This chapter’s objectives are to: Explain how managers use motivation and communication to achieve results, understand how to apply communication to pursue and achieve goals efficiently and effectively, describe how challenging work and goals motivate individuals and teams,...
MANAGEMENT SECOND EDITION Chapter 15 Communicating and Motivating Others Learning Objectives § § § § § Explain how managers use motivation and communication to achieve results Understand how to apply communication to pursue and achieve goals efficiently and effectively Describe how challenging work and goals motivate individualsandteams Illustratehowpositivereinforcementenablesmanagersto motivateotherstoachievesuperiorresults Formulateandcommunicateaperformanceưbasedreward systemthatmotivatesindividualsandteamstoachieve organizationalobjectives Copyrightâ2017JohnWiley&Sons,Inc HowManagersAchieveGreatResults withOthers(p.374) Đ Motivation ã ã ã Đ Incentiveordrivetocompleteatask,function,oridea Allourbehaviorsaremotivatedbyanintrinsicdesiretodo well Managersneedtoknowwhatmotivatestheiremployees Communication ã Actoftransmittinginformation,thoughts,andprocesses throughvariouschannels Copyrightâ2017JohnWiley&Sons,Inc HowManagersAchieveGreatResults withOthers(cont.) Đ Maslowshierarchyofneeds(p.375) ã ã • • • • People are motivated by a number of needs that are displayed in a hierarchy Physiological – basic items that we need to ensure our survival Safety – need for an environment that is safe, both physically and mentally Affiliation/belongingness – desire to be accepted by others and to find ourplaceinsocialsettings Esteemneedtoberespectedandappreciatedbyothers Selfưactualizationneedforpersonalgrowthandselfưdevelopment Đ Esteemandselfưactualizationareparticularlyimportantandrelevantfor todaysfluidworkplace Copyrightâ2017JohnWiley&Sons,Inc HowManagersAchieveGreatResults withOthers(cont.) Đ ERG theory (p. 375) • • • • • System that sets out three categories of human needs Existence needs – describe our physiological and safety needs Relatedness needs – reflect our desire for good relationshipswithothers Growthneedsneedforpersonalfulfillment,selfư development,andaccomplishment Movementwithinthehierarchycanbeupordown Copyrightâ2017JohnWiley&Sons,Inc HowManagersAchieveGreatResults withOthers(cont.) Đ Twofactortheoryofmotivation(p.375) ã • Theory based on job satisfaction and/or job dissatisfaction and the extent to which attitudes influence motivation Hygienes – e.g., working conditions, wages, job security, and company policy (p. 376) § • If these factors considered poor or below average, job dissatisfaction likely to be higher Motivators – opportunities for personal growth, such as recognition, achievement,andadvancement Đ Đ Whenabsent,employeesexperienceambivalencetowardtheirroles Wheneffective,employeesarehighlystimulatedandsatisfiedwiththeir roles Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(p.377) Đ Processofcommunicating Figure15.1 Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(cont.) Đ Processofcommunicating(cont.) ã ã Senderencodesandtransmitsmessagethroughachosen communicationchannel(p.378) Receiverdecodesandinterpretsthemeaningofthe message Đ Providesfeedbacktothesendertoassurethatmessagewas receivedandunderstood Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(cont.) Đ Oralcommunication(p.378) ã ã Providesverbaldiscussions,ideas,andprocesses,either oneưonưoneorasagroup(faceưtoưface) Advantages Đ Đ Đ ã Helpstobuildrelationships Acceleratesdecisionmakingandproblemsolving Providesaforumforimmediatefeedback Disadvantages Đ Đ Informalnaturemayleadtovagueorrecklessstatements Unlessrecorded,messagesmaybeunreliable,unstable,and incomplete Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(cont.) Đ Writtencommunication(p.378) • • System in which sender prepares written documents Advantages § § § • Greater time may be devoted to message preparation Message can be archived Receiverhasmoretimetointerpretthemessage Disadvantages Đ Đ Đ Timeandeffortrequiredtoprepareaneffectivestatement Doesnotpermitspontaneousorimmediatefeedback Senderdoesnotknowwhethermessagehasbeeninterpretedas intended Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(cont.) Đ Electroniccommunication(p.378) ã ã Includesemails,Skype,instantmessaging,videoconferencing,and socialnetworking(e.g.,Twitter,Facebook) Advantages Đ Đ § • Can be delivered instantly to a large audience Messages can be sent and delivered from any location Effective way for group members to stay in touch Disadvantages (p. 379) § § § May be hampered by technical problems Messagesopentomisinterpretation Userssubjecttohackingandcybercriminals Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(cont.) Figure15.2 Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(cont.) Đ Channelrichness(p.379) ã • Capacity to convey as much information as possible during the communication process Facetoface is the richest communication channel § § • Permits direct personal contact, immediate feedback, and immediate clarification Body language – person’s facial expression and body movements thatexpresscommunicationandemotionwithouttheuseofwords Telephoneconversationisthenextrichestchannel Đ Đ Bodylanguageanddirecteyecontactareabsent Verbalcuesexpresslevelofemotion Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(cont.) Đ Barrierstocommunication(p.380) Obstaclesthatinterrupt theflowofconveying ã andreceivingmessages Figure15.3 Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(cont.) Đ Barrierstocommunication(cont.) ã Filteringmessageisscreenedbeforebeingpassedontothereceiver (p.381) Đ ã Emotionmoodaffectscommunication Đ ã Maybeovercomewithawarenessofonesfeelingsandconstrainingthem whencommunicating Informationoverloadlargeamountsofinformationcanleadto confusion Đ ã Mayberesolvedwithsimplelanguageandrelianceonseveral communicationchannels Prioritizeworktoavoidsimultaneouswavesofinformation Differingperceptionsimposingonesownreality Đ Overcomebyexaminingourassumptionsandseekingconstructive feedback Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(cont.) Đ Overcomingcommunicationbarriers(p.381) ã Listeningactiveefforttounderstand,learn,andobtain informationfromothers Đ Đ Đ § § Give speaker full attention Avoid distractions Don’t interrupt Read nonverbal cues In the case of global networks, learn to understand different culture and teach teams to communicate effectively in virtual organizations Copyright ©2017 John Wiley & Sons, Inc Communicating with Others (cont.) § Communication networks (p. 381) System of resources used as a channel for groups of people to connect to each other • Grapevine (p. 382) informal line of communication where information is passed from one person to another • Gossip chain several individuals spread information through an organization, which is sometimes false or misleading ã Clusterchainưgroupofpeoplethatdisseminateinformationwithintheir grouporcluster ã Đ Effectiveandconsistentmanagementcommunicationrequired tocontrolrumors Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(cont.) Đ To become a more effective communicator and motivator a manager must display: (p. 382) • • • • • • • • • • Compassion Conscientiousness Forgiveness Gratitude Grit Humility Hypoegoic –heightened selfawareness that signals leaders when their actions are inhibiting others or are based on satisfying their own needs (p. 383) Mindfulness Openness Wisdom Copyrightâ2017JohnWiley&Sons,Inc PowerofChallengingWork(p.383) Đ Expectancytheory(p.384) ã ã ã • Holds that individuals are more likely to be motivated and perform well if they expect to receive desired rewards Outcomes – the results of a process or undertaking Valence – individual’s opinion of the value of outcomes (p. 385) Efforttoperformance expectancy – effort devoted to role will result in high performance § • Individuals confident in their ability to perform will have high motivation Performanceưtoưoutcomeexpectancyperceptionthatdesired performancewillleadtodesiredoutcomes Đ Ifperformanceưtoưoutcomeexpectancyishigh,motivationwillbehigh Copyrightâ2017JohnWiley&Sons,Inc PowerofChallengingWork(cont.) Đ PorterưLawlerintroducedtwotypesofrewardsinto expectancytheory(p.385) ã • § Intrinsic rewards – positive feelings experienced as a result of achieving the task Extrinsic rewards – concrete rewards (e.g., bonuses, promotions) Goal setting theory • • • Motivation will be increased by clear, challenging, specific goals whereemployeesarefullycommittedandencouragedtogivefeedback Goalsfocusattentionanddirecteffortstoachieveaspecifictarget Achievinggoalsproducesasenseofaccomplishmentandsatisfaction Copyrightâ2017JohnWiley&Sons,Inc ReinforcingPositiveBehaviors(p. 386) Đ Reinforcementtheory ã ã Behavioralconstructwhereindividualsmayberewardedorpunished basedontheconsequencesoftheirbehavior Reinforcementschedules Đ Đ Đ ã Fixedưinterval Variableinterval Fixedratio Behaviormodificationmethodofshapingactionsbytheuseof positivereinforcement Đ Positivereinforcementrewardgiventomotivateapersonorgroup whichisusuallystatedverballyorwithpatsonthebackandwordsof encouragement Copyrightâ2017JohnWiley&Sons,Inc ReinforcingPositiveBehaviors(cont.) Đ Reinforcementtheory(cont.) • • § Avoidance learning – benefits theory, also called negative reinforcement, which postulates that behavior is strengthened by the removal of negative statements or actions (p. 386) Extinction – behavioral method that involves withholding praise or a positive reward Empowerment • thesharingofdecisions,information,andresponsibilitywithothers Copyrightâ2017JohnWiley&Sons,Inc RewardingPerformance(p.388) Đ Rewardsystem ã ã ã ã Theorythatprovidesprizes,incentivesfortasksandjobswelldone, and special recognition Meritbased rewards – positive reinforcement based on specific accomplishments, with rewards given for achievement of specified measurements Piecerate incentives – awards and prizes given at a specific rate as accomplishments occur, rather than all at one time Scanlon plan – system that recognizes and rewards individuals for collaboration, leadership, education, and training given to another individual or group cohesively Copyright ©2017 John Wiley & Sons, Inc RewardingPerformance(cont.) Đ Equitytheory(p.390) ã Đ Stockoptions(p.390) ã Đ Systemthatholdsthatindividualsaremoremotivatediftheyperceive thattheyarebeingtreatedasfairlyastheirfellowworkersorthosein otherfirms Companystocksgiventoemployeesasadditionalcompensationor incentives,usuallyatadiscountedpriceforalimitedtime Gainsharing ã Systemthatallowsemployeestoshareinanycostsavingsmadebythe firm Copyrightâ2017JohnWiley&Sons,Inc ... CommunicatingwithOthers(p.377) Đ Processofcommunicating Figure15.1 Copyrightâ2017JohnWiley&Sons,Inc CommunicatingwithOthers(cont.) Đ Processofcommunicating(cont.) ã ã Senderencodesandtransmitsmessagethroughachosen... Physiological? ?–? ?basic items that we need to ensure our survival Safety? ?–? ?need for an environment that is safe, both physically? ?and? ? mentally Affiliation/belongingnessdesiretobeacceptedbyothersandtofind... ourplaceinsocialsettings Esteemneedtoberespectedandappreciatedbyothers Selfưactualizationneedforpersonalgrowthandselfưdevelopment Đ Esteemandselfưactualizationareparticularlyimportantandrelevantfor todaysfluidworkplace