Management meeting and exceeding customer expectation 8th ch14

Human Motivation Chapter 14 MANAGEMENT Meeting and Exceeding Customer Expectations EIGHTH EDITION Prepared by Deborah Baker Texas Christian University Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved learning objectives Discuss the factors that stimulate and influence motivation Differentiate between content and process theories of motivation List the five levels of needs according to Maslow and give an example of each Discuss the impact of hygiene and motivation factors in the work environment Explain the characteristics of a person with high-achievement needs Chapter 14 Identify the needs associated with ERG theory Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved learning objectives (continued) Discuss the relationship between expectations and motivation Explain the relationship between reinforcement and motivation Explain how equity influences motivation 10.Explain how goals influence motivation 11.Discuss the importance of a manager’s philosophy of management in creating a positive work environment 12.Describe how managers can structure the Chapter 14 environment to provide motivation Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Challenge of Motivation Quality Qualityof of Work WorkLife Life Factors in the work environment contributing positively or negatively to workers’ physical and emotional well-being and job satisfaction Chapter 14  Enhances workers’ dignity  Improves physical and emotional well-being  Enhances the satisfaction of individual achievement Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Chapter 14 Challenge of Motivation Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 11 Basics of Motivation Motivation Motivation The result of the interaction of a person’s internalized needs and external influences that determine behavior  Concerned with: – what prompts people to act – what influences their choice of action Chapter 14 – why they persist in acting in a certain way Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Chapter 14 11 Motivation Model Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 11 Factors in Choosing a Behavior 1 Past Past experiences experiences 2 Environmental Environmental influences influences Chapter 14 3 Perceptions Perceptions Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Motivation Process from a Business Perspective 11 Chapter 14     Unsatisfied needs stimulate wants Behavior is identified to satisfy the want The individual takes action The individual receives feedback Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Chapter 14 11 Integrated Motivational Model Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 10 10 10 Implications for Managers Chapter 14  Work with employees in setting goals  Make goals specific rather than general  Provide feedback on performance Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 38 11 11 Building a Philosophy of Management Chapter 14 Philosophy Philosophyof of Management Management A manager’s attitude about work and the people who perform it, which influences the motivation approaches he or she selects Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 39 11 11 Building a Philosophy of Management Theory Theory XX and and Theory Theory YY Argyris’s Argyris’s Maturity Maturity Theory Theory Chapter 14 Development Development of of Management Management Expectations Expectations Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 40 Chapter 14 11 11 Theory X and Theory Y Theory TheoryXX A philosophy of management with a negative perception of subordinates’ potential for and attitudes toward work Theory TheoryYY A philosophy of management with a positive perception of subordinates’ potential for and attitudes toward work Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 41 Argyris’s Maturity Theory 11 11 People Peoplewho whohave havereached reachedmaturity… maturity… Chapter 14     Tend to be active rather than passive Are independent rather than dependent Are self-aware rather than unaware Are self-controlled rather than controlled by others Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 42 11 11 Argyris’s Concerns AAmature maturepersonality personalityconflicts conflictswith withorganizations… organizations… The formal chain of command limits self-determination The span of control decreases a person’s self-determination Unity of direction places objectives under the control of one manager Specialization of labor limits initiative and Chapter 14 self-determination Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 43 11 11 Development of Expectations John JohnL L.Single Singlereports reportsthat… that…  Subordinates what they believe they are expected to  Ineffective managers fail to develop high expectations for performance  Managers perceived as excellent create Chapter 14 high performance expectations that their employees can fulfill Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 44 Chapter 14 11 11 Incorporating Expectations Phase Phase 11 Develop Develop and and communicate communicate expectations expectations of of performance performance Phase Phase 22 Be Be consistent consistent in in expectations expectations and and in in communicating communicating them them Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 45 Chapter 14 12 12 Managing for Motivation Treat Treat people people as as individuals individuals Provide Provide support support Recognize Recognize and and value value diversity diversity Empower Empower employees employees Provide Provide an an effective effective reward reward system system Redesign Redesign jobs jobs Promote Promote intrapreneurship intrapreneurship Create Create flexibility flexibility in in work work Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 46 12 12 An Effective Reward System Characteristics Characteristics  Rewards must satisfy the basic needs of all employees  Rewards must be comparable to those offered by competitive organizations in the same area  Rewards must be equally available to people in the same positions and be distributed fairly and equitably Chapter 14  The reward system must be multifaceted Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 47 Job Redesign 12 12  Requires a knowledge of and concern for human qualities  Requires knowledge of the qualities of jobs  Usually tailors a job to fit the person who must Chapter 14 perform it Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 48 12 12 Approaches to Job Redesign Chapter 14 Job Job Enlargement Enlargement Increasing Increasing the the variety variety or or the the number number of of tasks tasks aa job job includes includes Job Job Rotation Rotation Temporarily Temporarily assigning assigning people people to to different different jobs jobs on on aa rotating rotating basis basis Job Job Enrichment Enrichment Designing Designing aa job job to to provide provide more more responsibility, responsibility, control, control, feedback, feedback, and and authority authority Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 49 12 12 Elements of Job Enrichment Variety Variety of of tasks tasks Task Task importance importance Task Task responsibility responsibility Chapter 14 Feedback Feedback Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 50 Promoting Intrapreneurship 12 12       Chapter 14     Encourage action Use informal meetings whenever possible Tolerate failure and use it as a learning experience Be persistent Reward innovation for innovation’s sake Plan physical layout to encourage informal communication Reward and/or promote innovative personnel Encourage people to go around red tape Eliminate rigid procedures Organize people into small teams to pursue future-oriented projects Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 51 12 12 Creating Flexibility Flextime Flextime Compressed Compressed Workweek Workweek Chapter 14 Job Job Sharing Sharing Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 52 ... intrinsically rewarding  Effectively and clearly communicate behaviors and their outcomes  Link rewards to performance  Be aware that people and their goals, needs, desires, and performance levels differ... learning objectives (continued) Discuss the relationship between expectations and motivation Explain the relationship between reinforcement and motivation Explain how equity influences motivation 10.Explain... positively or negatively to workers’ physical and emotional well-being and job satisfaction Chapter 14  Enhances workers’ dignity  Improves physical and emotional well-being  Enhances the satisfaction