait theory
Behaviour theory
Situational theory
CHARISMATIC THEORY“A leader is born not made”
“Charisma is a GOD – gifted attribute in a person which makes him a leader”
Qualities of charismatic leader
VISION
ENERGY
CONFIDENCE
TRAIT THEORY“Leadership traits are not completely inborn but can also be acquired through leaning and experience.”
Qualities by birth
PHYSICAL FEATURESINTELLIGENCE
Acquirable qualities
EMOTIONAL STABILITY
HUMAN RELATION
EMPATHY
BEHAVIOURAL THEORY
“Leadership emphasises that strong leadership is the result of effective role behaviour.”
“Leadership is shown by a person`s acts more than by his traits .”
SITUATIONAL THEORY
“The effectiveness of a leader depends upon the situation in which leadership is exercised .”
LEADERSHIP STYLES
Leadership style is a manner and approach of providing direction implementing plans and motivating people.
C.S.J.M.[I.B.M.] 41
LEDERSHIP STYLEThe leadership style we will discuss here are:
AUTOCRATIC STYLE
DEMOCRATIC STYLE
LAISSEZ FAIRE STYLE
Autocratic StyleManager retains as much power and decision-making
authority as possible.
The manager does not consult employees, nor are they allowed to give any input.
Employees are expected to obey orders without receiving any explanations.
The motivation environment is produced by creating a structured set of rewards and punishments.
TYPE OF AUTOCRATIC LEDERSHIPSTRICT AUTOCRAT
BENEVOLENT AUTOCRAT
INCOMPETENT
BENEFITS OF AUTOCRATIC STYLE
Reduced stress due to increased control
A more productive group ‘while the leader is watching’
Improved logistics of operations
Faster decision making
DEMOCRATIC STYLE
1. Which members of the group take a more participative role in the decision-making process.
2. Manager effectively delegates tasks to subordinates and give them full control
3. Manager welcomes feedback of subordinate.
4. Manager encourages others to become leaders and be involved in leadership development.
What is Democratic style ? 1. Manager seeks consultation on all major
issues and decisions. 2. Manager effectively delegates tasks to
subordinates and give them full control
3. Manager welcomes feedback.
4. Manager encourages others to become leaders and be involved in leadership development.
TYPE OF DEMOCRATIC LEDERSHIP
persuasive leadership
consultative leadership
BENEFITS OF DEMOCRATIC STYLEPositive work environment
Successful initiatives
Creative thinking
Reduction of friction and office politics
WHEN IS THE DEMOCRATIC STYLE EFFECTIVE
1. In the manufacturing industry.
2. Professionals organizations.
3. Non profit organizations.
4. Creative industries such as advertising and television.
Indra Nooyi
Laissez- Faire
This French phrase means “leave it be” and is used to describe a leader who leaves his/her colleagues to get on with their work.
When the Laissez- Faire style effective
Employees are highly skilled, experienced, and educated.
Employees have pride in their work and the drive to do it successfully on their own.
Outside experts, such as staff specialists or consultants are being used
Employees are trustworthy and experienced.
The Perfect Leader
A good leader uses all three styles, depending on what forces are involved between the followers, the leader,
and the situation.
Five MANTRA of e.sreedharan
Let deadlines motivate you rather than pressurize you
Start your day early, finish your day early
Work with honesty, others will co-operate
Believe in your self, believe in the impossible
What Is The Grid
‘‘The Grid is a visual framework for understanding different behavioral style which reflect the level of concern for people and production grid provide manager with skill to integrate these two concerns towards consistently achieving excellent result’’
MANAGERIAL GIRD
One of the most widely known approaches of leadership style is the managerial grid developed by ‘BLAKE AND MOUNT’’
C.S.J.M.[I.B.M.] 60
The Managerial Grid1,9
Country club managementThoughtful attention needs of peoplefor satisfying relationships leads to
A comfortable, friendly organization
atmosphere and work tempo
9,9Team management
Work accomplishment is from committed people, interdependence
through a “common stake” in organization purpose leads to relationship
of trust and respect
1,1Impoverished Management
Exertion of minimum effort to get required work done is appropriate
to sustain organization membership
5,5Organization Man Management
Adequate organization performance possible through balancing the necessity to
get out work with maintaining morale of the people at a satisfactory level
9,1Authority-Obedience
Efficiency in operations results from arranging conditions of
work in such a way that human elements interfere to a minimal degree
1
2
3 4 5 6 987
1
2
3
4
5
6
7
8
9
Concern for productionLow High
Low
High
Con
cern
for
peo
ple
TRIDIMENSIONAL GRID
One of the widely known approaches of Indian leadership style is the tridimensional Grid developed by ‘Radhaswami and Ranjnekar’There is Nine type of leaderConcern for Task -IConcern for People-IIConcern for Self - III
1,1,1-SLEEPY SLAM 1,9,1-JOLLY JOE
9-9-1-FOOLISH FREIDDY 1-1-9-PETER THE POLI
9-9-9-IDEAL INDIAN
9-1-1-CRAZY CHARLIE 9-1-9-RITHLESSROINEY
1-9-9 GEORGE THE GROUPMAKER 5-5-5- BOB AND BUFFER
C.S.J.M.[I.B.M.] 63
Fiedler Contingency ModelEffective groups depend upon a proper
match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader
LPC measures task- or relationship-oriented leadership style ( think of all the coworkers you have ever had and describe one person you least enjoyed working with)
C.S.J.M.[I.B.M.] 64
Fiedler-Defining the situationAfter the individual's basic leadership
style has been assessed through the LPC, it is necessary to match the leader with the situation
Leader member relations -the degree of confidence, trust, and respect subordinates have on their leader
Task structure -the degree to which task assignments are procedurized
Position power -influence derived from one's formal structural position in the organization
C.S.J.M{I.B.M} 65
Narayana Murthy and Infosys Narayana Murthy turned
a small software development venture that he had set up with his friends in 1981, into one of the leading companies of the country. Infosys grew rapidly throughout the 1990s. He distributed the company’s profits among the employees through a stock option program and adopted the best corporate governance practice.
C.S.J.M.[I.B.M.] 67
Be a good
Motivator
& Leader
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