Motivation and Leading Technical People Preview Two contrasting views (Theories X and Y) Approaches...

Motivation and Leading Technical People

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Two contrasting views (Theories X and Y)

Approaches to Motivation

a. Content Theories (based on human needs) b. Process Theories (behavior is determined by expected outcomes)

Nature of Leadership

Effectively motivating Technical Professionals

Assoc.Prof.Dr.B.G.Çetiner


Motivation: An inner state that energizes, activates, or moves and that directs or channels behavior toward goals.

Company Goals

Motivation is the feeling that directs the person toward goals



We can define motivation in terms of three measures

1. Direction

Direction

(When several alternatives are available)Assoc.Prof.Dr.B.G.Çetiner



2. Strength of behavior when choice is made

DirectionStrength

Bigger heart shows larger motivation Assoc.Prof.Dr.B.G.Çetiner



3. Persistence of Behavior

Strength

Persistence shows the consistency and continuousnessAssoc.Prof.Dr.B.G.Çetiner


There is only one way if you want the people to make something for you

Making them want to do it.

In other words, motivate them.



McGregor’s Theory X and Theory Y

Two sets of assumptions to motivate people

Theory X

1. Management is responsible for organizing the elements of productive enterprise (money, materials, equipment, people)

2. We have to motivate people, direct their efforts, control their actions and modify their behavior to fit the needs of organization

3. If we don’t do this people would be passive even resistant to organization needs. They must be persuaded, rewarded, punished, and controlled by management.



Summary of Theory X

People always have to be motivated by management

Manager



Theory X

Behind this conventional theory there are several beliefsto support

1.The average person is by nature indolent

2. He lacks ambition, dislikes responsibility, prefers to be led.

3. He is self-centered, indifferent to organizational needs.

4. He is by nature resistant to change.

5. He is gullible, not very bright, the ready dupe of charlatan and demagogue



Theory X

This is carrot-and-stick approach



Theory Y

Theory Y is opposite of the Theory X as following;


Theory Y1. Management is responsible for organizing the elements of productive enterprise (money, materials, equipment, people) Same as Theory 12. People are not passive by nature. They have become so as a result of experience in organizations.

3. The motivation, potential, and the readiness to direct behavior toward organization goal are all present in people.4. Main task of management is to arrange organizational conditions and methods of operation so that people can achieve their own goals.



Theory X relies upon external control of human behavior.

Treats people as child

Not valid for knowledge workers such as engineers

Not valid even for manual workers of developed societies

Theory Y relies upon self-control and self direction.

Knowledge has to be self-directed.



CONTENT THEORIES

Based on human needs andand satisfaction of them

Behavioral choices are mademore rationally based on expectedoutcomes

PROCESS THEORIES

OTHER THEORIES



CONTENT THEORIES:Maslow’s Hierarchy of Needs

In this theory, there are 5 needs and each need rests on the prior satisfaction of another.




In this theory, there are 5 needs and each need rests on the prior satisfaction of another.

Physiological Needs

Safety and Security Needs

Affectionate Needs

Esteem Needs

Self-actualization Needs

Minimum Level




Physiological Needs


Affectionate Needs

Esteem Needs




CONTENT THEORIES:Herzberg’s two-factor theory: Factor 1 is called hygiene factors. Factor 2 is called motivation factors.

Physiological Needs


Affectionate Needs

Esteem Needs


HygieneFactors

1

MotivationFactors(motivators)

2



CONTENT THEORIES:McClelland’s trio of needs: Mixture of three needs

Need for achievement

Need for power

Need for affiliation



CONTENT THEORIES:McClelland’s trio of needs: Mixture of three needs



PROCESS THEORIES:In process based theories, human need is part of mechanism.

These theories put greater emphasis on the expectation of favorable consequences or rewards



PROCESS THEORIES:

Equity Theory:

Based on the simple belief that people want to be treated fairly relative to the treatment of others.

Job 1 = Job 2

Money 1 = Money 2 ....... = ......



PROCESS THEORIES:

Expectancy Theory:

Relates the effort a person puts forward to the expectation of achieving some desired goal.

Effort-to-PerformanceExpectancy

1

Performance-to-outcomeExpectancy

2



PROCESS THEORIES:

Expectancy Theory: Relates the effort a person puts forward to the expectation of achieving some desired goal.

Effort-to-PerformanceExpectancy

Performance-to-outcomeExpectancy

Effort Performance Outcomes

Environment

Ability

* Satisfaction influences future effort

OutcomesPerformance

* Performance, in turn, leads to intrinsic and extrinsic rewards as in expectancy



PROCESS THEORIES:

Porter-Lawler Extension to Expectancy Theory: It adds satisfaction to the Expectancy Theory.

Effort

* Personal effort, abilities, role perceptions, environment determine performance

* The perceived equity determines the satisfaction

Satisfaction



PROCESS THEORIES:

Porter-Lawler Extension to Expectancy Theory: It adds satisfaction to the Expectancy Theory.

OutcomesPerformance

Expectancy Theory + Satisfaction + Feedback for future effort

Effort Satisfaction



PROCESS THEORIES:

Behavior Modification (Reinforcement Theory): Motivation (behavior) followed by an event (reinforcement) which affects the repetition of behavior.

OutcomesPerformanceEffort SatisfactionEvent

Reinforcement



PROCESS THEORIES:


SatisfactionEventReinforcement


PROCESS THEORIES:


Reinforcement

Positive Reinforcement: Increases the repetition of desired behavior byproviding a reward (promotion, recognition etc)

Negative Reinforcement: Increases the repetition of desired behavior byletting the employee escape from undesired consequencesPunishment: Decreases the repetition of undesired behavior byimposing penaltiesExtinction: Decreases the repetition of undesired behavior bysimply ignoring and using positive reinforcement



PROCESS THEORIES:


Reinforcement

- NegativeReinforcement

PunishmentReinforcement+

Positive Reinforcement

Extinction



LEADERSHIP

Process of getting cooperation of other people to achieve a desired goal.

Ability to get men to do what they don’t want to do and like it.

Mixture of persuasion and compulsion

NATURE OF LEADERSHIP

The great leader is the one who can show people that their self-interest(benefit) is different from that which they perceived.



Mixture of persuasion and compulsion




Leadership is formal (titular) or non-formal.


They have the authority(power of reward and punishment)

They are true leaders



There are 4 personal characteristics for leadership

LEADERSHIP TRAITS (PERSONAL CHARACTERISTICS)

• Physical Qualities: Health, Vitality, Endurance

• Personal Attributes: Personal Magnetism, Cooperativeness, enthusiasm, ability to inspire, persuasiveness, forcefulness, and tact

• Character Attributes: Integrity, Humanism, Self-discipline, Stability and Hard working

• Intellectual Qualities: Mental capacity, ability to teach others, scientific approach to problems



They measure personal preferences on four scales, each made up of two opposite preferences:

MYERS-BRIGGS PREFERENCES

• Extroversion E (Focused on the outer world of people and things) versus Introversion I (Focused on the inner world of ideas)

• Intuition N (focused on the future, with a view toward patterns and possibilities) versus Sensing S (focused on the present feelings)

• Thinking T (basing decisions on logic and objective analysis of cause and effect) versus Feeling F (subjective evaluation-emotional)

• Judging J (preferring to have things settled-a planned and organized approach to life) versus Perceiving P (preferring to keep options open-a flexible and spontaneous approach to life)



Two successful groups are

MYERS-BRIGGS PREFERENCES

ENTJ (Extroversion-Intuition-Thinking-Judging)

Engineering managers

INTJ (Introversion-Intuition-Thinking-Judging)

Scientists, Researchers

ISFP (Introversion-Sensing-Feeling-Perceiving)

Worst case, non-experiencedprofessional



Special Characteristics of technical professionals are as follows:

LEADING TECHNICAL PEOPLEGENERAL NATURE OF TECHNICAL PROFESSIONAL

• High Need for Achievement

• Desiring Autonomy (Independence)

• Tending to identify first with their profession (then company)

• Seeking to maintain their expertise



Scientists versus Engineers

LEADING TECHNICAL PEOPLEDIFFERENCES AMONG TECHNICAL PROFESSIONALS

• Higher value on independence in science people

• True scientist is assumed to have doctorate but typical engineer begins with B.S. Degree and later MS.c degree• Scientists put a high value on professional autonomy and publication of results

• Scientists look for reputation outside the company

• Scientist tries to add his new findings to literature whereas new findings of engineer are usually proprietary information to company



Successful technical leaders should master five strategic dimensions

LEADING TECHNICAL PEOPLEDimensions of Technical Leadership

1. Coach for peak performance: listen, ask, facilitate, integrate, provide administrative support

2. Run Organizational Interference: Obtain resources, support professionals and minimize the bureaucracy

3. Orchestrate Professional Development

4. Expand Individual Productivity through Teamwork

5. Facilitate Self-management

Date post:	25-Dec-2015
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Motivation and Leading Technical People Preview Two contrasting views (Theories X and Y) Approaches...

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