GROUP MEMBERS

• NANCY SAWARIA 192• SAUMYA VERMA 275• MAYANK KASHYAP 314• MANSHA BAJAJ 321

What is motivation?

Motivation is a Latin word, which means to move.

It is the willingness of an individual to respond to organisational requirements.

Koontz O’Donnell defines it as “ a general term applying to the entire class of drives, desires, needs wishes & similar forces that induce an individual or a group of people at work.”

What is motivation?

It can also be defined as “a willingness to expand energy to achieve a goal or a reward. It is a force that activates dormant energies & sets in motion the action of people. It is the function that kindles a burning passion for action among the human beings of an organisation.”

Performance = Ability x Motivation

Basic model of motivation

Needs or expectations

Result in Drive force(Behavior or

Action)

To Achieve

Desired Goals

Which Providesfulfillments

Feedback

Nature / characteristics of motivation1. Unending process: human wants keep changing &

increasing.2. A psychological concept: deals with the human

mind.3. Whole individual is motivated: as it is based on

psychology of the individual.

4. Motivation may be financial or non-financial: Financial includes increasing wages, allowance, bonus, perquisites etc.

5. Motivation can be positive or negative: positive motivation means use of incentives - financial or non-financial. Egs. of positive motivation: confirmation, pay rise, praise etc. Negative motivation means emphasizing penalties. It is based on force of fear. Eg. demotion, termination.

6. Motivation: motivation & job satisfaction are different. Motivation is goal-oriented behaviour. Job satisfaction is the outcome of job performance.

Classification of motivation1. Positive and negative

2. Financial and non – financial

3. Extrinsic and intrinsic:

Extrinsic motivation is available only after completion of the job. Eg. increase in wages, rest periods, holidays etc.

Intrinsic motivation is available at the time of performance of a job. Eg. praise, recognition, delegation of authority & responsibility.

Techniques of Motivation• 1. Financial incentives:  First techniques of motivation are financial

incentives as money is indicator of success. Therefore it fulfills psychological safety and status need as people satisfy their needs by money. Wages, salary motivates employees to perform better.

• 2. Job enlargement: Under this technique, task assigned to do job are increased by adding simile task.   So the scope of job enlargement is high for the motivation of subordinates. It is also known as horizontally leading of job.

 • 3. Job enrichment: Under this technique jobs are made challenging

and meaningful by increasing responsibility and growth opportunities. In such technique of motivation, planning and control responsibility are added to the job usually with less supervision and more self evaluation. It is also called vertical leading.

 

4. Job rotation: it refers to shifting an employee from one job to another. Such job rotation doesn’t mean hanging of their job but only the employees are rotated. By this it helps to develop the competency in several job which helps in development of employees. 5. Participation : Participation refers to involvement of employee in planning and decision making .it helps the employees feel that they are an asset of the organization which helps in developing ideas to solve the problems. 6. Delegation of authority : Delegation of authority is concerned with the granting of authority to the subordinates which helps in developing a feeling of dedication to work in an organization because it provides the employees high morale to perform any task.

7. Quality of work life : It is the relationship between employees’ and the total working environment of organization. It integrates employee needs and well being with improves productivity, higher job satisfaction and great employee involvement. It ensures higher level of satisfaction. 8. Management by objectives : It is used as a motivation and technique for self control of performance. By this technique superior and subordinates set goals and each individual subordinates responsibilities clearly defined which help to explore the sill and use in the organization effectively. 9. Behavior modification : The last technique of motivation is behavior modification. It develops positive motivation to the workers to do the work in desired behavior in order to modify behavior.

THEORIES OF MOTIVATION

NEED BASED THEORIES

MASLOW’S NEED

HIERARCHY

MCGREGOR'S THEORY X

AND THEORY Y 

HERZBERG’S MOTIVATION

THEORY

ERG THEORY OF

MOTIVATION

MCCLELLAND’S THEORY OF

NEEDS

MASLOW'S NEED HIERARCHY

Five need levels shown in the previous slide are-

Physiological needs, or the need

for basic necessities such as food,

water, and shelter. Safety needs, or the need

for security in both home and

work. Social needs, or the need

for being loved, acceptance, and

group affiliation. Esteem needs, or the need

for recognition and

acknowledgment, and self-respect. Self-actualization needs,

or the need to develop to one's fullest

potential.

• Man is a wanting being, i.e. his wants are growing continuously even when some wants are satisfied. They can be arranged in a hierarchy of importance progressing from a lower to a higher order of needs.

• Needs have a definite hierarchy of importance. As soon as needs on a lower level are fulfilled, those on the next level will emerge and demand satisfaction. This suggests that bread (food) is essential and is a primary need of every individual. However, he feels the other needs when his physiological needs are fulfilled. In brief, bread is important but man does not live by bread alone. There are other needs which influence behaviour of people (employees) to work. This is the basic feature of Maslow's need hierarchy.

• A satisfied need does not act as a motivator.• As one need is satisfied, another replaces it.

LIMITATIONS OF HIERARCHY OF NEEDS THEORY

• Maslow's theory is over simplified and is based on human needs only. There is lack of direct cause and effect relationship between need and behaviour.

• Needs of all employees are not uniform. Many are satisfied only with physiological needs and security of employment.

• It is essential to note that not all employees are governed by same set of needs. Different individuals may be driven by different needs at same point of time. It is always the most powerful unsatisfied need that motivates an individual.

• The pattern of hierarchy of needs as suggested by Maslow may not be applicable uniformly to all categories of employees.

• Maslow's assumption of 'need hierarchy' does not hold good in the present age as each person has plenty of needs to be satisfied, which may not necessarily follow Maslow's need hierarchy.

• Maslow's theory is widely accepted but there is little empirical evidence to support it. It is largely tentative and untested. His writings are more philosophical than scientific.

IMPLICATIONS FOR MANAGERS• For the PHYSIOLOGICAL NEEDS, the managers should give employees

appropriate salaries to purchase the basic necessities of life. Breaks and eating opportunities should be given to employees.

• For the SAFETY NEEDS, the managers should provide the employees job security, safe and hygienic work environment, and retirement benefits so as to retain them.

• For the SOCIAL NEEDS, the management should encourage teamwork and organize social events.

• For the ESTEEM NEEDS, the managers can appreciate and reward employees on accomplishing and exceeding their targets. The management can give the deserved employee higher job rank / position in the organization.

• For the SELF-ACTUALIZATION NEEDS, the managers can give the employees challenging jobs in which the employees’ skills and competencies are fully utilized. Moreover, growth opportunities can be given to them so that they can reach the peak.

The managers must identify the need level at which the employee is existing and then those needs can be utilized as push for motivation.

MCGREGOR'S THEORY X AND THEORY Y 

Theory X This assumes that employees are naturally unmotivated and

dislike working, and this encourages an AUTHORITARIAN STYLE OF MANAGEMENT. According to this view, management must actively intervene to get things done. This style of management assumes that workers:

Dislike working. Avoid responsibility and need to be directed. Have to be controlled, forced, and threatened to deliver what's

needed. Need to be supervised at every step, with controls put in place. Need to be enticed to produce results; otherwise they have no

ambition or incentive to work. X-Type organizations tend to be top heavy, with managers and

supervisors required at every step to control workers. There is little delegation of authority and control remains firmly centralized.

Theory Y This expounds a PARTICIPATIVE STYLE OF MANAGEMENT

that is de-centralized. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility. It assumes that workers:

Take responsibility and are motivated to fulfil the goals they are given.

Seek and accept responsibility and do not need much direction. Consider work as a natural part of life and solve work problems

imaginatively. This more participative management style tends to be more

widely applicable. In Y-Type organizations, people at lower levels of the organization are involved in decision making and have more responsibility.

BASIS THEORY X THEORY Y

Motivation Theory X assumes that people dislike work; they want to avoid it and do not want to take responsibility.

Theory Y assumes that people are self-motivated, and thrive on responsibility.

Management Style and Control

In a Theory X organization, management is authoritarian, and centralized control is retained.

In Theory Y, the management style is participative: Management involves employees in decision making, but retains power to implement decisions.

BASIS THEORY X THEORY YWork Organization

Theory X employees tend to have specialized and often repetitive work.

In Theory Y, the work tends to be organized around wider areas of skill or knowledge; Employees are also encouraged to develop expertise and make suggestions and improvements.

Rewards and Appraisals

In Theory X organizations, performance appraisal is part of the overall mechanisms of control and remuneration.

In Theory Y organizations, appraisal is also regular and important, but is usually a separate mechanism from organizational controls. Theory Y organizations also give employees frequent opportunities for promotion.

Application Although Theory X management style is widely accepted as inferior to others, it has its place in large scale production operation and unskilled production-line work.

Many of the principles of Theory Y are widely adopted by types of organization that value and encourage participation. Theory Y-style management is suited to knowledge work and professional services.

Implications of Theory X and Theory Y Quite a few organizations use Theory X today. Theory

X encourages use of tight control and supervision. It implies that employees are reluctant to organizational changes. Thus, it does not encourage innovation.

Many organizations are using Theory Y techniques. Theory Y implies that the managers should create and encourage a work environment which provides opportunities to employees to take initiative and self-direction. Theory Y encourages decentralization of authority, teamwork and participative decision making in an organization.

HERZBERG’S MOTIVATION THEORY

What do people want from their jobs? Do they just want a higher salary? Or do they want security, good relationships with co-workers, opportunities for growth and advancement – or something else altogether?

The psychologist Fredrick Herzberg asked the same question in the 1950s and 60s as a means of understanding employee satisfaction. He set out to determine the effect of attitude on motivation, by asking people to describe situations where they felt really good, and really bad, about their jobs. What he found was that people who felt good about their jobs gave very different responses from the people who felt bad.

These results form the basis of Herzberg's Motivation-Hygiene Theory (sometimes known as Herzberg's Two Factor Theory).

• Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term. But if these factors are absent, then they lead to dissatisfaction. Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to avoid dissatisfaction. Hygiene factors include:

• Pay • Company Policies and administrative

policies • Fringe benefits • Physical Working conditions• Status• Interpersonal relations • Job Security

Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors motivate the employees for a superior performance. These factors are called satisfiers. Motivational factors include:•Recognition•Sense of achievement •Growth and promotional opportunities •Responsibility •Meaningfulness of the work

• According to the Two-Factor Theory there are four possible combinations:• HIGH HYGIENE + HIGH MOTIVATION: The ideal situation where employees are highly motivated and

have few complaints.• HIGH HYGIENE + LOW MOTIVATION: Employees have few complaints but are not highly motivated.

The job is viewed as a pay check.• LOW HYGIENE + HIGH MOTIVATION: Employees are motivated but have a lot of complaints. A

situations where the job is exciting and challenging but salaries and work conditions are not up to par.

• LOW HYGIENE + LOW MOTIVATION: This is the worst situation where employees are not motivated and have many complaints.

Motivation-Hygiene Theory

• Herzberg's findings revealed that certain characteristics of a job are consistently related to job satisfaction, while different factors are associated with job dissatisfaction. These are:

Factors for Satisfaction Factors for Dissatisfaction

Achievement Company policies

Recognition Supervision

The work itself Relationship with supervisor and peers

Responsibility Work conditions

Advancement Salary

Growth Status

Security

• The conclusion he drew is that job satisfaction and job dissatisfaction are not opposites.

• The opposite of Satisfaction is No Satisfaction.• The opposite of Dissatisfaction is No Dissatisfaction.• REMEDYING THE CAUSES OF DISSATISFACTION WILL NOT CREATE

SATISFACTION. NOR WILL ADDING THE FACTORS OF JOB SATISFACTION ELIMINATE JOB DISSATISFACTION.

• If you have a hostile work environment, giving someone a promotion will not make him or her satisfied. If you create a healthy work environment but do not provide members of your team with any of the satisfaction factors, the work they're doing will still not be satisfying.

• According to Herzberg, the factors leading to job satisfaction are "separate and distinct from those that lead to job dissatisfaction." Therefore, if you set about eliminating dissatisfying job factors, you may create peace but not necessarily enhance performance. This placates your workforce instead of actually motivating them to improve performance.

PROCESS• Step One: Eliminate Job Dissatisfaction• Herzberg called the causes of dissatisfaction "hygiene

factors." To get rid of them, you need to:• Fix poor and obstructive company policies.• Provide effective, supportive and non-intrusive supervision.• Create and support a culture of respect and dignity for all

team members.• Ensure that wages are competitive.• Build job status by providing meaningful work for all positions.• Provide job security.

• Step Two: Create Conditions for Job Satisfaction• To create satisfaction, Herzberg says you need to address the

motivating factors associated with work. He called this "job enrichment." Things to consider include:

• Providing opportunities for achievement.• Recognizing people's contributions.• Creating work that is rewarding and that matches people's skills and

abilities.• Giving as much responsibility to each team member as possible.• Providing opportunities to advance in the company through internal

promotions.• Offering training and development opportunities, so that people

can pursue the positions they want within the company.

ERG Theory of Motivation

• To bring Maslow’s need hierarchy theory of motivation in synchronization with empirical research, Clayton Alderfer redefined it in his own terms. His rework is called as ERG theory of motivation. He re-categorized Maslow’s hierarchy of needs into three simpler and broader classes of needs:

Exi

sten

ce n

eeds

• These include need for basic material necessities. In short, it includes an individual’s physiological and physical safety needs.

Rel

ated

ness

nee

ds• These include the

aspiration they have for maintaining significant interpersonal relationships, getting public fame and recognition. Maslow’s social needs and external component of esteem needs fall under this class of need.

G

row

th n

eeds

• These include need for self-development and personal growth and advancement. Maslow’s self-actualization needs and intrinsic component of esteem needs fall under this category of need.

• Even though the priority of these needs differ from person to person, Alberger's ERG theory prioritises in terms of the categories' concreteness.

• Existence needs are the most concrete, and easiest to verify.

• Relatedness needs are less concrete than existence needs, which depend on a relationship between two or more people.

• Finally, growth needs are the least concrete in that their specific objectives depend on the uniqueness of each person.

Relationship• There are three relationships among the different

categories in Alderfer's ERG theory:• Satisfaction-progression

Moving up to higher-level needs based on satisfied needs.The progression upward from relatedness satisfaction to growth desires does not presume the satisfaction of a person's existence needs.

• Frustration-regressionIf a higher level need remains unfulfilled, a person may regress to lower level needs that appear easier to satisfy.Frustration-regression suggests that an already satisfied need can become active when a higher need cannot be satisfied. Thus, if a person is continually frustrated in his/her attempts to satisfy growth, relatedness needs can resurface as key motivators.

• Satisfaction-strengtheningStrengthening a current level of satisfied needs. Satisfaction-strengthening indicates that an already satisfied need can maintain satisfaction or strengthen lower level needs iteratively when it fails to gratify high-level needs.

Differences between ERG theory and Maslow's model• Alderfer's ERG motivation theory differs from Maslow's theory in three ways:• A lower level need does not have to be gratified (i.e., a person may satisfy a

need at hand, whether or not a previous need has been satisfied);• If a relatively more significant need is not gratified, the desire to gratify a lesser

need will be increased (i.e., the frustration in meeting high-order needs might lead a person to regress to a more concrete need category);

• Alderfer's ERG theory allows the order of the needs to differ for different people.

MCCLELLAND’S THEORY OF NEEDS

• This theory states that human behaviour is affected by three needs - Need for Power, Achievement and Affiliation.

• Need for achievement is the urge to excel, to accomplish in relation to a set of standards, to struggle to achieve success.

• Need for power is the desire to influence other individual’s behaviour as per your wish. In other words, it is the desire to have control over others and to be influential.

• Need for affiliation is a need for open and sociable interpersonal relationships. In other words, it is a desire for relationship based on co-operation and mutual understanding.

Understanding McClelland's Theory

• David McClelland identified three motivators that he believed we all have: a need for achievement, a need for affiliation, and a need for power. People will have different characteristics depending on their dominant motivator.

• McClelland says that, regardless of our gender, culture, or age, we all have three motivating drivers, and one of these will be our dominant motivating driver. This dominant motivator is largely dependent on our culture and life experiences.

• McClelland's Human Motivation Theory is also known as Three Needs Theory, Acquired Needs Theory, Motivational Needs Theory, and Learned Needs Theory.

Those with a strong power motivator are often divided into two groups: personal and institutional. People with a personal power drive want to control others, while people with an institutional power drive like to organize the efforts of a team to further the company's goals. As you can probably imagine, those with an institutional power need are usually more desirable as team members!

Dominant Motivator Characteristics of This Person

Achievement Has a strong need to set and accomplish challenging goals.Takes calculated risks to accomplish their goals.Likes to receive regular feedback on their progress and achievements.Often likes to work alone.

Affiliation Wants to belong to the group.Wants to be liked, and will often go along with whatever the rest of the group wants to do.Favours collaboration over competition.Doesn't like high risk or uncertainty.

Power Wants to control and influence others.Likes to win arguments.Enjoys competition and winning.Enjoys status and recognition.

Using the Theory Step 1: Identify Drivers Examine your team to determine which of the three motivators is dominant for each

person. You can probably identify drivers based on personality and past actions. For instance, perhaps one of your team members always takes charge of the group

when you assign a project. He speaks up in meetings to persuade people, and he delegates responsibilities to others to meet the goals of the group. He likes to be in control of the final deliverables. This team member is likely primarily driven by the power.

You might have another team member who never speaks during meetings. She always agrees with the group, works hard to manage conflict when it occurs, and visibly becomes uncomfortable when you talk about doing high-risk, high-reward projects. This person is likely to have a strong need for affiliation.

Step 2: Structure Your Approach Based on the driving motivators of your workers, structure your leadership style and

project assignments around each individual team member. This will help ensure that they all stay engaged , motivated, and happy with the work they're doing.

Process Based theory5 Types of Theory

Equity Theory Expectancy Theory Kahler’s Driver Theory The Needs Goal Setting Theory Porter-Lawler Theory

Equity Theory Of MotivationIt is a process theory that explores an

individual’s motivation to work based on the fairness or sense of equality he detects in the relationship, comparing the amount of effort he puts into any given situation to the benefits he is receiving. If there is any type of inequality perceived, the individual will feel distressed, whether he is giving too much or giving too little, and will act to rectify the inequity.

Expectancy Theory Of Motivation The Expectancy Theory of motivation

suggests that human beings are driven to accomplish a goal when they deem the benefits of achieving the goal desirable and because it seems likely that the goal can be reached. If a goal fits into the framework of an individual’s expectations, appearing worthwhile and doable, he will be motivated to reach it.

Three factors are implicated in this process

The goal must have valence (or value ).

A sense of instrumentality, or belief that there is a way to complete the goal, must be present.

The individual must have a sense of expectancy, meaning that he feels capable of taking the steps to achieve the goal.

Kahler’s Driver Theory This theory explores the different drives that motivate

us when we interact with one another. The drivers that Kahler suggests govern our interactions with one another are:

the drive to be perfect, the drive to be strong, the drive to act quickly, the drive to please others, and the drive to try hard. He suggests that we are motivated by social cues in our

individual environments to act a certain way, which always falls into one of those five categories.

The Needs Goal Setting Theory The Needs Goal-Setting Theory puts forth the idea that

individuals respond with great motivation when they presented with a goal that appears achievable, has clear parameters, and will garner them positive feedback. The number one thing that motivates us, according to this theory, is our own desire to work. The parameters that will cause an individual to want to work are:

a goal that fits into his value scheme, a goal that is clear and specific, a goal that is challenging but realistic, and positive feedback

from those around the individual.

According to this theory, knowing that we have multiple, particularly defined tasks to complete within a finite amount of time will motivate us to complete the tasks more quickly than if we had one ambiguous, long-term goal.

Porter-Lawler Theory This Theory is similar to the Expectancy Theory of

motivation in that they agree with the premise that an individual is motivated to complete an action based on what they expect to receive upon completion.

This theory further delineates the two types of rewards or benefits that we might expect to get upon reaching a goal.

Intrinsic rewards come from within us and include rewards such as self-satisfaction or feeling a sense of accomplishment.

Extrinsic rewards include rewards such as a pay raise or bonus for reaching a sales goal.

A Case Study on TESCO

• Tesco began in 1919 with one man, Jack Cohen, a market stallholder selling groceries in London. TESCO was formed out of a merger with T.E. Stockwell from whom he purchased tea for sale on the stall. The first store opened in 1929.

• Since then, Tesco has expanded across the world. It now has over 2,200 stores including hypermarkets and Tesco Express outlets. As a conglomerate Tesco also offers alternative goods and services such as insurance, banking and online shopping.

• With net profits of around £3.4 billion Tesco has become the largest British retailer and one of the world's leading retail outlets on three continents. Tesco's growth has worldwide workforce of over 468,000 employees.

 Tesco considers that the business depends on two groups of people customers and staff. It appreciates that staff are unique and have diverse lifestyles outside of work. To this end Tesco supports staff with a work/life balance and offers reward through:* flexible working * free or reduced rate health benefits* discount gym membership* competitive salaries * staff discount* company share options.Valuing employees : Tesco has discovered that it is important to create trust and respect. It has found that by valuing employees, providing realistic goals and an interesting environment for them to work in, it increases employees’ motivation. At Tesco a motivated member of staff 'works in partnership with others to achieve individual and team objectives'. This means that he or she focuses on customers, treats people fairly and is determined and devoted to receiving feedback from others.

Tesco's Employee Reward Programme has some similarity to Taylor’s theory.

^According to Taylor s research, people worked purely for money.  However, there are factors other than money which motivate people in both their personal and working lives.

^Tesco goes far beyond Taylor and gives more than just simple pay increases. It supports the varied lifestyles of individual employees through relevant and targeted benefits.

^Many non-financial factors can and do motivate employees to improve their output like the desire to serve people, to improve personal skills or achieve promotion.

 The company also emphasises the development of the whole person & has implemented a system of 360 degree feedback.

* This is a personal development tool which provides feedback from a selection of people with whom the employee works. This helps employees to understand their behaviour, strengths and weaknesses within the workplace as others see them. * The idea of the programme is to 'Take People with You' and 'To Gain the Hearts and Minds of Others' in order to improve individuals and get things done efficiently.

Herzberg’s Two-Factor theory showed that certain factors were the true motivators or satisfiers. Hygiene factors, in contrast, created dissatisfaction if they were absent or inadequate. Dissatisfaction could be prevented by improvements in hygiene factors but these improvements would not alone provide motivation. To truly motivate an employee, a business needs to create conditions that make him or her feel fulfilled in the workplace.

Tesco aims to motivate its employees both by paying attention to hygiene factors and by enabling satisfiers. For example, it motivates and empowers its employees by appropriate and timely communication, by delegating responsibility and involving staff in decision making. It holds forums every year in which staff can be part of the discussions on pay rises. This shows recognition of the work Tesco people do and rewards them. Tesco staff can even influence what food goes onto its restaurant menus.

-A Short Case Study

*Employee Motivation

*I joined CVS Caremark project at TCS-Noida in November after a successful stint at Aviva in TCS-Bangalore, where I had worked as a trainee. I had always wanted to go back to my hometown and live with my parents and when I got a transfer to Delhi I didn’t waste a single moment in saying yes to the new project and heading towards Delhi. Many of my friends were also moving out from Bangalore at the same time which only made my decision easier. I felt that Caremark offered better career prospects, as it was a new project and we were offered to work on the current technologies that were in demand in the market I had done in my old job at Aviva. .I joined as Assistant.

* I was sure I would excel in my new position at Caremark, just as Systems Engineer at Caremark, with a handsome pay hike for  becoming a confirmed employee of the company. Caremark also had international operations and there was more than a slim chance that I would be sent to USA or the UK on a project. Knowing that this would give me a lot of exposure, besides looking good on my resume, I was quite excited about the new job . I joined Ashish Mehta's five-member team at Caremark. I had met Ashish during the interview sessions, and was looking forward to working under him. My team members seemed warm and friendly, and comfortable with their work.

* I introduced myself to the team members and got to know more about each of them . Wanting to know more about my boss, I casually asked Shobha, one of the team members, about Ashish. Shobha said, "Ashish does not interfere with our work. In fact ,you could even say that he tries to ignore us as much as he can. "I was surprised by the comment but decided that Ashish was probably leaving them alone to do their work without any guidance, in order to allow them to realize their full potential . At Aviva, I had worked under Sudhir Reddy and had looked up to him as a guide and mentor - always guiding, but never interfering. Sudhir had let me make my own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience . He rarely held an individual member of his team responsible if the team as a whole failed to deliver - for him the responsibility for any failure was collective. I remembered telling my colleagues at Aviva that the ideal boss would be someone who did not interfere with his/her subordinate's work.

*But before I could even finish, he told me that he was busy with other things, and that he would send  an email with the solution to all the members of the team by the end of the day, and that we could then implement it immediately . I was somewhat taken aback. However, ever the optimist, I thought that he had perhaps already discussed the matter with the team. I came out of Ashish's cabin and went straight to where my team members sat. I thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. I told them of all the solutions I had in mind . I waited for the others to come up with their suggestions but not one of them spoke up.

..

* I was surprised, and asked them point-blank why they were so disinterested . Sanjay, one of the team members, said, "What is the point in our discussing these things ? Ashish is not going to have time to listen to us or discuss anything. He will just give us the solution he thinks is the best, and we will just do what he tells us to do; why waste everyone's time ? "I felt my heart sink. Was this the way things worked over here? However, I refused to lose heart and thought that maybe, I could change things a little . But as the days went by, I realized that Ashish was the complete opposite of my old boss.

.

*Time and again, I found myself thinking of Sudhir, my old boss, and of how he had been such a positive influence. Ashish, on the other hand, even without actively doing anything, had managed to significantly lower my motivation levels .I gradually began to lose interest in the work - it had become too mechanical for my taste. I didn't really need to think; my boss had all the answers . I was learning nothing new, and felt my career was going nowhere. As I became more and more discouraged, my performance suffered. From being someone with immense promise and potential, I was now in danger of becoming just another mediocre techie.

*Questions for Discussion*1. What should Rohit do to

resolve his situation?*2. What can a team leader do to

ensure high levels of motivation among his/her team members?