158-L-1250 TSP\APP A APPENDIX A VIEWGRAPH MASTERS A-1.
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158-L-1250 TSP\APP A APPENDIX A VIEWGRAPH MASTERS A-1
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Transcript of 158-L-1250 TSP\APP A APPENDIX A VIEWGRAPH MASTERS A-1.
158-L-1250 TSP\APP A
APPENDIX A
VIEWGRAPH MASTERS
A-1
158-L-1250 TSP\APP A
MOTIVATION
“THE CAUSE OF ACTION”
VGT 1: Definition of Motivation
A-2
158-L-1250 TSP\APP A
MOTIVATIONAL TECHNIQUES
1. ETHICAL STANDARD BEARER.
2. COHESIVE SOLDIER TEAMS
3. REWARDS AND PUNISHMENT
4. RECOGNIZE AND MEET SUBORDINATE NEEDS
5. SERVE AS, AND DEVELOP, POSITIVE ROLE MODELS
VGT 2: Motivation Techniques
A-3
158-L-1250 TSP\APP A
A-4
VGT 3: Comparison of Alderfer, Maslow, and Herzberg’s Motivational Theories
Self-ActualizationGrowth
Motivational Factors Self Esteem (Self)
Self-Esteem (Others)
Relatedness Social Maintenance Factors
Security
Safety
Existence Physiological
ALDERFER MASLOW HERZBERG
COMPARISON OF ALDERFER, MASLOW AND HERZBERG’S THEORIES
158-L-1250 TSP\APP A
GOAL SETTING DEFINITION
“Goal setting is a process where leaders and their subordinates jointly identify common objectives, define subordinates’ major areas of responsibility in terms of the results expected, through mutual agreement obtain the subordinates’ personal commitment, and use these objectives as guides for operating the unit and assessing the contribution of each of its members.”
VGT 4: Definition of Goal Setting
A-5
158-L-1250 TSP\APP A
IS GOAL SETTING APPROPRIATE?SITUATIONS
SITUATION 1: YOUR SUPERVISOR BELIEVES THAT HE/SHE SHOULD MAKE ALL DECISIONS.
SITUATION 2: YOUR ORGANIZATION SERVES AS THE PROJECTOFFICE FOR THE COMMANDER. IT IS HARD TO PREDICTWHAT NEXT PROJECT WILL BE AND THE OFFICE IS CONSTANTLY UNDER TIME PRESSURES.
SITUATION 3: YOU HAVE TEN SUBORDINATES WORKING FOR YOU IN AN ADMINISTRATIVE DIVISION.
VGT 5: Is Goal Setting Appropriate?
A-6
158-L-1250 TSP\APP A
GOAL SETTING IS APPROPRIATE WHEN:
• THE GOALS ARE SPECIFIC AND REQUIRE HIGHER LEVEL EFFORT AND PERFORMANCE
• SUBORDINATES AND SUPERVISORS ARE COMMITTED TOTHE GOALS
• THE GOALS ARE LEGITIMATE FOR THE ORGANIZATION
• THE GOALS ARE ACCOMPANIED BY CONCRETE FEEDBACK
• THE LEADERSHIP DOES NOT SEE THE GOAL SETTING PROCESS AS A LOSS OF POWER
VGT 6: When Goal Setting Is Appropriate
A-7
