National College of Ireland.Teamwork, Leadership and
Motivation.
Session 1
Admin and Introductions
Outline
• 12 Dec: Intro / Motivation • 8 Jan: Motivational Theory and Practice • 15 Jan: HRM / Employee Involvement • 22 Jan: Leadership • 29 Jan: Teamwork • 5 Feb: Teams, leadership and
motivation.... Integrated. • 13 Feb: Wrap-up. Team Presentations.• 10 Min presentations per group.
Outcomes. Having completed this module, participants will.....
• Have an understanding of the interplay between task, group and individual in the workplace.
• Identify a range of leadership and motivational styles.
• Acknowledge the impact of organisational climate and culture on their work as leaders and team builders.
• Examine challenges and opportunities to the introduction of the mentoring mindset in the workplace.
• Demonstrate an ability to plan for and manage a variety of contingencies within a team context.
Motivation
• So why are you here anyway???
• You could be elsewhere.... having fun.
Motivation
• Curiosity
• Achievement
• Approval
• Acquisitiveness
• Anxiety
• Which of these is the most effective?
Motivation• high performance and productivity
• enthusiasm for work
• achievement of results
• co-operation in overcoming problems
• willingness to accept responsibility
• ability to respond to change and new challenges
• the willingness to "go the extra mile".
Demotivation• poor time keeping / high absenteeism
• apathy and indifference
• increase in grievances / disputes
• lack of co-operation
• resistance to change
• low productivity / poor quality or service
• exaggeration of the effects / difficulties encountered in problems
Motivation• Content theories –Such
theories tend to emphasise factors intrinsic to individuals and their ‘human needs’ (Evans, 1999: 134).
• The need for self advancement and personal growth is a key element of such approaches to motivation.
• Maslow (Hierarchy of Needs),
• Alderfer (ERG Theory), • McClelland (Theory of
Socially Acquired Needs), • Herzberg (Motivation-
Hygiene Theory)
• Process• Expectancy (Vroom) • Path Goal (House)• Equity
• Reinforcement
DISCUSSION POINT!
• Motivation is not a question ... of being nice to your staff; indeed there are times when a firm approach is better, where employees work willingly to future the organisation’s interest because they feel at the same time they are furthering their own interests.
• Evens, D. (1995) Supervisory Management
Key Motivational Strategies
• Effective Feedback• Flexible Leadership Styles• Delegation• Allow Risk Taking• Coach and Develop• Generate High Expectations• Provide Goals• Acknowledge Achievement
Maslow's Need-Satisfaction Model
simple description, partial account - not quantifiable
chronic deficiency drives (motivates) behaviour
gratified needs - equilibriumlower needs mediated by
higher order awareness?
Herzberg
• Maintenance Factors
(Why work here?)
Supervision
Policies and Procedures
Pay and Security
Working Conditions
Environment
(Social and Physical)
• Motivational Factors
(Why work harder?)
Satisfying Work
Responsibility
Achievement
Recognition
Growth
Maslow
• SELF ACTUALISATION
• SELF ESTEEM• BELONGINGNESS• SECURITY• PHYSIOLOGICAL
Alderfer• GROWTH • Self Esteem• Self Actualisation• RELATEDNESS • Meaningful Social and
interpersonal Relationships
• EXISTENCE• Safety• Physiological
Maslow
• SELF ACTUALISATION
• SELF ESTEEM• BELONGINGNESS• SECURITY• PHYSIOLOGICAL
Herzberg• MOTIVATORS
• Achievement
• Recognition
• Work itself
• Responsibility
• Advancement
• HYGIENE FACTORS
• Supervision
• Working Conditions
• Relatedness
• Pay
• Company Policies