Leadership and Motivation쇬떼폫벤샸Chapter 1뗚튻헂Leadership Theory쇬떼샭싛l
Leadership쇬떼Leadershipis the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals.쇬떼쫇쿲뇰죋쪩볓펰쿬뗄맽돌ꎬ웴랢ꆢ벤샸틽떼쯻쏇뗄탐뚯살쪵쿖쒿뇪Effective leadership increases the firm’s ability to meet new challenges.폐킧쇬떼쳡룟릫쮾쓜솦틔펭뷓탂뗄쳴햽Leader:The person exerting the influence.쇬떼ꎺ쪩볓펰쿬뗄죋Personal Leadership Style:the ways leaders choose to influence others.룶죋쇬떼럧룱ꎺ쇬떼톡퓱펰쿬쯻죋뗄랽쪽Some leaders delegate and support subordinates, others are very authoritarian.튻킩쇬떼캯췐늢횧돖쿂쫴ꎬ웤쯻뗄쫇뻸뛔쫚좨Managers at all levels have their own leadership style.룷닣듎뗄맜샭헟뚼폐쯻쏇뗄쇬떼럧룱l
Leadership Across Cultures뿧풽컄뮯뗄쇬떼zLeadership styles may vary over different cultures.쇬떼럧룱퓚늻춬뗄컄뮯쳵볾쿂늻춬European managers tend to be more people-oriented than American or Japanese managers.얷훞맜샭헟뇈쏀맺믲죕놾뗄맜샭헟룼쟷폚틔죋캪놾Japanese culture is very collective oriented, while American focuses more on profitability.죕놾컄뮯럇뎣뻟폐벯쳥떼쿲ꎬ뛸쏀맺벯훐폚샻틦싊Time horizons also are affected by cultures.쪱볤쮮욽쏦튲쫜컄뮯펰쿬. firms often focus on short-run efforts.쏀맺릫쮾뺭뎣벯훐폚뛌웚퓋탐얬솦Japanese firms take a longer-term outlook.죕놾릫쮾닉좡뎤웚햹췻l
Sources of Power좨샻뗄살풴RewardRewardPowerPower놨돪좨놨돪좨LegitimateLegitimateCoerciveCoercivePowerPowerPowerPower뫏램좨뫏램좨톹훆좨톹훆좨Enable managers to beEnable managers to beleaders & influenceleaders & influencesubordinates to subordinates to achieve goalsachieve goals쪹맜샭헟돉캪쇬떼ꎬ펰쿬쿂쫴쪹맜샭헟돉캪쇬떼ꎬ펰쿬쿂쫴쪵쿖쒿뇪쪵쿖쒿뇪ExpertExpertReferentReferentPowerPowerPowerPower볒좨볒좨닎헕좨닎헕좨l
Sources of Power좨샻뗄살풴zUsed to affect other’s behavior and get them to act in given ways.폃폚펰쿬쯻죋탐뚯늢쪹쯻쏇틔횸뚨뗄랽쪽탐뚯Legitimate Power:manager’s authority resulting by their management position in the firm.뫏램좨ꎺ평폚쯻쏇퓚릫쮾뗄맜샭뗘캻탎돉뗄맜샭헟좨샻Can be power to hire/fire workers, assign work.뿉틔퓚릤죋맍펶/뷢맍ꆢ럖엤릤ퟷ랽쏦탐쪹좨샻Reward Power:based on the manager’s ability to give or withhold rewards.놨돪좨ꎺ믹폚맜샭헟뗄쓜솦룸폨믲쫕믘놨돪Pay raises, bonuses, verbal praise.쳡룟릤ꆢ붱뷰ꆢ뿚춷뇭퇯Effective managers use reward power to signal employees they aredoing a good job.폐킧뗄맜샭헟쪹폃놨돪좨뛔릤ퟷ뫃뗄맍풱ퟶ뇪볇l
Sources of Power좨샻뗄살풴Coercive Power:based in ability to punish others.톹훆좨ꎺ믹폚돋램뇰죋뗄좨샻Ranges from verbal reprimand to pay cuts to firing.듓뿚춷잴퓰떽늻뢶릤떽뾪돽랶캧Can have serious negative side effects.폐퇏훘뗄뢺쏦닠쏦킧펦Expert Power:based on special skills of leader.볒좨ꎺ믹폚쇬떼뗄쏅벼쟉First & middle managers have most expert power.뗚튻닣뫍훐닣맜샭헟펵폐듳늿럖뗄볒좨Often found in technical ability.춨뎣뿉틔퓚벼쫵쓜솦짏랢쿖Referent Power:results from personal characteristics of the leader which earn worker’s respect, loyalty and admiration.닎헕좨ꎺ풴폚쇬떼쫜릤죋ퟰ훘ꆢ훒돏뫍쟕엥뗄룶탔Usually held by likable managers who are concerned about their workers.춨뎣캪맘탄릤죋뗄뿉낮뗄맜샭헟쯹펵폐l
Empowerment쫚좨zProcess of giving workers at all levels authority to make decisions and the responsibility for their outcomes. Empowerment helps managers:뢳폨릤죋뗄룷훖좨샻살뻶닟뫍뛔쯻쏇뗄닺돶뢺퓰ꆣ쫚좨뿉틔냯훺맜샭헟ꎺzGet workers involved in the decisions.쪹릤죋닎폫뻶닟Increase worker commitment and motivation.퓶볓릤죋뗄죏춬뫍벤샸To focus on other issues.벯훐폚웤쯻쓚죝zEffective managers usually empower substantial authority to workers.폐킧뗄맜샭헟뺭뎣쿲릤죋뷸탐훘튪뗄뗄쫚좨l
Leadership Theory Approach쇬떼샭싛랽램Trait theory쳘훊샭싛Basic Leadership Styles믹놾쇬떼럧룱Behavioral Theories탐캪샭싛Ohio State and University of Michigan뛭몥뛭훝솢듳톧뫍쏜킪룹듳톧The Managerial Grid맜샭랽룱Contingency Leadership (Fiedler’s Theory)좨뇤쇬떼ꎨ럆뗂샕샭싛ꎩl
Trait Theory쳘훊샭싛Sought to identify personal characteristics responsible for effective leadership.뛔폐킧쇬떼톰헒뗄쪶뇰뗄룶죋쳘뗣Research shows that traits do appear to be connected to effective leadership.퇐뺿횤쏷ꎬ탎쿳쳘뗣폫폐킧뗄쇬떼폐맘–Many “traits”are the result of skills and knowledge.탭뛠ꆰ탎쿳ꆱ쫇벼쓜뫍횪쪶뗄뷡맻–Not all effective leaders possess all these traits.늻쫇쯹폐뗄폐킧뗄쇬떼헟뻟폐쯹폐뗄쳘뗣l
Basic Leadership Styles믹놾뗄쇬떼럧룱Autocratic Style뛀닃탍Leader쇬떼 individual is very conscious of his or her position.쎿룶죋뛔쯻믲쯽뗄캻훃뚼쪮럖쟥돾 or she has little trust and faith in members of the group.쯻믲쯽뛔좺쳥훐뗄돉풱늻탅죎 leader believes pay is a just reward for working and the only reward that will motivate employees.쇬떼쿠탅킽돪뻍쫇뛔릤ퟷ뗄붱샸ꎬ뷶폐붱샸닅쓜벤샸풱릤 are issued to be carried out, with not questions allowed and no explanations given.횴탐쏼쇮ꎬ늻퓊탭쳡컊쳢ꎬ쎻폐뷢쫍Group members좺쳥돉풱 responsibility is assumed for performance, with people merelydoing what they are told.뛔벨킧늻뢺퓰죎ꎬ뷶췪돉튪쟳ퟶ뗄릤ퟷ is good when the leader is present but poor in the leader’s absence.쇬떼퓚쪱ꎬ짺닺뫃ꎬ쇬떼늻퓚쪱ꎬ짺닺닮l
Basic Leadership Styles믹놾뗄쇬떼럧룱Democratic/Participative Style쏱훷/닎폫탍Leader쇬떼 making is shared between the leader and the group.쇬떼폫좺쳥릲춬뻶닟 the leader is required or forced to make a decision, his orher reasoning is explained to the group.떱튪쟳쇬떼ퟶ뻶닟쪱ꎬ쯻믲쯽쿲좺쳥돉풱뷢쫍풭틲 and praise are given objectively.폐쒿뗄뗘뇭퇯뫍엺움Group members좺쳥돉풱 ideas and change are welcomed.뮶펭탂뗄뒴틢뫍뇤룯 feeling of responsibility is developed within the group.퓚좺쳥횮볤짺닺퓰죎룐 of work and productivity generally are high.릤ퟷ뗄훊솿뫍짺닺싊룟 group generally feels successful.좺쳥룐뻵돉릦l
Basic Leadership Styles믹놾뗄쇬떼럧룱Laissez-Faire Style럅죎탍Leader쇬떼 or she has no confidence in his or her leadership ability.쯻믲쯽뛔웤쇬떼쓜솦늻ퟔ탅 leader does not set goals for the group.헢훖쇬떼늻룸좺쳥짨솢쒿뇪Group members좺쳥돉풱 are made by whoever in the group is willing to do it.뻶닟평좺쳥훐죎뫎튻룶풸틢ퟶ뻶닟뗄죋살ퟶ generally is low, and work is sloppy.샍뚯짺닺싊뗗ꎬ릤ퟷ듖탄 have little interest in their work.쎿룶죋뛔웤릤ퟷ늻룐탋좤 and teamwork generally are low.쪿웸뫍췅뛓뺫짱뗗l
Behavioral Theories탐캪샭싛Identify types of behavior.쪶뇰탐캪샠탍“Consideration”, “Relationship”, or “People-Oriented”:Leaders show care toward workers. “쮼뾼”ꎬ“맘쾵”믲“틔죋캪놾”ꎺ쇬떼뛔릤ퟷ맘탄“Initiating Structure”, “Job-Oriented”, or “Task-Oriented”:Leaders take steps to make sure work is done. This is done by assigning work, setting goals, etc.“돵쪼뷡릹”ꎬ“릤ퟷ떼쿲”믲“죎컱떼쿲”ꎺ쇬떼폐늽훨뗘좷놣릤ퟷ췪돉ꆣ헢탨튪춨맽낲업릤ퟷꎬ짨솢쒿뇪뗈살췪돉ꆣl
Consideration & Initiating Structure쮼뾼뫍돵쪼뷡릹ConsiderationInitiating StructureConsiderationInitiating Structure쮼뾼돵쪼뷡릹쮼뾼돵쪼뷡릹Tries out ideas in the groupTries out ideas in the groupIs friendly, approachableIs friendly, approachable퓚좺쳥훐뎣쪶쿫램퓚좺쳥훐뎣쪶쿫램폑뫃ꆢ쟗쟐뗄폑뫃ꆢ쟗쟐뗄Do little things to make it funDo little things to make it funLets group members know to be a member of groupLets group members know to be a member of groupwhat is expectedwhat is expectedퟶ튻뗣뗣쫂쟩쪹돉캪좺쳥뗄ퟶ튻뗣뗣쫂쟩쪹돉캪좺쳥뗄죃좺쳥돉풱횪뗀쯹웚췻뗄죃좺쳥돉풱횪뗀쯹웚췻뗄튻풱쫇폐좤뗄쫂쟩튻풱쫇폐좤뗄쫂쟩Assigns workers to tasksGive advance notice of changesAssigns workers to tasksGive advance notice of changes룸릤죋럖엤릤ퟷ룸릤죋럖엤릤ퟷ뛔뇤뮯쳡잰춨횪뛔뇤뮯쳡잰춨횪Schedules work to be doneWilling to make changesSchedules work to be doneWilling to make changes룸튪췪돉뗄릤ퟷ업쪱볤뇭샖폚룄뇤룸튪췪돉뗄릤ퟷ업쪱볤뇭샖폚룄뇤Treats group members Treats group members Maintains standardsMaintains standardsas equalsof performanceas equalsof performance벨킧뗄놣돖뇪ힼ욽뗈뗘뛔듽좺쳥돉풱벨킧뗄놣돖뇪ힼ욽뗈뗘뛔듽좺쳥돉풱l
Contingency Models좨뇤쒣쪽Fiedler’s Model:effective leadership is contingent on both the characteristics of the leader and the situation. Fiedler뗄쒣쪽ꎺ폐킧쇬떼쫇퓚쇬떼쳘탔뫍뗘캻짏뚼쫇좨뇤뗄Leader style:the enduring, characteristic approach to leadership a manager uses.쇬떼럧룱ꎺ맜샭헟쪹폃뗄돖뻃뗄쇬떼쳘탔슷쿟Relationship-oriented:concerned with developing good relations with workers.맘쾵떼쿲뗄ꎺ뾼싇폫릤죋랢햹폑뫃뗄맘쾵Task-oriented:concerned that workers perform so the job gets done.죎컱떼쿲뗄ꎺ뾼싇릤죋뇭쿖ꎬ헢퇹릤ퟷ뿉틔췪돉l
Fiedler’s ModelFiedler 쒣쪽Situation characteristic:how favorable a given situation is for leading to occur.쟩뺳쳘뗣ꎺ횸뚨탎쫆뛔랢짺쇬떼뗄폐샻탔Leader-member relations:determines how much workers like and trust their leader.쇬떼돉풱맘쾵ꎺ좷뚨릤죋뛔쯻쏇뗄쇬떼뗄쾲낮뫍탅죎돌뛈Task structure:extent to which workers tasks are clear-cut. 죎컱뷡릹ꎺ릤죋뗄죎컱놻쟥컺쟐뛏뗄뿭뛈Clear issues make a situation favorable for leadership.쟥컺뗄쓚죝뛔쇬떼닺짺폐샻뗄탎쫆Position Power:amount of legitimate, reward, & coercive power a leader has due to their position.뗘캻좨솦ꎺ쇬떼뛔쯻쏇뗄캻훃쯹횧엤뗄뫏램ꆢ놨돪뫍톹훆좨뗄쫽솿When positional power is strong, leadership opportunity becomes more favorable.떱뗘캻좨솦잿쪱ꎬ쇬떼믺믡뇤뗃폐샻l
Fiedler’s Contingency ModelFielder뗄좨뇤쒣쪽Leader-MemberGOOD POORRelations솼뫃늻뫃쇬떼돉풱맘쾵TaskHIGH LO W HIGH LOWStructure룟뗍룟뗍죎컱뷡릹PositionPowerSWSWSWSW뗘캻좨샻I1IIIIIIVVVIVIIVIIIKinds ofLeadershipVeryVerySituationsFavorableUnfavorable쇬떼탎쫆훖샠럇뎣폐샻럇뎣늻샭쿫Relationship-oriented managers most effective in IV, V, VI, VII.맘쾵떼쿲뗄맜샭헟뛠쫽퓚IV, V, VI, VII폐킧Task-oriented managers most effective in I, II, III or VIII.죎컱떼쿲뗄맜샭헟뛠쫽퓚I, II, III or VIII폐킧l
Using Fiedler’s ModelFiedler쒣쪽뗄펦폃Can combine leader-member relations, task structure, and position power to identify leadership situations. 뿉틔쏜쟐쇬떼돉풱뗄맘쾵ꆢ죎컱뷡릹뫍쇬떼뗘캻살쪶뇰쇬떼캻훃ꆢIdentifies situations where given types of managers might perform best.쪶뇰ힴ첬퓚듋횸돶뇭쿖ퟮ병뗄뗄맜샭헟샠탍Seen in Figure .볻뇭Leader styleis a characteristic managers cannot change. Thus, managers willbe most effective when:쇬떼럧룱ꎺ맜샭헟늻쓜룄뇤뗄쳘헷ꎬ틲듋맜샭헟퓚쿂쇐쟩뿶쿂붫ퟮ폐킧ꎺ1) They are placed in leadership situations that suit their style.쯻쏇뒦폚쫊뫏쯻쏇뗄럧룱뗄쇬떼캻훃2) The situation can be changed to fit the manager.캻훃뿉틔룄뇤틔쫊펦맜샭헟l
House’s Path-Goal ModelHouse뗄슷뺶쒿뇪쒣쪽Model suggests that effective leaders motivate workers to achieve by:쒣쪽붨틩폐킧뗄쇬떼춨맽쿂쇐벤샸풱릤쪵쿖ꎺ1) Clearly identifying the outcomesworkers are trying to achieve.쟥돾뗘뇭쪾풱릤얬솦쪵쿖뗄뷡맻2) Reward workers for high-performanceand attainment.뛔룟벨킧뫍돉뻍붱샸풱릤3) Clarifying the pathsto the attainment of the goals.닻쏷췪돉쒿뇪뗄슷뺶Path-Goalis a contingency model since it proposes the steps managers should take to motivate their workers.슷뺶쒿뇪ꎺ쫇튻룶좨뇤뗄쒣쪽틲캪쯼붨틩맜샭헟벤샸쯻쏇풱릤뗄늽훨Based on Expectancy Theory.믹폚웚듽샭싛l
Steps to Path-Goal슷뺶쒿뇪늽훨1) Determine the outcomesyour subordinates are trying to obtain.좷뚨쓣뗄쿂쫴튪얬솦믱뗃뗄닺돶Can range from pay to job security or interesting work.뿉틔룹뻝릤ퟷ낲좫믲폐좤횧뢶릤업탲Once outcomes determined, manager needs to be sure they have thereward power to provide these.튻떩닺돶뗃틔좷뚨ꎬ맜샭헟탨튪놣횤쯻쏇폐쳡릩헢킩놨돪좨2) Reward subordinatesfor high-performance and goal attainment with the desired outcomes.폃샭쿫뗄닺돶살붱샸룟벨킧뫍듯떽쒿뇪뗄쿂쫴3) Clarify the pathsto goal attainment for workers, remove obstacles to performance, and express confidence in worker’s ability.쿲풱릤닻쏷쪵쿖쒿뇪뗄슷뺶ꎬ틆뾪횴탐훐뗄헏낭ꎬ뇭듯뛔풱릤쓜솦뗄탅죎l
Motivating with Path-goal폃슷뺶쒿뇪벤샸Path-goal identifies four behaviors leaders can use:슷뺶쒿뇪뇪쪶쇋4훖쇬떼뿉틔쪹폃뗄탐캪1) Directive behaviors:set goals, assign tasks, show how to do things.횸쇮탔탐캪:짨솢쒿뇪럖엤죎컱햹쪾죧뫎ퟶ쫂2) Supportive behavior:look out for the worker’s best interest.횧돖탔탐캪:뛔풱릤ퟮ병탋좤뗄햹췻3) Participative behavior:give subordinates a say in matters that affect them.닎폫탔탐캪:룸폨풱릤튻룶뿉틔펰쿬쯻쏇뗄랢퇔좨4) Achievement-oriented behavior:Setting very challenging goals, believing in worker’s abilities.돉릦떼쿲뗄탐캪:짨솢럇뎣폐쳴햽탔뗄쒿뇪,쿠탅풱릤뗄쓜솦Which behavior should be used depends on the worker and the tasks.퓋폃쓄훖탐캪믹폚풱릤뫍죎컱l
Leader-Substitute Model쇬떼쳦듺쒣쪽Leadership substitute: acts in the place of a leader and makes leadership unnecessary. Possible substitutes can be found:쇬떼쳦듺:냧퇝쇬떼뷇즫,쪹쇬떼뇤뗄컞폃,뿉틔랢쿖뫏샭뗄쳦듺죋Characteristics of Subordinates:their skills, experience, motivation.쳦듺죋풱뗄쳘뗣:쯻쏇뗄벼쟉ꆢ뺭퇩뫍믺샭Characteristics of context:the extent to which work is interesting and fun.놳뺰쳘뗣ꎺ릤ퟷ폐틢쮼뫍폐좤뗄돌뛈Worker empowermentor Self-managed work teamsreduce leadership needs.풱릤쫚좨뫍ퟔ컒맜샭릤ퟷ뛓쇐ꎺ복짙쇬떼탨쟳Managers need to be aware that they do not always need to directly exert influence over workers.맜샭헟탨튪쏷냗쯻쏇늻쫇폀풶탨튪횱뷓뛔풱릤쪩볓펰쿬l
Transformational Leadership탍뗄쇬떼Started with vonPierer, CEO of Siemens, and allows dramatic improvements in management effectiveness.쪼폚vonPiererꎬSiemens뗄CEOꎬ쪹폐킧맜샭돶쿖쾷뻧탔뗄룄뷸Transformational managers:탍뗄맜샭헟ꎺMake subordinates aware of how important their jobsare by providing feedback to the worker.춨맽쿲풱릤쳡릩랴삡쪹쿂쫴쏷냗쯻쏇뗄릤ퟷ뛠쎴뗄훘튪Make subordinates aware of their own need for personal growthand development.쪹쿂쫴쏷냗쯻쏇ퟔ벺탨튪룶죋돉뎤뫍랢햹Empowerment of workers, added training help.쿲풱릤쫚좨ꎬ퓶볓엠통냯훺Motivate workers to work for the good of the organization, not just themselves.벤샸풱릤캪ퟩ횯뗄폐틢뛸릤ퟷꎬ뛸늻뷶뷶캪쯻쏇ퟔ벺l
Transformational Leaders탍뗄쇬떼Transformational leaders are charismaticand have a vision of how good things can be.탍뗄쇬떼뻟폐쇬떼웸훊ꎬ뻟폐쫂쟩뿉틔뇤뗃뛠뫃뗄쿈볻횮쏷They are excited and clearly communicate this to subordinates.쯻쏇벤낺뗘ꆢ쟥컺뗘붫듋뒫듯룸쿂쫴Transformational leaders openly share informationwith workers. 탍뗄쇬떼뾪럅뗘폫풱릤릲쿭탅쾢Everyone is aware of problems and the need for change. 쎿룶죋뚼쏷냗컊쳢뫍룄뇤뗄탨쟳Empowers workers to help with solutions.쫚좨룸풱릤폃뷢뻶랽낸쳡릩냯훺Transformational leaders engage in development of workers.탍뗄쇬떼훂솦폚풱릤뗄랢햹Manager works hard to help them build skills.맜샭헟얬솦냯훺쯻쏇붨솢벼쟉l
Transactional Leadership붻틗뗄쇬떼zInvolves managers using the reward and coercive power to encourage high performance.짦벰떽뗄맜샭헟쪹폃놨돪뫍톹훆좨살맄샸룟벨킧zManagers who push subordinates to change but do not seem to change themselves are transactional.췆뚯쿂쫴룄뇤뛸쯆뫵늻룄뇤쯻쏇ퟔ벺뗄맜샭헟쫇붻틗탍뗄zThe transactional manager does not have the “vision”of the Transformational leader.붻틗탍뗄맜샭헟쎻폐탍뗄쇬떼뗄쿈볻횮쏷l
Gender and Leadership탔뇰뫍쇬떼zThe number of women managers is rising but still relatively low in top levels.뢾얮맜샭헟뗄쫽솿퓚짏짽떫퓚룟닣죔쿠뛔뷏뗍zStereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused.뻉뿲뿲붨틩뢾얮쫇횧풮탍뗄ꆢ뫍죋볊맘쾵폐맘뗄ꎬ춬퇹뗘쓐죋뾴ퟷ벯훐폚죎컱뗄Research indicates that actually there is no gender-based difference in leadership effectiveness.퇐뺿뇭쏷퓚쇬떼폐킧탔짏쎻폐탔뇰짏뗄닮틬However, women are seen to be more participative than men.좻뛸뢾얮뇈쓐죋룼뻟폐닎폫탔l
Chapter 2 뗚뛾헂Leadership and the Managerial Grid쇬떼폫맜샭랽룱l
This company suffers from a lack of vision헢룶릫쮾쎻폐풶뺰Should we hire an executive search firm orpromote from within co.컒쏇펦룃듓늿췢헐울횴탐맙ꎬ뮹쫇듓쓚늿We have managers and 쳡냎leaders, but not all in oneJones was 컒쏇폐쇬떼헟뫍맜샭헟a disaster atꎬ떫늢늻쫇뫏뛾캪튻Glaxo,but ahero at MerckJones퓚Glaxo룉뗃퓣룢ꎬ떫퓚Merck쫇펢탛l
The Need for Leadership쇬떼뗄탨쟳z“Most organizations are overmanaged and underled”ꆰ듳뛠쫽ퟩ횯쇬떼맽쪣뫍좱랦쇬떼ꆱGreater competitive intensity뺺헹폺볓벤쇒Increased complexity폺볓뢴퓓Globalization좫쟲뮯Speed of technology change벼쫵뇤뮯뗄쯙뛈l
Managers versus Leaders뺭샭죋폫쇬떼zManagers뺭샭죋zLeaders쇬떼short term뛌웚long term뎤웚maintain캬돖create뒴탂practical컱쪵imaginative쿫쿳incremental붥뷸transforming뇤룯control뿘훆empower쫚좨reaction랴펦proaction풤쿈랴펦reorganize훘ퟩrethink훘탂쮼뾼“do things right”“do the right things”ꆰ붫쫂쟩ퟶ헽좷ꆱꆰퟶ헽좷뗄쫂ꆱl
Leadership쇬떼Think about the most effective leader you have ever encountered. Describe the leader’s qualities and strengths.뾼싇쓣쯹폶떽뗄ퟮ폐킧뗄쇬떼ꆣ쏨쫶쇬떼뗄쯘훊폫폅뗣ꆣl
Leader Traits쇬떼뗄쳘탔zPhysical appearancezProblems with the trait approach짭쳥췢늿탎쿳쳘탔랽램뗄컊쳢zIntelligence훇솦hundreds of traitszPersonality traits룷훖쳘탔룶죋탎쿳traits hard to measureassertiveퟔ탅쓑뫢솿쳘탔charismatic솦what about the situationproactive쳡잰믮뚯쟩뺰죧뫎dependable틀삵can leadership be learned쓜톧떽쇬떼뗄쳘탔싰l
Leadership Styles/Behaviors쇬떼럧룱/탐캪zConsideration (relationship oriented)쳥쇂ꎨ맘쾵캪떼쿲ꎩleader shows interest in the well-being of employees쇬떼뛔풱릤뗄붡뾵뢣샻룐탋좤expresses appreciation for good work뇭쪾타짍뫃뗄릤ퟷasks for input, suggestions튪쟳춶죫ꎬ붨틩zInitiating structure (task oriented)뒴쪼뷡릹ꎨ죎컱캪떼쿲ꎩleader shows interest in planning, organizing, and controlling the work쇬떼뛔볆뮮ꎬퟩ횯ꎬ뿘훆룐탋좤sets goals 짨솢쒿뇪push for more productivity췆뚯룼룟뗄샍뚯짺닺싊l
Leadership Styles/Behaviors쇬떼럧룱/탐캪Relation-shiporiented맘쾵떼쿲Task oriented죎컱떼쿲l
Leadership styles and group satisfaction쇬떼럧룱폫벯쳥싺틢뛈# 3 Relatively #4 Extremely satisfiedsatisfiedRelation쿠뛔싺틢럇뎣싺틢-shiporiented#2 #1 Extremely 맘쾵떼쿲Dissatisfieddissatisfied늻싺틢럇뎣늻싺틢Task oriented죎컱떼쿲l
What should companies do with the research findings?릫쮾펦ퟶ쪲쎴퇐뺿ꎿTraining programs to give managers the task--oriented and relationship oriented skills엠통볆뮮쳡릩룸맜샭헟죎컱떼쿲뫍맘쾵떼쿲뗄벼쓜l
The managerial grid (Where do you score?)맜샭럧룱ꎨ쓣퓚쓄랽쏦ꎿꎩ9Relation-shiporiented1,1 Impoverished욶랦맜샭맘쾵떼쿲* apathy샤떭* withdrawal늻쟳뷸좡* low profile뗍싖삪1Task oriented죎컱떼쿲9l
The managerial grid맜샭랽룱91,9 Country club뻣샖늿* maintain morale놣돖쪿웸* praise맄샸Relation*aim to please-ship쿲뿬샖뗄랽쿲얬솦oriented맘쾵떼쿲1,1 Impoverished욶랦1Task oriented죎컱떼쿲9l
The managerial grid맜샭랽룱91,9 Country club뻣샖늿Relation9,1 Produce or perish-ship짺닺믲뿝캮oriented*threat 톹솦맘쾵떼쿲*punishment뒦랣winning is everything1,1 Impoverished욶랦1쪤샻뻍쫇튻쟐Task oriented죎컱떼쿲9l
The managerial grid맜샭랽룱91,9 Country club뻣샖늿Relation5,5 Middle of the road훐볤탍-ship*compromise헛훐orientedcarrot and stick시늷폫듳냴맘쾵떼쿲*tell and sell놣돖욽뫢9,1 Produce or 1,1 Impoverished욶랦1perish짺닺믲뿝캮Task oriented죎컱떼쿲l
The managerial grid맜샭랽룱1,9 “Country 9,9 “Team”Manager9Club”Manager ꆰ췅뛓ꆱ뺭샭“뻣샖늿”뺭샭Relation5,5 “Middle of -shipthe Road”Manageroriented“훐볤탍”뺭샭맘쾵떼쿲1,1 “Impoverished”9,1 “Produce or Perish”ManagerManager (Autocratic)1“욶랦”뺭샭“짺닺믲뿝캮”뺭샭Task oriented죎컱떼쿲9l
The Team Manager (9,9)췅뛓탍뺭샭ꎨ9ꎬ9ꎩzThe “Ideal”ꆰ샭쿫뮯ꆱzEncourages self-control맜샭ퟔ컒뿘훆zStimulates creativity듙뷸뒴탂zEncourages participation and involvement맜샭닎폫뫍춶죫l
Leader Decision Styles쇬떼뻶닟럧룱zAI Leader solves the problemAI쇬떼뷢뻶컊쳢zAII Gather information and make decisionAII쫕벯탅쾢ꎬ늢ퟶ뻶닟zCI Share problem, get advice from individuals, make decisionCI럖쿭컊쳢ꎬ듓쎿룶죋훐믱뗃붨틩ꎬퟶ뻶닟zCII Share problem, group discussion, leader makes decisionCII럖쿭컊쳢ꎬ벯쳥쳖싛ꎬ쇬떼뻶닟zGII share problem and help group make decisionGII럖쿭컊쳢ꎬ냯훺좺쳥ퟶ뻶닟l
Leadership: Creating a Vision쇬떼ꎺ뒴솢풶뺰zVision statements풶뺰쏨쫶z“I have a dream”ꆰ컒폐룶쏎ꆱz“We give women wings”ꆰ컒쏇룸얮죋닥짏돡냲ꆱz“50,000 moments of truth every day”ꆰ쎿쳬폐50,000 듎헦샭ꆱzWe don’t teach business, we create global leaders.컒쏇늻뷌쫚죧뫎ퟶ짺틢ꎬ컒쏇뒴퓬좫쟲뗄쇬떼l
Chapter 3 뗚죽헂MotivationTheory벤샸샭싛l
Motivation벤샸zDefined as the psychological forces within a person that determine:뚨틥쫇죋뗄탄샭짏뗄펰쿬솦ꎬ쯼뻶뚨ꎺ1) direction of behavior in an organization;ퟩ횯쓚뗄탐캪랽쿲2) the effort or how hard people work;얬솦믲죋쏇릤ퟷ뗄얬솦돌뛈3) the persistence displayed in meeting goals.퓚싺ퟣ쒿뇪쪱쿔쪾쪱돖탸쿔쪾Intrinsic Motivation:behavior performed for its own sake.쓚퓚벤샸ꎺ탐캪놾짭뗄뇭쿖Motivation comes from performing the work. 벤샸살ퟔ릤ퟷ뇭쿖Extrinsic Motivation:behavior performed to acquire rewards.췢늿벤샸ꎺ캪믱뗃붱짍뗄탐캪뇭쿖Motivation source is the consequence of an action.벤샸뗄살풴쫇탐뚯뗄뷡맻l
Outcomes & Inputs춶죫뫍뷡맻Regardless of the source of motivation, people seek outcomes.뛔벤샸뗄살풴늻힢틢ꎬ죋쏇톰쟳뷡맻Outcome:anything a person gets from a job.뷡맻ꎺ튻룶죋듓릤ퟷ훐뗃떽뗄죎뫎뚫컷Examples include pay, autonomy, accomplishment.뻙샽ꎺ릤ꆢퟔ훷ꆢ췪돉Organizations hire workers to obtain inputs:ퟩ횯맍펶릤죋믱뗃춶죫Input:anything a person contributes to their job.춶죫ꎺ튻룶죋뛔릤ퟷ릱쿗뗄죎뫎쫂쟩Examples include skills, knowledge, work behavior.뻙샽ꎺ벼쟉ꆢ횪쪶ꆢ릤ퟷ뇭쿖Managers thus use outcomes to motivate workers to provide inputs.맜샭헟틲듋샻폃뷡맻살벤샸릤죋쳡릩춶죫l
Motivation Equation벤샸욽뗈Inputs fromOutcomesInputs fromOutcomesOrganizationalreceived byPerformanceOrganizationalreceived byPerformancemembersmembers벨킧membersmembers벨킧ퟩ횯돉풱뗄춶죫돉풱뗃떽뗄뷡맻ퟩ횯돉풱뗄춶죫돉풱뗃떽뗄뷡맻TimeTime쪱볤Pay쪱볤PayContribute toEffortContribute toEffort릤릤organization얬솦organizationJob Security얬솦Job Securityefficiency,Educationefficiency,Education릤ퟷ낲좫릤ퟷ낲좫effectiveness뷌폽effectivenessBenefits뷌폽Benefitsand Experienceand Experience샻틦샻틦attain goals뺭퇩attain goalsVacation뺭퇩Vacation뛔ퟩ횯폐킧싊ꆢSkills뛔ퟩ횯폐킧싊ꆢSkills볙웚볙웚폐킧맻뫍벼쟉폐킧맻뫍Autonomy벼쟉Autonomy쒿뇪쪵쿖Knowledge쒿뇪쪵쿖Knowledgeퟔ훷ퟔ훷뗄릱쿗횪쪶뗄릱쿗Responsibility횪쪶ResponsibilityWork Behav.퓰죎Work Behav.퓰죎릤ퟷ뇭쿖l
Motivation: Working to Full Capacity벤샸ꎺ좫솦릤ퟷzConsequences of low motivation뗍벤샸뗄뫳맻lost productivity, poor quality, bad service쯰쪧샍뚯짺닺싊ꎬ뗍쇓뗄훊솿뫍럾컱increased labor costs퓶볓샍뚯돉놾price increases…possible inflation볛룱쳡룟ꎬ뿉쓜떼훂춨믵엲헍loss of competitive advantage쪧좥뺺헹폅쫆unemployment쪧튵l
Expectancy Theory웚췻샭싛Developed by Victor Vroom and is a very popular theory of work motivation.평Victor Vroom랢햹ꎬ퓚릤ퟷ벤샸훐뫜웕뇩뗄튻룶샭싛zVroom suggests that motivation will be high when workers feel:Vroom 붨틩떱릤죋룐뻵떽쿂쇐쪱ꎬ벤샸믡쫇룟뗄High levels of effort lead to high performance. 룟쮮욽얬솦틽웰룟벨킧High performance will lead to the attainment of desire outcomes.룟벨킧틽웰믱뗃샭쿫뗄뷡맻zConsists of three areas:냼삨3랽쏦Expectancy, Instrumentality, & Valence.웚듽ꆢ쎽뷩ꆢ웚췻횵l
Expectancy, Instrumentality, & Valence웚듽ꆢ쎽뷩뫍웚췻횵mmEffortPerforanceOutcoesEffortPerformanceOutcomes얬솦벨킧뷡맻Expectancy:Expectancy:InstrumentalityꎺValence:InstrumentalityꎺValence:웚듽웚듽쎽뷩웚췻횵쎽뷩Person’s 웚췻횵Person’s perception that How desiredperception that perception thatHow desiredperception thatperformanceperformanceare the outcomestheir effort willare the outcomestheir effort willresults in results in from a result infrom a result inoutcomesoutcomesperformancejobperformancejob벨킧떼훂뗄뷡맻뗄벨킧떼훂뗄뷡맻뗄죋쏇뗄횪뻵쯻쏇뗄얬솦뛔릤ퟷ뷡맻죋쏇뗄횪뻵쯻쏇뗄얬솦횪뻵뛔릤ퟷ뷡맻횪뻵떼훂벨킧뗄뿊쟳돌뛈떼훂벨킧뗄뿊쟳돌뛈l
Expectancy, Instrumentality, & Valence웚듽ꆢ쎽뷩뫍웚췻횵Expectancyis the perception that effort (input) will result in a level of performance.웚듽쫇뛔ꎨ춶죫ꎩ떼훂벨킧쮮욽뗄얬솦뗄횪뻵You will work hard if it leads to high performance.죧맻쯼믡듸살룟벨킧ꎬ쓣붫얬솦릤ퟷYou would be less willing to work hard if you knew that the bestyou would get on a paper was a D regardless of how hard you tried.죧맻쓣횪뗀컞싛쓣퓵퇹뗄얬솦쓣쫩쏦쯹뗃떽뗄ퟮ병쫇ꆰDꆱꎬ쓣붫늻샖폚얬솦릤ퟷInstrumentality:Performance leads to outcomes.쎽뷩ꎺ떼훂뷡맻뗄뇭쿖Workers are only motivated if they think performance leads to anoutcome.횻폐퓚쯻쏇죏캪벨킧믡떼훂튻룶뷡맻쪱ꎬ릤죋닅믡쫜벤샸Managers should link performance to outcomes.맜샭헟펦룃냑벨킧뫍뷡맻솪쾵웰살Valence:How desirable each outcome is to a person.웚췻횵ꎺ쎿룶뷡맻뛔튻룶죋뗄샭쿫돌뛈Managers should determine the outcomes workers want most.맜샭헟펦룃좷뚨릤죋쏇ퟮ쿫튪뗄뷡맻l
High Motivation:룟벤샸ꎺzAccording to the Expectancy Theory, high motivation results fromhigh levels of Expectancy, Instrumentality, & Valence.룹뻝웚듽샭싛ꎬ룟벤샸살ퟔ룟닣듎뗄웚듽ꆢ쎽뷩뫍웚췻횵If just one value is low, motivation will be low.죧맻횻폐튻룶볛횵쫇뗍뗄ꎬ벤샸붫쫇뗍뗄This means that even if desired outcomes are closely link to performance, the worker must feel the task is possible to achieve for high motivation to result.헢뻍틢캶ퟅ벴쪹샭쿫뗄뷡맻쫇춬벨킧쏜쟐쿠솪뗄ꎬ릤죋죔뇘탫룐뻵떽닺짺룟벤샸뗄죎컱쫇폐뿉쓜췪돉뗄Managers need to consider this relationship to build a high performance firm.맜샭헟탨튪뾼싇헢룶맘쾵살붨솢룟벨킧뗄릫쮾l
Expectancy Theory웚듽샭싛High ValenceHigh InstrumentalityHigh ValenceHigh ExpectancyHigh InstrumentalityHigh Expectancy웚췻횵룟쎽뷩룟웚웚췻횵룟듽룟쎽뷩룟웚듽룟W(orker desires the(Worker desires theW(orker perceives thatW(orker knows that(Worker perceives that(Worker knows thatoutcomes resultingoutcomes resultinghigh performanceif they try, they canhigh performanceif they try, they canfrom highfrom highperform)leads to outcomes)perform)leads to outcomes)performance)performance)ꎨ릤죋횪뗀죧맻쯻쏇얬솦ꎬꎨ릤죋룐떽룟벨킧믡ꎨ릤죋횪뗀죧맻쯻쏇얬솦ꎬꎨ릤죋웚췻룟벨킧ꎨ릤죋룐떽룟벨킧믡ꎨ릤죋웚췻룟벨킧쯻쏇믡췪돉ꎩ쯻쏇믡췪돉ꎩ닺짺뷡맻ꎩ닺짺뗄뷡맻ꎩ닺짺뷡맻ꎩ닺짺뗄뷡맻ꎩigh otivationHigh Motivation룟벤샸l
Need Theory탨쟳샭싛People are motivated to obtain outcomes at work to satisfy theirneeds.죋쏇쫜떽퓚릤ퟷ훐쫜떽믱뗃뷡맻살싺ퟣ쯻쏇탨쟳뗄벤샸A needis a requirement for survival.탨쟳쫇짺듦뗄탨튪To motivatea person:캪벤샸튻룶죋ꎺ1)Managers must determine what needs worker wants satisfied.맜샭헟뇘탫좷뚨릤죋쯹쾣췻싺ퟣ뗄탨쟳2)Ensure that a person receives the outcomes when performing well.놣횤튻룶죋뇭쿖뫃쪱ꎬ쯻믡뗃떽뷡맻Several needs theories exist.튻킩듦퓚뗄탨쟳샭싛Maslow’s Hierarchy of Needs.십쮹싥뗄탨쟳뗈벶Alderfer’s ERG. Alderfer뗄짺듦ꆢ맘쾵ꆢ돉뎤l
Maslow’s Need Hierarchy십쮹싥뗄탨쟳닣듎Higher-orderSelf-actualization needs:ퟔ컒쪵쿖탨쟳needs1.ퟔ컒쪵쿖뗄잱솦룟닣듎탨쟳2.췪돉쫂컯뗄쳴햽탔3.훇솦첽쯷4.뒴탂폫본짍솦5.뷓쫜쿖쪵Self-Esteem (or ego) needs:ퟰ훘믲ퟔ컒탨쟳1.릫죏폫췾췻actualization2.ퟔ탅폫쇬떼ퟔ컒쪵쿖탨쟳3.쓜솦폫돉릦4.잿붡폫훇믛Social Needs:짧믡탨쟳Esteem or ego1.죏뿉ퟰ훘믲ퟔ컒탨쟳2.맩쫴룐3.좺쳥믡풱4.낮폫펰쿬5.좺쳥닎폫SocialSafety needs:낲좫탨쟳짧붻탨쟳1.낲좫2.놣뮤3.쫦쫊폫뫍욽4.쎻폐췾킲믲캣쿕5.훜캧폐쳵늻컉ꎬ헻뷠Safety6.좷놣뎤웚뺭볃뢻폐낲좫탨쟳Physiological needs:쪤샻탨쟳1.쪳욷2.쮯쏟3.붡뾵PhysiologicalLower-order4.짭쳥뗄탨쟳짺샭탨쟳needs5.뛍솶폫택쾢뗍닣듎탨쟳l
Hierarchy of Needs탨쟳뗄뗈벶ExamplesNeed LevelDescription탨쟳뗈벶쏨쫶뻙샽Use abilities Self-Realize one’sUse abilities Self-Realize one’sto the fullestfull potentialActualizationto the fullestfull potentialActualization쪵쿖튻룶죋뗄잱쓜뺡좫솦쪵쿖튻룶죋뗄잱쓜뺡좫솦ퟔ컒쪵쿖Feel good PromotionsFeel good PromotionsEsteeEsteemabout oneself& recognitionabout oneself& recognitionퟰ훘ퟔ컒룐뻵솼뫃쳡짽뫍죏쪶ퟔ컒룐뻵솼뫃쳡짽뫍죏쪶Social Interpersonal BelongingnessSocial Interpersonal Belongingnessinteraction, loverelations, partiesinteraction, loverelations, parties짧믡뗄쿠뮥펰쿬ꆢ낮죋볊맘쾵ꆢ룷랽쏦짧붻짧믡뗄쿠뮥펰쿬ꆢ낮죋볊맘쾵ꆢ룷랽쏦Job security, Job security, SafetySecurity, stabilitySafetySecurity, stabilityhealth insurancehealth insurance낲좫ꆢ컈뚨낲좫ꆢ컈뚨릤ퟷ낲좫ꆢ붡뾵놣쿕낲좫릤ퟷ낲좫ꆢ붡뾵놣쿕Food, water, Basic pay level PhysiologicalFood, water, Basic pay level Physiologicalshelterto buy itemsshelterto buy items쪳컯ꆢ쮮ꆢ뇓뮤쯹릺싲컯욷뗄볲떥릤닣듎짺샭뗄쪳컯ꆢ쮮ꆢ뇓뮤쯹릺싲컯욷뗄볲떥릤닣듎Lower level needs must be satisfied before higher needs are addressed.퓚룼룟닣듎탨쟳쳡돶횮잰뇘탫싺ퟣ뗍닣듎탨쟳l
Alderfer’s ERGAlderfer뗄짺듦ꆢ맘쾵뫍돉뎤Need LevelDescriptionExamples탨쟳닣듎쏨쫶뻙샽Self-development,Worker continuallySelf-development,Worker continuallyGrowthGrowthcreative workimproves skillscreative workimproves skillsퟔ컒랢햹ꆢ폐뒴퓬솦릤ퟷ릤죋늻뛏뗘쳡룟벼쟉돉뎤ퟔ컒랢햹ꆢ폐뒴퓬솦릤ퟷ릤죋늻뛏뗘쳡룟벼쟉Interpersonal Good relations,Interpersonal Good relations,RelatednessRelatednessrelations, feelingsfeedbackrelations, feelingsfeedback죋볊맘쾵ꆢ룐뻵맘쾵솼뫃ꆢ랴삡맘쾵죋볊맘쾵ꆢ룐뻵맘쾵솼뫃ꆢ랴삡Food, water, Basic pay level Food, water, Basic pay level ExistenceExistenceshelterto buy itemsshelterto buy items쮮ꆢ쪳컯ꆢ뇓뮤쯹릺싲컯욷뗄믹놾릤쮮욽짺듦쮮ꆢ쪳컯ꆢ뇓뮤쯹릺싲컯욷뗄믹놾릤쮮욽After lower level needs satisfied, person seeks higher needs. Whenunable to satisfy higher needs, lower needs motivation is raised.뗍닣듎탨쟳싺ퟣ뫳ꎬ죋쏇톰쟳룟닣듎탨쟳ꎬ떱룟닣듎탨쟳늻쓜싺ퟣ쪱ꎬ뗍닣듎탨쟳뗄벤샸퓶룟lLowestHighestퟮ뗍ퟮ룟
Needs motivate behavior:탨쟳벤샸샭싛McClelland’s needs theoryMcClelland뗄탨쟳샭싛l
McClelland’s three needsMcClelland뗄죽훖탨쟳zNeed for Achievement (nAch)쪵쿖뗄탨쟳zNeed for Affiliation(nAffil)붻췹뗄탨쟳zNeed for Power(nPwr)좨솦뗄탨쟳personal power룶죋좨솦institutional power뮷뺳좨솦l
Motivation-Hygiene Theory벤샸-놣붡샭싛Focuses on outcomes that can lead to high motivation, job satisfaction, & those that can prevent dissatisfaction.벯훐폚쓇킩쓜닺짺룟벤샸ꆢ릤ퟷ싺ퟣ뫍쓇킩뿉틔럀횹늻싺틢뗄뷡맻Motivator needs:related to nature of the work and how challenging it is.벤샸탨쟳ꎺ맘쾵떽릤ퟷ쳘탔뫍쳴햽돌뛈Outcomes are autonomy, responsibility, interesting work.닺돶쫇ퟔ훷뗄ꆢ폐퓰죎뗄ꆢ폐좤뗄릤ퟷHygiene needs: relate to the physical & psychological context of the work.놣붡탨쟳ꎺ춬릤ퟷ훐뗄쳥솦뫍탄샭쓚죝쿠맘Refers to a good work environment, pay, job security.횸뗄쫇뫃뗄릤ퟷ뮷뺳ꆢ릤뫍릤ퟷ낲좫When hygiene needs not met, workers are dissatisfied. Note: whenmet, they will NOT lead to higher motivation, just will prevent low motivation.떱붡뾵탨쟳늻싺ퟣ쪱ꎬ릤죋늻싺틢ꆣ힢ꎺ싺ퟣ쪱ꎬ쯼쏇늻믡떼훂벤샸ꎬ뛸횻쓜럀횹뗍벤샸l
Equity Theory릫욽샭싛Considers worker’s perceptions of the fairness of work outcomes in proportion to their inputs.뾼싇릤죋뛔폚릤ퟷ뷡맻폫웤춶죫쿠뇈뗄릫욽뗄룐뻵Adams notes it is the relative rather than the absolute level ofoutcomes a person 횸돶ꎬ릤죋쫕떽뗄쫇쿠맘뷡맻뛸늻쫇떥뛀뗄뷡맻The Outcome/inputratio is compared by worker with another person called a referent.뷡맻/춶죫뇈싊쫇릤죋춬쇭튻룶돆ퟷ얼쿱뗄죋뗄뇈뷏The referent is perceived as similar to the worker.얼쿱룐뻵춬릤죋샠쯆Equityexists when a person perceives their outcome/input ratio to be equal to the referent’s ratio.릫욽ꎺ떱튻룶죋달뻵떽쯻쏇뗄뷡맻/춶죫뇈싊춬얼쿱뇈싊욽뗈쪱듦퓚If the referent receives more outcomes, they should also give more inputs to achieve equity.죧맻얼쿱뗃떽룼뛠뗄뷡맻ꎬ쯻쏇튲믡쳡릩룼뛠뗄춶죫틔듯떽욽뗈l
Equity Theory릫욽샭싛ConditionPerson ReferentExampleConditionPerson ReferentExample룶죋얼쿱쳵볾뻙샽룶죋얼쿱쳵볾뻙샽Worker contributesWorker contributesOutcomes Outcomesmore inputs but alsoOutcomes Outcomesmore inputs but alsoEquity뷡맻=뷡맻gets more outputsEquity뷡맻=뷡맻gets more outputsInputs Inputs욽뗈than referentInputs Inputs욽뗈than referent릤죋쳡릩뗄춶죫뛠ꎬ춬쪱춶죫춶죫릤죋쳡릩뗄춶죫뛠ꎬ춬쪱춶죫춶죫뗃떽뗄뷡맻뇈얼쿱뛠뗃떽뗄뷡맻뇈얼쿱뛠Worker contributesOutcomes OutcomesWorker contributesOutcomes OutcomesUnderpaymentmore inputs but alsoUnderpayment뷡맻<뷡맻more inputs but also뷡맻<뷡맻짙뢶릤gets the same outputs짙뢶릤gets the same outputsInputs InputsInputs InputsEquityas referentEquityas referent춶죫춶죫춶죫춶죫릤죋쳡릩뗄춶죫뛠ꎬ춬쪱욽뗈릤죋쳡릩뗄춶죫뛠ꎬ춬쪱욽뗈뗃떽뗄뷡맻춬얼쿱튻퇹뗃떽뗄뷡맻춬얼쿱튻퇹Worker contributesWorker contributesOverpaymentOutcomes Outcomessame inputs but alsoOverpaymentOutcomes Outcomessame inputs but also뷡맻>뷡맻뛠뢶릤gets more outputs뷡맻>뷡맻뛠뢶릤gets more outputsEquityInputs Inputsthan referentEquityInputs Inputsthan referent릤죋쳡릩뗄쿠춬뗄춶죫ꎬ춬쪱춶죫춶죫욽뗈릤죋쳡릩뗄쿠춬뗄춶죫ꎬ춬쪱춶죫춶죫욽뗈뗃떽뗄뷡맻뇈얼쿱뛠뗃떽뗄뷡맻뇈얼쿱뛠l
Inequity늻릫헽Inequityexists when worker’s outcome/input ratio is not equal to referent.늻릫헽ꎺ떱릤죋뗄닺돶/춶죫뇈싊춬얼쿱늻쿠뗈쪱듦퓚Underpayment inequity:ratio is less than the referent. Worker feels they are not getting the outcomes they should given inputs.짙뢶릤늻릫헽ꎺ뇈싊뇈얼쿱뗍ꎬ릤죋룐뻵쯻쏇쳡릩춶죫뛸늻쓜뗃떽뷡맻Overpayment inequity: ratio is higher than the referent. Worker feels they are getting more outcomes then they should given inputs.뛠횧뢶릤늻릫헽ꎺ뇈싊룟폚얼쿱ꎬ릤죋룐뻵쯻쏇뗄뗃떽뗄닺돶뇈쯻쏇쳡릩뗄춶죫룟Restoring Equity:Inequity creates tension in workers to restore equity.믖뢴릫헽ꎺ늻릫헽퓚릤죋훐닺짺헅솦살믖뢴릫헽In underpayment, workers reduce input levels to correct. 퓚짙횧뢶릤쪱ꎬ릤죋춨맽복짙춶죫쮮욽살뻀헽Overpayment, worker can change the referent to adjust.뛠횧뢶릤ꎬ릤죋뿉틔춨맽룄뇤얼쿱살뗷헻If inequity persists, worker will often leave the firm.죧맻늻릫헽돖탸ꎬ릤죋뻍믡샫뾪릫쮾l
Goal Setting Theory쒿뇪짨솢샭싛Focus worker’s inputs in the direction of high performance & achievement of organizational goals.벯훐폚릤죋퓚룟벨킧뫍릫쮾쒿뇪쪵쿖랽쏦뗄춶죫Goalis what a worker tries to accomplish.쒿뇪쫇릤죋쯹얬솦췪돉뗄Goals must be specific and difficult for high performance results.쒿뇪뇘탫쫇쏷좷뗄ꆢ삧쓑뗄탨튪룟벨킧쪵쿖Workers put in high effort to achieve such goals.릤죋뢶돶뻞듳얬솦살쪵쿖헢퇹뗄쒿뇪Workers must accept and be committed to them.릤죋뇘탫뷓쫜늢죏춬쯼쏇Feedback on goal attainment also is important.쒿뇪듯떽뗄랴삡튲쫇훘튪뗄Goals point out what is important to the firm.쒿뇪횸돶쇋뛔폚릫쮾쪲쎴쫇훘튪뗄Managers should encourage workers to develop action plans to attain goals.맜샭헟펦룃맄샸릤죋랢햹탐뚯볆뮮살듯떽쒿뇪l
Goal setting and Management by Objectives 짨솢쒿뇪폫쒿뇪맜샭(MBO)l
Goal Setting and MBO짨솢쒿뇪폫쒿뇪맜샭zIntentions to work toward a goal increases motivation릤ퟷ뗄쒿뗄뻍쫇뛔쒿뇪퓶볓벤샸zSpecific goals versus vague goals (do your best)쳘뚨뗄쒿뇪폫쒣뫽뗄쒿뇪ꎨ뺡솦뛸캪ꎩzChallenging goals versus easy goals뻟폐쳴햽탔뗄쒿뇪폫볲떥뗄쒿뇪zParticipation versus dictated goals닎폫탍폫쏼쇮탍쒿뇪l
Management by Objectives쒿뇪맜샭Planning볆뮮Motivating벤샸Evaluating움맀Rewarding붱샸l
MBO in Practice쒿뇪맜샭뗄쪵볊펦폃zTop management sets organizational goals룟닣쇬떼짨뚨ퟩ횯쒿뇪increase profits by 10%샻죳퓶볓10%zDepartment heads set specific goals늿쏅쇬떼짨뚨쳘뚨쒿뇪increase sales by 10%쿺쫛퓶볓10%cut production costs by 10%쿺복짺닺돉놾10%zManagers set goals with each employee맜샭헟캪쎿룶풱릤뚨쒿뇪increase new customers by 10%퓶볓탂뿍뮧10%increase shelf space by 10%퓶볓믵볜뿕볤10%l
To Implement MBO쪵쪩쒿뇪맜샭zIdentify key goals for each job뛔쎿쿮릤ퟷ쪶뇰훘튪쒿뇪zMeasure current performance뫢솿떱잰벨킧zSet specific, written, challenging goals짨솢쳘뚨뗄ꎬ쫩쏦뗄ꎬ뻟폐쳴햽탔뗄쒿뇪zProvide feedback on progress뛔뷸햹뷸탐랴삡zReward based on goal achievement룹뻝쒿뇪쪵쿖뗄쟩뿶뷸탐붱샸l
Problems with MBO쒿뇪맜샭뗄컊쳢zEmployees stress reaching goals by any means맍풱캪쇋듯떽쒿뇪뛸늻퓱쫖뛎zEmployees reject goals as unrealistic맍풱랴뛔쒿뇪틲캪늻쿖쪵zManagers fail to provide feedback, coaching, support맜샭헟쎻폐쳡릩랴삡ꎬ횸떼ꎬ횧돖l
Learning Theory톧쾰샭싛Focuses on the linkage between performance and outcomesin the motivation equation shown in Figure .벯훐폚뇭쯹쪾뗄벤샸욽뗈랽쏦뗄벨킧뫍닺돶뗄솬쯸Learning:permanent change in person’s knowledge or behavior resulting from practice or experience.톧쾰ꎺ듓쪵볹믲뺭퇩훐뗃떽뗄죋뗄횪쪶믲탐캪뗄돖탸뇤뮯Operant Conditioning:people learn to do things leading to desired outcomes and avoid doing things with adverse outcomes.닙ퟷ쳵볾랴짤ꎺ죋쏇톧쾰ퟶ쫂떼훂샭쿫뗄뷡맻ꎬ뇜쏢ퟶ쫂듸폐늻샻뷡맻Motivation can be increased by linking specific behaviors with specific outcomes.뿉틔춨맽냑쳘뚨탐캪뫍쳘뚨뗄뷡맻솬뷓웰살퓶볓벤샸Managers can use four tools of conditioning to motivate high performance.맜샭헟뿉틔쪹폃4룶쳵볾릤뻟살벤샸룟벨킧l
Operant Conditioning Tools닙ퟷ탔쳵볾랴짤릤뻟Positive Reinforcement:people get desired outcomes when they perform needed work behaviors.헽쏦잿뮯ꎺ떱릤죋횴탐탨튪뗄릤ퟷ탐캪쪱ꎬ쯻쏇뿉틔뗃떽샭쿫뗄뷡맻Positive reinforcers: pay raises, promotions.헽쏦뗄잿뮯볁ꎺ쳡룟릤ꆢ뷺짽Negative Reinforcement:manager eliminates undesired outcomes once the desired behavior occurs.뢺쏦잿뮯ꎺ떱샭쿫탐캪랢짺쪱ꎬ맜샭헟업돽늻샭쿫뗄뷡맻ome (Work harder or you are fired). harder or you are fired). 릤죋뇭쿖뇜쏢늻샭쿫뗄뷡맻ꎨ얬솦릤ퟷ믲쓣붫놻뾪돽ꎩto link the right behaviors by workers to what the organization the organization needs.ꎬ맜샭헟뇘탫킡탄뗘붫릤죋헽좷뗄탐캪뫍ퟩ횯탨쟳뗄솬뷓웰살l
Operant Conditioning Tools닙ퟷ탔쳵볾랴짤릤뻟Extinction:used when workers are performing behavior detrimental to the firm. 쿻죵ꎺ떱릤죋뇭쿖뛔릫쮾폐몦쪱쪹폃Manager does not reward the behavior and over time, the worker will stop performing it.맜샭헟뛔탐캪늻쓜놨돪뫍뎬쪱쪱ꎬ릤죋붫춣횹췪돉쯼Punishment:used when the manager does not control the reward the worker receives (perhaps it is outside the job).돍랣ꎺ떱맜샭헟늻쓜뿘훆뛔릤죋쫕떽뗄놨돪ꎨ튲탭쯼쫇릤ퟷ횮췢뗄ꎩ쪱쪹폃Manager administers an undesired consequence to worker (verbal reprimands to pay cuts).맜샭헟룸릤죋쳡릩늻쫜뮶펭뗄뷡맻ꎨ뿚춷잴퓰ꆢ붵뗍릤ꎩPunishment can lead to unexpected side-effects such as resentment, and should be used sparingly.돍랣믡틽웰훮죧퓷뫞뗄닠쏦펰쿬ꎬ튪뷷짷쪹폃l
I Think I Can컒죏캪컒쓜릻The how-to’s of instilling hope would include:맠쫤쾣췻냼삨ꎺ Clear Goals.짨솢쏷좷뗄쒿뇪 Goals Down into Bite-sized Steps.붫쒿뇪럖뷢돉룷늽훨 a Victory Log.놣돖쪤샻볇슼 Negatives in Your Position.붫횰캻뗄뢺쏦뗄뚫컷복킡떽ퟮ킡쿞뛈 Yourself with a Support Network.훜캧펵폐횧돖췸싧Always remember “If is is to be, it is up to me.”폀풶볇힡ꆰ죧맻쫇헢퇹뗄뮰ꎬ좡뻶폚컒ꆱl
Types of Reinforcement잿뮯샠탍DesiredBehaviorPositivePositivebehaviorconsequences믽벫뫳맻strengthenedreinforcement쾣췻뗄탐캪탐캪볓잿믽벫잿뮯DesiredBehaviorNo positiveAvoidancebehaviorconsequences늻믽벫뫳맻strengthened믘뇜쾣췻뗄탐캪탐캪볓잿UndesiredAvoidance ofBehaviorExtinctionbehaviornegative consequencesweakened쿻죵늻쾣췻뗄탐캪뇜쏢뢺쏦뫳맻탐캪쿻죵UndesiredNegativeBehaviorPunishmentbehaviorconsequences뢺쏦뫳맻weakened늻쾣췻뗄탐캪돍랣탐캪쿻죵l
Organizational Behavior Modificationퟩ횯탐캪탞헽OB MODoccurs when managers systematically apply the tools of operant behavior.ퟩ횯탐캪탞헽ꎺ맜샭헟쾵춳뗘퓋폃닙ퟷ탐캪릤뻟쪱돶쿖Shown to improve productivity, attendance, punctuality and otherbehaviors.쿔쪾쳡룟짺닺솦ꆢ돶쾯ꆢힼ쪱뫍웤쯻탐캪Works best for behaviors that are specific, objective and countable.캪탐캪뗄쏷좷ꆢ폐쒿뗄뫍폐킧뛸얬솦릤ퟷSome managers argue it is over-control while others suggest it provides for high efficiency. 떱웤쯻죋붨틩쯼뿉틔쳡릩룟킧싊쪱ꆣ튻킩맜샭헟헹싛쯼쫇뿘훆맽뛈Both sides likely have valid points.쮫랽뚼폐헽좷뗄맛뗣l
Social Learning Theory짧믡톧쾰샭싛Vicarious Learning:or observational learning, occurs when a person is motivated to learn by watching someone else work and be rewarded.쳦짭톧쾰ꎺ믲맛달톧쾰ꎬ떱튻룶죋쫜떽맄샸춨맽맛뾴뇰죋릤ퟷ살톧쾰늢뗃떽놨돪쪱돶쿖People are motivated to imitate models who are highly competent,expert and receive attractive reinforcers.죋쏇쫜떽벤샸쒣럂럇뎣쓜룉뗄쒣탍ꆢ볒늢쫕떽폐컼틽솦뗄잿뮯Self-reinforcers:desired outcomes a person can give themselves.ퟔ컒잿뮯ꎻ튻룶죋뿉틔쳡릩룸ퟔ벺뗄샭쿫뷡맻Person can reward themselves for success.죋쏇뿉틔틔돉릦ퟔ컒붱샸Self-efficacy:refers to a person’s belief about their ability to perform a behavior successfully.ퟔ컒릦킧ꎺ횸뗄쫇튻룶죋맘폚쯻쏇돉릦뇭쿖쓜솦뗄탅쓮People will only be motivated if they think they have the ability to accomplish the task.죋쏇횻폐죏캪쯻쏇폐쓜솦췪돉죎컱쪱닅믡쫜떽벤샸l
Motivation: Reinforcement Approaches벤샸ꎺ잿뮯랽램zBehavior that gets rewarded, gets repeated붱샸뗄탐캪튪훘뢴zOn the folly of wishing for “A”and rewarding “B”뛔“A”폐폞듀뗄쾣췻ꎬ붱샸“B”politics헾훎medicine튩컯orphanage맂뛹business budget짌컱풤쯣honest communications헦돏뗄릵춨l
Motivation: Reinforcement Approaches벤샸ꎺ잿뮯랽램zPositive reinforcement믽벫잿뮯occurs after behavior탐캪횮뫳랢짺increases likelihood of behavior in future뷱뫳쪹폃샠쯆뗄탐캪pat on the back엄엄놳financial reward컯훊붱샸relaxation/stress reduction럅쯉/복킡톹솦other positive reinforcements웤쯻믽벫잿뮯xxxxxxxxxxxxl
Shaping Behavior쯜퓬탐캪zContinuous reinforcement돖탸잿뮯reward every correct response뛔쎿룶헽좷뗄랴펦룸폨붱샸zFixed ratio reinforcement만뚨뇈샽잿뮯reward every n responses뛔쫽듎랴펦룸폨붱샸zFixed interval reinforcement만뚨볤룴잿뮯reward correct responses for n hours뛔헽좷뗄랴펦벸킡쪱룸폨붱샸zRandom reinforcement쯦믺잿뮯l
Positive Reinforcement in Action쪵볊릤ퟷ훐뗄믽벫잿뮯zEmery Air FreightEmery몽뿕릫쮾zDetroit public schoolsDetroit릫릲톧킣zFurniture factory볒뻟뎧l
Positive Reinforcement in Action쪵볊릤ퟷ훐뗄믽벫잿뮯zEmery Air Freight몽뿕릫쮾identify desired behaviors쪶뇰튪쟳뗄탐캪measure accurately뺫좷뫢솿design feedback system짨볆랴삡쾵춳reward improvement붱샸룄뷸zDetroit Public Schools릫릲톧킣perfect attendance = lottery ticket벫뫃뗄돶쟚= 닊욱zFactory릤뎧accident free = poker hand draw컞쫂맊= 웋뿋돩붱l
Negative Reinforcement, Extinction and Punishment뢺쏦잿뮯ꎬ쿻죵폫돍랣zNegative Reinforcement뢺쏦잿뮯aversive stimulus increases probability of escape behavior퇡뛱듌벤퓶볓쇋쳓뇜탐캪뗄뿉쓜탔seatbelt buzzer낲좫듸놨뺯boss nagging샏냥��zExtinction쿻죵no reinforcement causes behavior to stop쎻폐잿뮯떼훂탐캪춣횹quieting the clown뛔킡돳늻폨샭닇zPunishment돍랣suppress undesired behaviorퟨ횹늻쾣췻뗄탐캪l
Punishment in Business릤ퟷ훐뗄돍랣zThe hot stove rule죈슯맦퓲impersonal뛔쫂늻뛔죋immediate벰쪱consistent튻훂with warning뺯룦l
Pay and Motivation릤뫍벤샸Pay can help motivate workers.릤뿉틔냯훺벤샸릤죋Expectancy: pay is an instrumentality (and outcome), must be high for motivation to be high.웚듽ꎺ릤쫇쎽뷩ꎨ뫍뷡맻ꎩ벤샸룟쪱ꎬ뇘탫룟Need Theory: pay is used to satisfy many needs.탨쟳샭싛ꎺ릤ퟷ폃폚싺ퟣ뫜뛠탨쟳Equity Theory: pay is given in relation to inputs.릫욽샭싛ꎺ룹뻝춶죫룸폨릤Goal Setting Theory: pay linked to goal attainment.쒿뇪짨솢샭싛ꎺ릤춬쒿뇪믱뗃쿫솬뷓Learning Theory: outcomes (pay), is distributed upon performance of functional behaviors.톧쾰샭싛ꎺ뷡맻ꎨ릤ꎩ룹뻝벨킧뫍횰쓜탐캪럖랢Pay should be based on performance, many firms do this with a Merit Pay Plan.릤룹뻝벨킧ꎬ뫜뛠릫쮾퓋폃볛횵릤볆뮮l
Merit Pay볛횵릤Can be based on individual, group or organization performance.뿉틔룹뻝룶죋ꆢ좺쳥믲ퟩ횯뇭쿖Individual Plan: used when individual performance (sales) is accurately measured.룶죋볆뮮ꎺ떱룶죋벨킧ꎨ쿺쫛ꎩ뿉틔ힼ좷뫢솿쪱쪹폃Group Plan: use when group works closely together and is measured as a group.좺쳥볆뮮ꎺ떱좺쳥쏜쟐뗘튻웰릤ퟷ쪱늢틔튻룶좺쳥뫢솿쪱쪹폃Organization Plan: When group or individual outcomes not easily measured.ퟩ횯볆뮮ꎺ떱좺쳥믲룶죋뗄뷡맻늻쓜죝틗뗘뫢솿쪱Bonus has a higher impacton motivation since붱뷰뛔벤샸폐뫜룟뗄펰쿬ꎬ틲캪Salary level not related to current performance.쿺쫛쮮욽춬쒿잰뗄벨킧컞맘Other items( base salary, cost of living, seniority).웤쯻쫂쿮ꎨ믹뒡릤ꆢ짺믮럑폃ꆢ솦ꎩSalary rarely goes down and usually changes little.릤뫜짙붵뗍늢춨뎣뇤뮯뫜킡l
Job Design릤ퟷ짨볆aRedesigning work to make it more motivating훘탂짨볆릤ퟷ쪹웤룼뻟폐벤샸탔l
Scientific Method뿆톧랽램zEngineers determine the best way to do every job.릤돌쪦좷뚨쎿룶릤ퟷ뗄ퟮ병랽램zRewards for exceeding job standards뎬맽릤ퟷ뇪ힼ룸폨붱샸zSimplified, often boring jobs, low satisfaction, high turnover볲뮯ꎬ랳퓪뗄릤ퟷꎬ뗍싺틢뛈ꎬ룟쇷뚯싊l
Job Enrichment릤ퟷ럡뢻뮯l
Group Job Enrichment벯쳥릤ퟷ럡뢻뮯zSelf-managed work teamsퟔ컒맜샭췅뛓zExamples: Volvo, . IRS뻙샽ꎺVolvo, . IRS릫쮾zWhat they do:쯻쏇ퟶ쪲쎴zplan볆뮮zexecute횴탐zinspect볬닩zcross-train붻닦엠통l
To Make Job Enrichment Work:쪹릤ퟷ럡뢻뮯zDrive change out of customer necessity듓맋뿍탨쟳돶랢뷸탐뇤룯zRedesign supervisor roles훘탂짨볆짏벶뗄ퟷ폃zProvide extensive training쳡릩짮죫엠통zChange reward systems룄뇤붱샸쾵춳skill based pay벼쓜캪믹뒡뗄킽돪innovation rewarded뒴탂붱샸zProvide technology support쳡릩벼쫵횧돖zConsider employee growth need strength in making assignments뾼싇맍풱뗄돉뎤탨튪낲업릤ퟷ뗄쪵솦l
Total Quality Management: Motivating Continuous Improvement좫쏦훊솿맜샭ꎺ벤샸돖탸룄뷸zEmployees become trouble shooters and problem solvers맍풱돉캪랢쿖뫍뷢뻶컊쳢뗄룟쫖zFocus on eliminating defects, reducing cycle time, delighting customersퟅ퇛폚쟽돽쪧컳ꎬ복짙톭뮷쪱볤ꎬ맋뿍싺틢zTeams compete to make biggest improvement뺺주킡ퟩ믱뗃뻞듳룄뷸l
Back to the Future: Reengineering the Corp.믘떽캴살ꎺ릫쮾훘ퟩz“Rethinking and radically redesigning business processes to achieve dramatic improvements in cost, quality, service and speed.”ꆰ훘탂뾼싇늢톸쯙훘탂짨볆맽돌틔쪵쿖퓚돉놾ꎬ훊솿뫍쯙뛈뗄뻞듳룄뷸ꆱl
The Overall Motivational Process벤샸맽돌(Need hierarchy and(Equity theory andachievement power—affiliation)motivation—maintenance)Nature and strengthPerceived nature andValue of rewardof current needsquantity of rewards붱샸뗄볛횵떱잰탨쟳뗄놾훊폫폅쫆룐뻵놾훊폫붱샸뗄쫽솿Effort얬솦Abilities and traitsTask direction쓜솦폫쳘훊죎컱랽쿲PerceivedPerceivedeffort-performancePerformanceperformance-rewardrelationshiprelationship벨킧룐뻵얬솦-뇭쿖뗄맘쾵룐뻵뇭쿖-붱샸뗄맘쾵(Reinforcement)Issuance ofrewards붱샸놣횤l
Conclusions/Summary뷡싛/룅뿶zCurrent theories of motivation focus on the individual in the workplace.떱잰벤샸샭싛ퟅ퇛폚릤ퟷ훐뗄룶쳥zMotivated employees generally have higher productivity and are more satisfied with their work.쫜벤샸뗄맍풱샍뚯짺닺싊룟ꎬ뛸쟒뛔쯻쏇뗄릤ퟷ뇭쪾싺틢zThe challenge of the modern manager is to increase employee motivation in the context of the workplace.쿖듺맜샭헟뗄쳴햽뻍쫇퓚릤ퟷ룚캻훐죧뫎벤샸풱릤l
