Theories of Motivation and Teamwork

INDUSTRIAL MANAGEMENT

(IMT 2412)(IMT 2412)

TEAM MEMBERS : LUKSHMAN RAO

MOHD HAFIZ SALIM IRSHAD SHAFIQ

TTO’S NAME : MS ROSMAIZURA MOHD ZAIN

THEORY OF MOTIVATION & TEAMWORK

OVERVIEW

� Objective

� Motivation Process

� Theories of Motivation� Theories of Motivation

� Teamwork

� Team Synergy

� Conflict Resolution

� Q&A Session (case study)

OBJECTIVE

� Objective of this assessment and presentation is to understand and justify,

� Theory of motivation

� Abraham H. Maslow

� Frederick Herzberg

Doughlas MC Gregor� Doughlas MC Gregor

� McClelland

� Teamwork

� Team Synergy

� Team Evaluation

� Team Roles

� Conflict Resolution

GERMAN-MALAYSIAN INSTITUTE (IMT 2412)

Motivation Process

INDUSTRIAL MANAGEMENT (IMT 2412)

Motivation Process

Definition of Motivation

� The driving force within individuals by which they

attempt to achieve some goal in order to fulfill some

needs or expectation.

� The degree to which an individual wants to choose in � The degree to which an individual wants to choose in

certain behavior.

Motivation is…

� Complex

� Psychological

� Physical

� Unique to each and every person

Context sensitive� Context sensitive

� Not fully understood

Qualities of Motivation

� Energizes behavior

� Directs behavior

� Enable persistence towards a goal

� Exists in varying details� Exists in varying details

Motivation Process

� It is a process by which a person’s efforts are energized,

directed and sustained towards attaining the goal.

DIRECTION PERSISTENCEENERGY

� Energy- A measure of intensity or drive.

� Direction- Towards organizational goal.

� Persistence- Exerting effort to achieve goal

Six C’s of Motivation

ChoicesChallenges

Collaboration

Constructing MeaningConsequences

Control

Basic Model of Motivation

Needs or expectations

Result inDrive force

(Behavior orAction)

Desired Goals

Which Providesfulfillments

Feedback

Theories of Motivation

Process Theories of Motivation

Emphasis on actual process of motivation.

� Three needs Theory ( McClelland)

� Goal-setting Theory

� Reinforcement Theory� Reinforcement Theory

� Designing Motivating theory

� Equity Theory

� Expectancy Theory

� Content TheoriesTo emphasis on what motivates individuals.

� Wide range of theories

� Abraham Maslow (1908-1970)� Abraham Maslow (1908-1970)

� Maslow’s need Hierarchy

� Macgregor (1917-1998)� Macgregor's Theories X & Y

� Frederick Hertzberg (1923-2000)� Herzberg’s two factors theory

Abraham H. Maslow’s

Abraham H. Maslow’s Theory

Maslow’s Theory

� An understanding of basic human motivational theory is vital to effective leadership.

� According to Maslow, human motivation is based on a hierarchical system of needs. In ascending order, there are physiological needs, safety

order, there are physiological needs, safety needs, love and belonging needs, status and esteem needs, and the need for self-actualization and self-fulfillment.

Maslow’s Theory

Philosophy

“We each have a hierarchy of needs that ranges from "lower" to "higher." As lower needs are fulfilled there

is a tendency for other, higher needs to emerge.”is a tendency for other, higher needs to emerge.”

� Maslow’s theory maintains that a person does not feel a higher need until the needs of the current level have been satisfied.

Maslow’s Hierarchy of needs theory

� Needs were categories as five levels of lower-higher-order needs.

� Individual must satisfy lower-level needs before they can satisfy higher order needs.

� Satisfied needs will no longer motivate.� Motivating a person depends on knowing at what level � Motivating a person depends on knowing at what level

that a person is on the hierarchy.

Lover order ( External ) : Physiological and safety needs

Higher order ( Internal ) : Social, Esteem, and Self-actualization

Physiological Needs

� Food

� Oxygen

Basic Human Needs

Physiological Needs

� Water

� Clothing

� Sex

The Physiological Needs

� Basic needs such as hunger, thirst, warmth, air, and so on.

� They may include various sensory pleasures as touch, hearing, tasting, smelling, under certain

touch, hearing, tasting, smelling, under certain circumstances.

� If these needs are unsatisfied, all other needs may become nonexistent or be pushed into the background.

Safety Needs

� Protection

� Stability

Safety and Security

Safety Needs

� Stability

� Pain Avoidance

� Routine/Order

The Safety Needs

� These include such things as shelter from the elements, feeling secure from attack, freedom from disorder, fear and anxiety.

� Individuals being motivated at this level often seek

� Individuals being motivated at this level often seek out a protector, or stronger people on whom they depend.

Social Needs

� Affection

� Acceptance

Love and Belonging

Social Needs

� Acceptance

� Inclusion

The Social Needs

� These needs concern the desire to affiliate with others, be accepted, and to belong.

� The lack of fulfillment of these needs is the most core cause of cases of maladjustment and many

core cause of cases of maladjustment and many other psychological problems.

� Love needs involve both giving and receiving. Feeling accepted and wanted.

Esteem Needs

Esteem� Self-Respect

� Self-Esteem

� Respected by

Others

The Esteem & Respect Needs

� These include such things as the need to achieve, feel competent, and gain approval and recognition. Recognition by others of competence and accomplishments.

� Satisfaction of these needs leads to feelings of self-confidence, worth, strength, and capability.

� Thwarting these needs produces feelings of inferiority, weakness, and helplessness.

Self-Actualization

� Achieve full potential

� Fulfillment� Fulfillment

� Satisfaction

Self-actualization

� These refer to the need to find self-fulfillment and realize one’s unique potential.� This stage usually not accomplished during adolescence.

� One becomes more wise and automatically knows what to do in a wide variety of situations.� We test ourselves for its own sake, to prove our worth to ourselves

� We test ourselves for its own sake, to prove our worth to ourselves and to show we can “still do it”. Taking risks is another phrase for that.

� The only reason that people would not move through the needs to self-actualization is because of the hindrances placed in their way by society. Example:� Education is often a hindrance with imposed ideas of the culture.

� On the other hand respectful teaching promotes personal growth.

Typical Issues

� 11-14 year olds

� Fear of unknown concerning sexuality.

� Fear of being unpopular.

� Fear of being selected first

(having to lead a team or group).

� Fear of being selected last

(implying being disliked or unpopular).

� Fear of not being able to complete homework, schoolwork, project.

� Extreme concern over emotional happiness/unhappiness.

Typical Issues

� 15-18 year olds

� Fear of sexuality (based on lack of information concerning sex).

� Fear that another peer will vie for the person they are dating.

dating.

� Fear of being ridiculed in class when asked to speak or demonstrate.

� Fear that adults will interpret roles for them (they seek to define themselves in relation to peers and their own values and goals).

� Fear of inadequate vocational or academic training.

Meeting Needs in the Classroom

� As TTO, it is lecturer’s responsibility to meet the five basic levels of needs in the classroom. Implementation strategies include:

Implementing in the Classroom

Self-Actualization

�Provide challenges

�Encourage autonomy

Esteem �Feedback

�Acknowledge success

Social �Introductions

�Interact with students

�Inclusive activities

Safety �Maintain a safe and non-threatening atmosphere

�Create a comfortable environment

Physiological �Room temperature

�Pacing/Breaks

Fredrick Herzberg’s

Theory

Herzberg’s ‘Motivation-Hygiene’ Theory

� Two independent scales:

� Satisfaction and No Satisfaction

� These are the motivators

Dissatisfaction and No Dissatisfaction� Dissatisfaction and No Dissatisfaction

� Hygiene or maintenance factors

Comparison of Hygiene and Motivators

� Hygiene Factors

� College policies

� Teacher habits

� Working conditions

� Motivators

� Recognition

� Achievement

� Work itself

� Working conditions

� Relationship with peers

� Status

� Security

These factors contribute to dissatisfaction.

� Work itself

� Responsibility

� Opportunity for advancement

� Growth

These factors contribute to satisfaction.

Job Satisfaction

Job satisfaction and job dissatisfaction are created in different factors.

Hygiene factors- Extrinsic ( Environmental ) factors that create job dissatisfaction.

Motivation Factors- Intrinsic ( Psychological ) factors that create job satisfaction.

Attempted to explain why job satisfaction does not result in increased performance. The opposite of satisfaction is not dissatisfaction but rather no satisfaction.

Motivation–Hygiene Theory of Motivation

• Achievement

Motivation factors increase job satisfaction

• Company policy &

administration

• Supervisor

• Interpersonal relations

• Working conditions • Achievement

• Achievement recognition

• Work itself

• Responsibility

• Advancement

• Growth

• Salary?Hygiene factors avoid

job dissatisfaction

• Working conditions

• Salary

• Status

• Security

GERMAN-MALAYSIAN INSTITUTE (IMT 2412)Maslow theories\Fedrick Hertzberg's Theory

Douglas McGregor's

Theory

McGregor’s Theory X and Y

Theory X

Assume that workers have little ambition, dislike work, avoid responsibility, and require close

supervision.

Theory YTheory Y

Assumes that workers can exercise self-direction, desire, responsibility, and like to work.

Assumption

Motivation is maximized by participative decision making, interesting jobs, and good group relation.

Maslow theories\Teoria X e Y de McGregor - 2o ano A - FACAMP_WMV V9.wmv

Motivational Theories X & Y

Theory Y - a set of

assumptions of how to

manage individuals

motivated by higher motivated by higher

order needs

Theory X - a set of

assumptions of how to

manage individuals

motivated by lower order

McClelland's

Theory

McClelland's ‘Need for Achievement’ Theory

� Three needs

� Need for Achievement: need to excel

� Need for Power: need to control or influence others

� Need for Affiliation: need to associate with others. (Form interpersonal relationships)

� Link to parental expectations

Teamwork

(Refer Pg 54-112 )

Definition

A team can be defined as a group of people

� with different skills

� with different tasks

� who work together towards a common project

� with a meshing of functions � with a meshing of functions

� with mutual support

Characteristics - Purpose

� Members support the purpose and take

direction from it for their work.

� Lack of clear purpose is one of the most

frequent difficulties groups encounter.

� Members are often surprised that the group’s

purpose isn’t as clear to others as it is to

themselves

Communication

� Open & direct enough to be able to honestly

discuss any problem it faces.

� Including its own performance and problems

related to performancerelated to performance

Leadership

� Sufficient leadership within the group.

� Including designated leader/managers for

relevant tasks.

Review

� Group regularly reviews how it’s going in

several vital areas:

• Relevance of work to what is required.

• Quality of work as compared to client expectations.• Quality of work as compared to client expectations.

• Progress of work as compared to required timelines.

Structure

� Group has appropriate organizational

� structure.

Resources

� Adequate resources exist for group to perform its

functions well:

� Member skills

� Tools

� Systems� Systems

� Facilities

� Budgets

Synergy

Quality which makes a group greater than the sum of its

parts. It rests on the tangible support given by one team

member to another.

� Enhanced creativity

� Collective wisdom� Collective wisdom

� Deeper commitment

� Greater resourcefulness

� Tougher resilience

What does good teamwork look like?

� Seeking out other’s opinions and involvement in matters

that concern them before making decisions or plans

final.

� Trusting the team to develop a consensus on an issue,

even if it takes a little more time. even if it takes a little more time.

� Voluntarily offering your own relevant experiences, ideas

and findings to colleagues who could use them.

� Acknowledging a colleague’s contribution –sharing the

credit.

Being in Good Team

� Being non defensive and receptive to the suggestions,

ideas opinions and needs of colleagues. Making the effort

to understand before criticizing.

� Considering impact of your plans on others. � Considering impact of your plans on others.

� Being unwilling to criticize a third party who isn’t present, not gossiping.

� Coming prepared to present or participate when you have a role in meetings.

Being in Good Team

� Expressing appreciation for teamwork extended to you that

was helpful.

� Identifying and helping pick up loose ends even though

they may not be your responsibility.

� Keeping people advised of changes, developments and � Keeping people advised of changes, developments and

new information on a task or project.

� Being supportive of the team’s objectives once they are

Starting Point

� Get people together and just start talking.

� Ask yourselves ‘what do we stand for?’

� What is it we’re trying to do?’

� Lets name ourselves.

� Create a statement that outlines your company’s mission,

its values, and its guiding principles.

Listening Skills

� Be present

� Our ‘little voice’ is one of the biggest barriers to active

listening. Choose to be present.

� Focus on the speaker and the message

TEAM SYNERGY

What is it..?

Relationships

Teamwork

Leadership

MORE DYNAMIC TEAM

Definition

� Synergy is the highest activity of life, it creates new

untapped alternatives, it values and exploits the mental

emotional and psychological differences between people.

What is team synergy…?

� Team Synergy focuses on creating successful teams

� Team Synergy is completely customizable, based on your goals for your team.

What does team synergy do?

� Focuses on all three of the critical team building components -relationships, teamwork and leadership.

Contd…

Facilitates group learning through team problem-solving activities

Contd…

Challenges the individual to break through theirpreconceived notions of what they can do, whilereceiving team support

How to energize your team… and keep it going…?

1. Set a positive example.

2. Give support to create trust.

3. Develop an open line of communication.

4. Create regular and productive meetings.

5. Assess strengths and weaknesses.

BRUCE TUCKMAN’S 4-Stage Model

Forming - the team tries to figure out its goals, roles and processes.

2nd…

Storming - this is the negotiation phase when egos emerge and turf wars develop.

3rd…

Norming - once issues are resolved, team members work well together.

4th…

Performing - this is where true team synergy happens and the maximum benefit of teamwork is achieved.

Team Roles

“Nobody is perfect, but a team can be”-anonymous

Team Roles

How do you build a perfect team out

of imperfect people?

The perfect individual could be described as:

Out-going Organised MotivatingCreative Hard-driving ObjectiveDiplomatic Meticulous KnowledgeableDiplomatic Meticulous Knowledgeable

Unlikely to find all of these qualities in one person...

People at work have a…

� Functional Role

� job title & function

� experience &

� Team Role

� that person’s tendency to behave, contribute and inter-relate with &

� experience & expertise

� not personal characteristics or aptitudes

and inter-relate with others in a particular way

Benefits of Team Role Theory

� Recognise strengths

� More tolerance for weaknessesweaknesses

� A language to talk about behaviour

Resolving Conflict

Definition

� A situation in which someone believes that his or her

own needs have been denied.

� It is simply defined as disagreement, be it violent or

subtle form between two persons or parties.

“The goal of organizational leadership is not to eliminate conflict, but to use it.”

“Conflict is a predictable social phenomenon and should be channeled to useful purposes.”

conflict resolution\Conflict Resolution _ Voiceover by Mike Ragogna_WMV V9.wmv

Symptoms Of Conflict

� Tensions.

� No desire to communicate.

� Work not done properly.

� Disastrous meetings.

� Anger occurs quickly and easily.

� Failing productivity.

� Slipping morale.

� Absenteeism.

� Accidents.

� Escalating costs.

� Slamming doors.

� Shouting.

� Bad times.

Symptoms Of Conflict

� The employee (or employees) involved display no desire to communicate.

� Bad tempers are evident.

� Productivity is falling.

� Morale is slipping.

� One or more of those involved frequently calls in sick.

� Accidents and errors become more frequent.

� Disagreements become more pronounced

(shouting, slamming doors, etc.)

Sources of Conflict

� Scheduling and Staffing

� Communication Breakdowns

� Priorities and Differing Expectations

� Cost and Financial Objectives

� Pressure and administrative procedures

� Personality Conflicts and personal problems

� Inadequate Interpersonal Skills

Conflict Management

� Conflict management is the process of planning to avoid conflict where possible and organising to resolve conflict where it does happen, as rapidly and smoothly as possible.

Competition vs. Conflict

� Both occurs when 2 or more parties engage.

� Differ in degree of self interest displayed .

� In conflict one party prevents the success of other.

E.g.: Hockey, football.

� In competition no direct interference of one party with other.

E.g.: track events.

Competition

Conflict

Dealing With Conflict

� Three basic methods of resolving situations that have

reached the stage of open conflict are ,

� NEGOTIATION

� MEDIATION

� ARBITRATION

Dealing With Conflict

The Five A’S� Avoidance.

� Acceptance.

� Adaptation.

� Adamancy.

� Attack (push back).

Conflict Resolution

� The Accommodator

� The Competitor

� The Avoider

� The Compromiser

� The Collaborator

Question and Answer Question and Answer Session

Q&A (Case Study)

� The manager of A.B.C.Sdn.Bhd. Realized that the level of moral and motivation of their employees was very low and there was dissatisfaction among the employees. Labor productivity was also found to be very low. After investigating the causes of dissatisfaction, the managers decided that if employees were to be motivated, there was a need to establish and maintain good interpersonal relation, over and above good salary, job security, proper working conditions and supervision.proper working conditions and supervision.

� So they put in sincere efforts to improve all these factors during one year. Yet, surprisingly, they came to know that in spite of reduction in the degree of dissatisfaction, the level of morale and motivation was low and there was no significant increase in their productivity. Therefore, the managers are worried.

What managerial problem is involved in the above case? Suggest solution and make argument to justify your answer.

THANK YOU FOR YOUR ATTENTION !!!

Come Together Work Better…

Prepared by, Lukshman RaoMohd HafizIrshad Safiq

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