Download - Motivation and communication presentation
MOTIVATION AND COMMUNICATION
MOTIVATION
-The reason or reasons one has for acting or behaving in a particular way or particular manner.
-The act or an instance of motivating, or providing
with a reason to act in a certain way
MOTIVATION CONCEPTS
I. INTRINSIC
II. EXTRINSIC
i-a. INTRINSIC MOTIVATION comes from rewards inherent to a
task or activity itself. not only makes people perform well
and more accurately, but the people do not expect anything for doing it- the activity in itself is the reward.
INTRINSIC MOTIVATION Feeling of competency Personal development
i-b. EXTRINSIC MOTIVATION comes from outside of the performer. they are valued outcomes given to
someone by another person. (supervisor or higher level manager)
EXTRINSIC MOTIVATION Money
> pay bonuses Promotions Time off Special Assignments Award Verbal praise
MOTIVATIONAL THEORIES:
I. THE INCENTIVE THEORYII. NEED THEORIESIII. COGNITIVE THEORIESIV. REINFORCEMENT THEORY
I. THE INCENTIVE THEORY A reward, tangible or intangible, is
presented after the occurrence of an action (behavior) with the intent to cause the behavior to occur again.
Sources of motivation: Oneself (intrinsic motivation) Other people (extrinsic motivation)
II. NEED THEORIES(ABRAHAM MASLOW)
ii-a. Need Hierarchy Theory human beings have wants and desires
which influence their behavior. Only unsatisfied needs influence, satisfied needs do not.
since needs are many, they are arranged in order or importance, from the basic to the complex.
the person advances to the next level of needs only after the lower level need is a least minimally satisfied.
Maslow’s Hierarchy of Human Needs:( LOWEST (basic) to HIGHEST (most complex) )
NEEDS: To satisfy, offers:
Physiological needs > rest and refreshment breaks
> physical comfort on the job
> reasonable work hours
Safety needs > safe working conditions
> job security
> base compensation and benefits
Social needs / Belongingness > friendly workers
> interaction with customers
> pleasant supervisors
Esteem needs > responsibility of an important job
> promotion to higher status job
> praise and recognition from boss
Self-actualization needs > creative and challenging work
> participation in decision making
> job flexibility and autonomy
ii-b. Herzberg’s Two Factor Theory(FREDERICK HERZBERG)
1. Motivators or Satisfiers gives positive satisfaction
Challenging work Recognition Responsibility Growth opportunities Achievements
ii-b. Herzberg’s Two Factor Theory2. Hygiene Factors Do not motivate if present, but if
absent, result in demotivation.
Salary Job security Fringe benefits Working conditions Organizational policies Technical quality of supervision
III. COGNITIVE THEORIESiii-a. Goal-setting Theory is based on the notion that
individuals sometimes have a drive to reach a clearly defined end state.
Often, this end state is a reward in itself.
A goal’s efficiency is affected by 3 features:
Proximity Difficulty Specificity
PROXIMITY An ideal goal should present a situation
where the time between the initiation of behavior and the end state is close.
DIFFICULTY A goal should be moderate; not too
hard or not too easy.SPECIFICITY The goal should be objectively defined
and intelligible for the individual.
WHAT IS COMMUNICATION?
The Dictionary defined communication as the activity of conveying information through the exchange of ideas, feelings, intentions, attitudes, expectations, perceptions or commands, as by speech, non-verbal gestures, writings, behaviour and possibly by other means such as electromagnetic, chemical or physical phenomena. It is the meaningful exchange of information between two or more participants
HOW IMPORTANT IS COMMUNICATION IN ORGANIZATION?
Communication is the fundamental process a manager will use to plan, lead, organize, and control. Without communication, a manager would be unable to convey organizational needs, agendas, values, goals, authority, relationships, and any other related organizational factor. Much like your vital organs, communication is necessary for all business activities in some form or another. Put simply, vital organs are necessary to sustain life in a human, and communication is necessary to sustain organizational success.
MODEL OF COMMUNICATION PROCESS
Methods of Communication;
Dialogue/Verbal Communication (Oral)
Non-verbal Communication
Written/Visual Communication
Elements for Effective Oral Communication
Active Listening- making sense of what is heard and
requires paying attention, interpreting, and remembering sound stimuli.
Constructive Feedback- managers often do poor jobs of
providing employees with performance feedback.
NONVERBAL COMMUNICATION
Messages sent through human actions and behavior rather through words.
Most nonverbal communication is unconscious or subconscious.
Occurs mostly face-to-face. Three factors in message
interpretation. Verbal Impact: 7 percent. Vocal Impact: 38 percent. Facial Impact: 55 percent.
ORGANIZATIONAL COMMUNICATION: DOWNWARD, UPWARD, AND HORIZONTAL COMMUNICATION
SOURCE: Adopted from Richard L. Daft and Richard M. Steers, Organizations; A Micro-Macro Approach, 538 Copyright 1986 by Scott, Foresman and Company, Used by permission.
Downward Communication
Messages sent from top management down to subordinates.
Most familiar and obvious flow of formal communication.
Major problem is drop off.Another concern, distortion.
UPWARD COMMUNICATION
• Messages that flow from the lower to the higher levels in the organizations.
• Upward communications mechanisms:1. Suggestion boxes.2. Employee surveys.3. MIS reports.4. Face to face conversations.
HORIZONTAL COMMUNICATION lateral or diagonal exchange of
messages among peers or co-workers
may occur across departments
purpose is not only to inform but also to request support and coordinate activities
PERSONAL COMMUNICATION CHANNELS
- Communication channels that exist outside the formally authorized channels and do not adhere to the organization’s hierarchy of authority
Types of Personal Communication Channels
Personal Networks Management By Wandering Around Grapevine
PERSONAL NETWORKS
refers to the acquisition and cultivation of personal relationships that cross departmental, hierarchical and even organizational boundaries
MANAGEMENT BY WANDERING AROUND
Mingle and develop positive relationships with employees and learn directly from them about their department, division or organization
Managers have chance to describe key ideas and values and in turn learn about the problems and issues confronting employees
THE GRAPEVINE An informal person to person
communication network of employees that is not officially sanctioned by the organization
Tends to be more active during periods of change.
About 80% of topics are business related.
About 70-90% of details of grapevine are accurate.
Thank You!
Ten Keys to Effective Listening
SOURCE: Adapted from Sherman K. Okum, “How to Be a Better Listener,” Nation’s Business (August 1975), 62 and Philip Morgan and Kent Baker, “Building a Professional Image; Improving Listening Behavior,” Supervisory Management (November 1985), 34-38.