Motivation, Leadership,and Teamwork

BetterBusiness 1st Edition

Poatsy Martin
SlidepresentationpreparedbyPamJanson StarkStateCollegeofTechnology
2010PearsonEducation,Inc. 1

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

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Learning Objectives
1. Howdomotivationandworkenvironmentencourageflow? 2. WhataretheintricaciesofMaslowshierarchyofneeds, McClellandsthreeneedstheory,andHerzbergsmotivator hygienetheory? 3. Whatarethedistinguishingfactorsbetweenextrinsicmotivators andintrinsicmotivators? 4. WhataretheimplicationsofTheoryX,TheoryY,TheoryZ,andthe Vroommodel? 5. Howhavemotivationaltheoriesandindustrialpsychology changedtheworkenvironmentsincetheearly20thcentury? 6. Whatarethevariousidentifiableleadershipstylesandpersonality traits,andhowdotheyaffectbusinessleadership? 7. Whatarethebestwaystocreate,manage,andparticipateinteams, takingintoaccountfactorssuchastechnology,groupflow,Belbins nineteamroles,andCoveyssevenhabitsmodel?
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Motivation
Personalmotivation
o Whatdrivesyoutodoyour best?

Flow Organizationalpsychology

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Motivation in the Workplace

73percentofU.S.employeesarenotengaged inorareactivelydisengagedfromtheirwork SASInstituteinNorthCarolinafostersa creativeenvironmentby:
o o o o Keepingemployeesintellectuallyengaged Removingdistractions Makingmanagersresponsibleforsparkingcreativity Eliminatingarbitrarydistinctionsbetweensuits andcreatives o Engagingcustomersascreativepartners o Providingperksthatincreasejobsatisfaction

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Benefits of Keeping Employees Motivated Workersaremore productive Workersaremore creative Retentionlevelsare higher Companiesbenefit financially
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Theories of Motivation: Maslows Hierarchy of Needs

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Theories of Motivation: McClellands Three Needs Theory Thethreeneeds

o Needforachievement o Needforaffiliation o Needforpower

Individualstendtohaveadominantneed
o Thisneedwillmostinfluencemotivation

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Theories of Motivation: Herzbergs Motivator-Hygiene

HygieneFactors Workingenvironment Pay Benefits Relationshipswithcoworkers
Inadequate HygieneFactors Dissatisfied Adequate HygieneFactors NeitherSatisfiednorDissatisfied

Motivators Recognition Responsibility Promotion Jobgrowth

Adequate Motivators Satisfied
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Applying Motivational Theories

Motivationaltheoriesleadtodifferent approachestoactuallymotivateworkers Extrinsicmotivation Intrinsicmotivation

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Theory X and Theory Y

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Theory Z
BasedonaJapanesemanagementstyle Reliesoncollaborativedecisionmaking Employeestendtobecomegeneralists,not specialists Offerslongtermemploymentwithan emphasisonindividualresponsibility Workersarecooperativeandloyaltothe organization Benefits:lowturnover,highproductivity,and strongworkforcemorale
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Vrooms Expectancy Theory

Motivation=
Expectancy

Instrumentality

Valence

Expectancy:WilleffortonmypartimpacttheresultIget? Instrumentality:Willtheresultprovideanyreward? Valence:Istheanticipatedrewardimportanttome? Highmotivation:Youansweryestoallofthesequestions Lowmotivation:Youanswernotoallofthesequestions

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Strength-Based Management
Thebestwaytohelpemployeesdevelopisto determinetheirstrengthsandbuildonthem
o Peoplecanlearnthemostaboutareasinwhichthey alreadyhaveastrongfoundation o Providetrainingandsupporttofurtherdevelop strengths

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Evolution of Motivational Theories in Business Scientificmanagement

o FrederickTaylor o Increaseproductivitybytrainingworkersin thebestmethodstocompleteatask

Industrialpsychology(1920sand1930s)
o FrankandLillianGilbreath

Humanrelations
o TheHawthorneEffect
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Motivational Theories for the Modern Workplace Newideasarestillbeingdevelopedin organizationalandindustrialpsychology

o Uncertaintymanagementtheory
Fairnessbecomesmoreimportantinuncertain circumstances Perceivedunfairnesshurtsjobsatisfactionand performance

o Sociocracy
Theinterestsofeveryoneareservedequally
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Leadership
Managementisdoingthingsright; leadershipisdoingtherightthings.
PeterDrucker

Resonantleaders
o Highlyawareofothersemotionalstatesand skilledatinspiringpeople

Emotionalintelligence
o Abilitytounderstandbothonesownand othersemotions
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Styles of Leadership

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Corporate Leaders and Styles of Leadership

RobertNardelli
FormerCEOofHomeDepot Authoritarianleadershipstyle o Alienatedemployeesand customers Requireddetailedstore performancemeasurements, replacedfulltimeworkers withparttime HomeDepotsboardforcedhis resignationin2007,after7 yearsasCEO

JonHuntsman
CEOofHuntsmanCorp. Coachingandaffiliativestyles ofleadership o Emphasizestheimportance ofbeingethical,respectful, andcharitable Wrotebook,WinnersNever Cheat,in2005 Companyreboundedfrom virtualbankruptcyandwent publicin2005

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The Big Five Personality Traits

OOpenness C Conscientiousness E Extraversion AAgreeableness NNeuroticism(EmotionalStability)

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The Cattell 16 Personality Factors Accordingtothis model,eachofus hasaconsistentand constantunderlying personality Themodelisoften usedinhiringorin promotion recommendationsas wellastoimprove relationships
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Thematic Apperception Test (TAT)

LiketheRorschach,orinkblottest,butwith actualimages Showsanindividualpicturesofpersons participatinginvariousactivities Theindividualdescribesthepicture Theindividualsdescriptionprovidesclues abouthisorherpersonalityandneeds

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The Advantages of Teamwork in the Workplace

Ingood,workingteams,theresagreementon theobjectivesathandandonthebestapproach tosolvetheproblem. Teammatesdependononeanothersideasand effortstocompletetaskssuccessfully. Thereisasenseofaccountability,andmembers arecommittedtooneanotherssuccess.

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The Challenges Teams Face in the Workplace Teamworkdoesnotalwaysbringmore creativeoutput. Ifteamsarenotcarefullyselected, groupthinkcanoccur. Differentgenerationsintheworkforce mayhavedifferentstylesand expectations.

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Best Practices for Teams Groupflowoccurswhenagroupknows howtoworktogethersothateach individualmembercanachieveflow Characteristicsofsuchasetting

o Creativespatialarrangements o Playgrounddesign o Constantfocusontheproductstargetgroup o Heavyuseofvisualizationandprototypingto constructearlymodels
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How Managers Can Form the Best Teams

Someimportantconsiderationsinforminga team
o Size
Toolarge:strugglewithcohesiveness Toosmall:lackdiverseperspectives

o Time
Someteamsprojectsmayhaveashorttimeframe Someteamsworktogetherforlongtimeperiodson everydaytasks

o Status
Formallycreatedteamsprovideupdatesandhave accesstocompanyresources Lessformalteamswillhavetoworkmoreat communication
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Belbins Team Roles

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The Effect of Technology on the Design of Teams Virtualteams

o Neededbecauseofincreasedglobalization o Toolsaid implementation
Conferencecalls Email Videoconferencing Livebroadcasting Webcasts
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Stephen Coveys 7 Habits of Highly Effective People 1. 2. 3. 4. 5. Beproactive Beginwiththeendinmind Putfirstthingsfirst Thinkwinwin Seekfirsttounderstand,thentobe understood 6. Synergize 7. Sharpenthesaw
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Chapter Summary
1.Howdomotivationandworkenvironmentencourageflow? 2.WhataretheintricaciesofMaslowshierarchyofneeds, McClellandsthreeneedstheory,andHerzbergsmotivator hygienetheory? 3.Whatarethedistinguishingfactorsbetweenextrinsicmotivators andintrinsicmotivators? 4.WhataretheimplicationsofTheoryX,TheoryY,TheoryZ,andthe Vroommodel? 5.Howhavemotivationaltheoriesandindustrialpsychology changed theworkenvironmentsincetheearly20thcentury? 6.Whatarethevariousidentifiableleadershipstylesandpersonality traits,andhowdotheyaffectbusinessleadership? 7.Whatarethebestwaystocreate,manage,andparticipateinteams, takingintoaccountfactorssuchastechnology,groupflow,Belbins nineteamroles,andCoveyssevenhabitsmodel?
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Beyond the Book

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If You Want to Be a CEO (and a Leader) in the Future Startbuildingrelationshipsthatleadyou upward,bothexternallyandinternally Startbecomingvisibletoseniordecision makersinyourcompanyandtoinfluential peopleoutsideit Analyzewhatmakesforsuccessatthe highestlevelsofyourcompanyandthink abouthowyoucanapplyyourtalentsat thatlevel
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Team Building in Paradise

200SeagateSoftwareemployeesparticipate inEcoSeagateinNewZealandannually
o 2,000employeesfromalllevelsinthe organizationapplyfortheopportunity o The200aresplitintocarefullyselectedfour personteamswithinfourtribes o Theytrainforaweekandthencompeteinan extremetriathalonofhiking(withorienteering), ziplining,biking,kayaking,etc. o SeagateCEOBillWatkinsbelievestheunfamiliar situationsoftheweekcreatemoreteamwork backattheoffice
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New Leadership in Baseball

JonDanielsisMajorLeagueBaseballs youngestGeneralManageratage30 HisparticipativestylewiththeTexasRangers improvestheteamandtheoffice
o Iliketothinkofmyselfasacollaborative decisionmaker,notapowerhungryboss,he says.Iwanteveryonesopinion. o Imobviouslyincharge,Danielssays,buta goodleaderknowshislimitationsanddoesnttry tohidethem.Hetruststhepeoplearoundhim. o Everythingwedodependsonopenandhonest input,saysDaniels.
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