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Key Key operations operations
of of ManagementManagement
Planning
+
Decision – Making Function
Organizing+
Communicating Leading & Motivating Functions
Controlling+
Monitoring & Evaluating Functions
Motivation – the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need (Stephen Robbins).
Motivation is the set of processes that determine the choices people make about their behaviors (Van Fleet Peterson).
Df 2
Df 1
Managerial Problem 1:
How do we get peoples willingness to do their best?
In other words, how do we make them motivated?
Classification ASolution Solution
By Quantity of Participants in motivation
process:Motivation
Self-motivation
Group
Individual
Managerial Problem 2:
Since motivation is the process, it makes managers to take permanent care of keeping up employees motivated.
Problem 2 reinforces Problem 1.
By Motivating Methods:
Motivation
economic
socio-economic
administrative
physical
spiritual
“+”Reward
“–“Punishment
? ?
?
?
?
?
?
?
?
?
Solution Solution Classification B
Managerial Problem 3:
How do we evaluate peoples motivation?
Solution Solution
By Result (Goals
attainment):Motivation
EFFECTIVEEFFECTIVE
INEFFECTIVEINEFFECTIVE
Classification C
Solution Solution
By the use ofResources for
Goal’s attainment:
Motivation
EFFICIENTEFFICIENT
INEFFICIENTINEFFICIENT
Classification D
Managerial Problem 4:
Those motivated should be able to realize the effort, that means the task / goal should correspond to their capacities.
What to do if not so? SOLUTIONS …?SOLUTIONS …?
nee
dAn internal state
that makes certain outcomes appear
attractive
(Stephen Robbins)
Drive or force that initiates behavior
(Van Fleet Peterson)
The state of lacking something
essential for an individual/ organization
(Zorina Şişcan)
Managerial Problem 5:
Needs are not identical.
How do we identify them right to motivate?
Abraham Maslow: Hierarchy of Needs Theory(USA, 1908-1970)
Self-Self-actualizationactualization
EsteemEsteem
Safety Safety
As each need is substantially satisfied, the next need becomes dominant.
SocialSocial
Psyhiological
Managerial Problem 6:
Although no need is ever fully gratified,
a substantially satisfied need no longer motivates.
What do we do when we are on the top of the pyramid?
SOLUTION SOLUTION Make needs pyramid Make needs pyramid
dynamic and develop flexible value dynamic and develop flexible value
system that allow further motivation.system that allow further motivation.
Managerial Problem 7:
What is the best managerial style to be applied for motivating employees in
organization?
Sun TzuSun Tzu
(China, VI c B.C.)People by nature are
vicious, envious and lazy. War is a natural state of
mankind.
+
Douglas Mc Douglas Mc
GregorGregor (USA, 1906-
1964)
Theory X
+
G. MichaelsonG. Michaelson
“Sun Tzu and the Art of War for
Managers: 50 Strategic Rules”, 2001
Autocratic styleAutocratic style
SOLUTIONSOLUTION
+
Democratic styleDemocratic style
SOLUTIONSOLUTION
Man TzuMan Tzu (China, VI c B.C.)
People by nature are virtuous, tend to work and to collaboration. Peace is a natural state of humankind
Douglas Mc Douglas Mc GregorGregor (USA, 1906-
1964)
Theory Y
R. PinoR. Pino
“Corporate Aikido: Unleash the Potential within Your Company to Neutralize Competition and Seize
Growth”, 1998.
+
Participative styleParticipative style
SOLUTIONSOLUTION
William G. OuchiWilliam G. Ouchi
(USA, 1943): Theory ZPeople are neither good nor bad by nature.
They are rather products of society, of culture.
So, Organizational Culture should be shaped to have
the employees motivated in the way you need.
Theory Z emphasizes the total staff involvement,
together with management, in the running
of an enterprise.
SOLUTION
Postmodern approach to motivationPostmodern approach to motivation
Synergetic, flexible, Synergetic, flexible, situational stylesituational style
OTHER CONTEMPORARY THEORIES OF MOTIVATIONOTHER CONTEMPORARY THEORIES OF MOTIVATION
Expectancy Expectancy TheoryTheory
Motivation is determined by how much an employee wants something and how likely he thinks he is to get it.
Goal-setting Goal-setting TheoryTheory
Specific and moderately difficult goals may increase motivation.
High-High-Involvement Involvement theorytheory
Employee participation can also increase motivation.
Reinforcement Theory
Future behavior is shaped by the consequences of current behavior. Kinds of reinforcement: positive reinforcement, avoidance, extinction and punishment.
Equity TheoryEquity Theory
Employees compare their contributions and rewards to those of others and want to be treated fairly relative to others in the organization.
Each theory is built on one or another aspect of motivation Each theory is built on one or another aspect of motivation integrative integrative approach to motivation is more effective.approach to motivation is more effective.
Managerial Problem 8:
What is the best motivation practice?
The basic socio-economic motivation practices in international management are:
Career promotion (status ascription) and financial rewards are attributed in proportion to achievements
Career promotion and financial rewards are ascribed in proportion with age
North-western (North American and Protestant European) business cultures (Germany, the Netherlands, Switzerland etc.)
Western (Catholic) business cultures (France, Italy, Spain etc., Latin America);
Eastern business cultures (Arabic, Indian, Chinese, Japanese etc.)
Value knowledge (education), machinery and new ideas (innovations) that produce quick change and fast development
Associated with youth
Motivate for individual effort, for being young, energetic, initiative
Value knowledge (experience), Nature and stability (new ideas for gradual change and sustainable development)
Associated with advanced age
Motivate for long living, group harmony, energy and collective effort
Pay – for – performance Payment based on ascription
SOLUTIONSOLUTION
There is no the best motivation practice.
All motivational practices are determined
by the values existing in a socio-economic system
(state, company) and shared by individuals.
For motivating the goals attainment
Identifying an existing
need
Identifying right problem
Formulating clear goal
Identifying the appearance
of a need
Linking and Correlating need and goal with values when choosing motivating methods
Generating willingness to make an effort for goals attainment and needs satisfaction
Motivation ProcessMotivation Process
By Zorina Şişcan
Self-motivation takes place when an individual generates a motivation process by himself for himself and for others (Zorina Şişcan)
Caracteristică comparativă a valorilor automanagementului Caracteristică comparativă a valorilor automanagementului prin prisma aspectelor satisfacţiei (în %)prin prisma aspectelor satisfacţiei (în %)
Moldova Germania Polonia Ucraina
Măsura în care sunteţi satisfăcuţi…i…
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Foa
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J1 … De lucrul pe care îl efectuaţi
(luând în consideraţie: complexitatea sarcinilor, distribuirea obligaţiunilor, nivelul de libertate în acţiuni, condiţiile fizice a lucrului Dvs.)
0,7 4,7 20,7 74,0 0,0 100 1,3 2,5 5,6 90,6 0,0 100 0,0 6,4 7,4 86,2 0,0 100 0,6 1,3 36,5 61,6 0,0 100
J2 … De relaţiile Dvs. Cu colegii
de serviciu 0,0 4,7 14,7 80,7 0,0 100 0,6 1,3 8,8 89,4 0,0 100 0,0 1,1 20,2 78,7 0,0 100 1,3 3,1 25,8 69,8 0,0 100
J3 … De venitul Dvs. (salariile de
bază şi indemnizaţiile) 7,3 30,7 21,3 40,7 0,0 100 0,6 5,0 13,1 81,3 0,0 100 1,1 25,5 21,3 52,1 0,0 100 5,0 25,2 37,1 32,7 0,0 100
Caracteristică comparativă a valorilor automanagementului Caracteristică comparativă a valorilor automanagementului prin prisma aspectelor satisfacţiei (în %)prin prisma aspectelor satisfacţiei (în %)
Macedonia Cehia Bulgaria
Măsura în care sunteţi satisfăcuţi…
Foa
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nesa
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Nes
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Neu
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Sati
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Tot
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J1 … De lucrul pe care îl efectuaţi (luând în consideraţie: comp-lexitatea sarcinilor, distribuirea obligaţiunilor, nivelul de libertate în acţiuni, condiţiile fizice a lucrului Dvs.)
1,2 3,7 16,3 78,9 0,0 100 0,0 1,4 14,3 84,3 0,0 100 0,0 4,0 15,2 80,8 0,0 100
J2 … De relaţiile Dvs. Cu colegii de serviciu
0,4 3,7 16,3 79,7 0,0 100 1,4 4,3 12,9 81,4 0,0 100 0,0 4,0 32,0 64,0 0,0 100
J3 … De venitul Dvs. (salariile de bază şi indemnizaţiile)
4,1 22,8 22,4 50,8 0,0 100 1,4 11,4 31,4 55,7 0,0 100 3,2 17,6 33,6 45,6 0,0 100
GENERAL MOTIVATION ALGORITHMGENERAL MOTIVATION ALGORITHM
Develop the Emotional IntelligenceEmotional Intelligence alongside with your Ratio and Intellect.
Ratio (rigid logic)Intellect (mind flexibility)
Ratio (rigid logic)Intellect (mind flexibility)
IQ, High Academic Rating,Good specialist
IQ, High Academic Rating,Good specialist
EI is associated with Empathy
Effective manager able
to motivate
Having revealed the interests of people, link them with goalss attainment.
Be self-motivated in order to motivate others.