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MGMT 300 Integrated Core: Management

Motivation, Intrinsic, and Extrinsic

What is Motivation? Motivation: inner state that causes an individual to behave in a way that ensures the accomplishment of some goal

• What a person is motivated by

• Why a person is motivated by something

• How much a person is motivated by certain aspects

Why are you motivated to get your degree?

Intrinsic vs. Extrinsic Motivation Motivation is often thought of as being either:

Intrinsic: drive to do things for the sake of

doing them Extrinsic: drive to do

things for external reward OR

MGMT 300 Integrated Core: Management

Equity Theory of Motivation

Equity Theory of Motivation Definition: Motivation based on ratio of inputs and outcomes and whether ratio is fair compared to others

efforts, knowledge, skillsInputs: pay, recognition, other benefitsOutcomes:

Equity Theory of Motivation • Equity: Everyone putting in equal effort and getting

equal pay • Inequity: Coworker is putting in same effort but getting

paid more

If inequity What would you do?

Equity Theory of Motivation If mismatch between inputs and outcomes  motivated to change situation

1. Change inputs: put in less effort 2. Change outcomes: ask for raise/ more recognition 3. Alter perceptions: convince self that ratio is equitable 4. Change comparison other

Equity Theory and Employee Bad Behavior If inequity continues to persist  might lead to the employee…

• Working less / doing the bare minimum • Testing authority • Acting out / refusing to listen to rules • Becoming overly competitive • Quitting

MGMT 300 Integrated Core: Management Maslow’s Need Hierarchy and Importance of

Motivation

Maslow’s Need Hierarchy • Individuals need certain

resources to function

• Once a need is satisfied  no longer motivating and higher need is new motivation

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Why do Managers Need To Motivate Employees? • Unsatisfied needs lead to tension and frustration • Employees will search for ways to handle these

feelings

Why do managers need to motivate employees? • Unsatisfied needs lead to tension and frustration

• Employees will search for ways to handle these feelings

• Either do so through appropriate or inappropriate behavior

MGMT 300 Integrated Core: Management

Motivating Employees

How can we motivate employees?

How can we Motivate Employees? Communication can satisfy need for:

• Belonging • Recognition • Security

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

How can we Motivate Employees? Job Rotation: moving workers from job to job

• Helps reduce boredom • Improves training • Reduces absenteeism

How can we Motivate Employees? Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

How can we Motivate Employees? Job Enlargement: increasing the number of tasks an individual performs

• Employees like variety • Might enjoy more responsibility

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

How can we Motivate Employees? Job Enrichment: process of incorporating motivators into a job situation

Motivating Factors:

• Opportunities for achievement

• Opportunities for recognition

• Desirable working conditions

• Opportunities for personal growth

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

How can we Motivate Employees? Flextime: program of flexible working hours

• Employees can choose starting and ending times as long as same # of hours are worked

• Usually involves core time

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

How can we Motivate Employees? Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

Monetary incentives:

• Shares of company stocks • Bonuses for team or org performance

How can we Motivate Employees? Monetary incentives:

• Shares of company stocks • Bonuses for team or org performance

Nonmonetary incentives:

• Promoting from within • Emphasizing quality

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

MGMT 300 Integrated Core: Management

Leader vs. Manager

What is Leadership? Leadership: the process of directing the behavior of others toward the accomplishment of an objective

Leader vs. Manager Leader Manager

Innovates Administers Cares about and focuses on people doing the job

Makes sure that the job gets done

Develops people Maintains performance Inspires trust Relies on control Long-range perspective Short-range view His/her own person Good soldier

Effective Managers are Also Leaders

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

MGMT 300 Integrated Core: Management

Trait Approach

Trait Approach • Trait approach: Leadership best understood in terms of traits held by an

individual • Sometimes called “Great Man” Theories because they focus on studying

specific leaders and understanding their traits • Not the most popular because some individuals have the right traits but

are still not effective leaders • No consideration of context • Implies that leaders are born and NOT made • Leaves organizations in hunting mode: on the hunt for best leader

Trait Approach Trait approach: Leadership best understood in terms of traits held by an individual

MGMT 300 Integrated Core: Management

Behavior Approach

Behavior Approach • Behavioral Approach: Leadership is best understood in

terms of the actions taken by an indivdiual • Implies that leaders can be made

Ohio State Studies

Initiating Structure

Initiating Consideration+

Means by which leaders provide direction or structure to get workers to accomplish tasks

How the leader interacts on a personal level with followers

Example: Does the leader organize and define activities for employees?

Example: Is the leader considerate of followers’ concerns and feelings?

Behavior Approach

Behavior Approach • Behavioral Approach: Leadership is best understood in

terms of the actions taken by an indivdiual

• Implies that leaders can be made

• Mixed results on what the right mix of behaviors is. Generally believed that mix of both types of behaviors is best.

• Ignores context such as skill level of employees

• Became clear that need to consider not only behaviors, but context of leadership as well

MGMT 300 Integrated Core: Management

Contingency and Path-Goal Theories

Contingency Theory • Contingency theory: leadership understood in terms of

individual’s actions in different situations

• Ideal situations: good leader-follower relationship, structured and clear tasks, and leader has clear authority & power

• Different leadership styles required when one or all of these conditions are missing

• Example: unclear tasks  more initiating structure required

Path-Goal Theory of Leadership • Basic Premise:  Leader outlines goals for followers  Leader clears path that followers should take  Followers achieve goals and earn rewards contingent on

doing so

• Managers can facilitate job performance by showing employees how their performance directly affects receiving desired results

Path-Goal Theory of Leadership

telling followers what to do and how to do itDirective behavior:

being friendly with followers and showing interest in them as human beingsSupportive behavior:

seek suggestions from followers regarding business operations

Participative behavior:

setting challenging goals for followers to reach and expressing confidence in their abilities

Achievement behavior:

MGMT 300 Integrated Core: Management

Transformational, Servant, and Authentic Leadership

Transformational Leadership • Transformational leadership: leadership is the process of

inspiring a group to pursue goals and attain results

• General types of behaviors:  Charismatic  “Walk the talk” – back up beliefs with actions  Motivate followers to be questioning and creative  Pay attention to needs of individual followers

Transformational Leadership

Servant Leadership • Servant leadership: leader’s primary role is to help followers

in quests to satisfy personal needs, aspirations, and interests

• Places high value on service to others over self-interests

• Constantly strive to transform followers into wiser and more autonomous individuals

Servant Leadership Servant leaders tend to be:

Good listeners Persuasive

Aware of their

surroundings Empathetic Stewards

Authentic Leadership • Authentic Leadership: good leaders are genuine in thoughts

and actions

• Authentic leaders tend to be:

 Self-aware

 Transparent in their relationships with others

 Unbiased in decision making

 Moral

MGMT 300 Integrated Core: Management

Power and Influence and the Dark Side of Leadership

Power and Influence Approach Power and influence approach: leadership is best understood by the use of the power and influence exercised by a person

Bases of Power Type of Power Power based off of….

Bases of Power Type of Power Power based off of….

Reward Power Ability to offer positive incentives

Bases of Power Type of Power Power based off of….

Reward Power Ability to offer positive incentives

Coercive Power Ability to punish undesirable behavior

Bases of Power Type of Power Power based off of….

Reward Power Ability to offer positive incentives

Coercive Power Ability to punish undesirable behavior

Legitimate Power Organization’s given authority

Bases of Power Type of Power Power based off of….

Reward Power Ability to offer positive incentives

Coercive Power Ability to punish undesirable behavior

Legitimate Power Organization’s given authority

Expert Power Expertise that others rely on

Bases of Power Type of Power Power based off of….

Reward Power Ability to offer positive incentives

Coercive Power Ability to punish undesirable behavior

Legitimate Power Organization’s given authority

Expert Power Expertise that others rely on

Referent Power

Admiration from others (You are someone others want to be)

Special Leadership Considerations: Dark Side of Leadership • Toxic leaders: Psychopaths and narcissists

• Abusive supervision: sustained display of hostile behaviors, excluding physical contact

• Leads to host of problems:

 ↑ psychological distress

 ↓ job satisfaction

 ↑ turnover