Download VTU (Visvesvaraya Technological University) MBA 1st Semester (First Semester) 17MBA11-Management and Organizational behaviour MOB Module 6 Important Lecture Notes (MBA Study Material Notes)
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MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
Ohio State University (1940s)
? The Leaders Behavior Description Questionnaire -
LBDQ
? Ohio State University developed a list of 150
statements.
? The list was designed to measure different
behavioral leadership dimensions.
? People Oriented Leaders -Encouraging,
Observing, Listening, Coaching and
Mentoring
? Task Oriented Leaders- Initiating,
Organizing,Clarifying,Information Gathering
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
Ohio State University (1940s)
? The Leaders Behavior Description Questionnaire -
LBDQ
? Ohio State University developed a list of 150
statements.
? The list was designed to measure different
behavioral leadership dimensions.
? People Oriented Leaders -Encouraging,
Observing, Listening, Coaching and
Mentoring
? Task Oriented Leaders- Initiating,
Organizing,Clarifying,Information Gathering
University of Michigan (1950s)
? In addition to the two characteristics
identified by the previous study,Participative
Leadership was introduced.
? Participative leadership is one of the most
important aspects of professional life.
? If a group or team is lead by an effective and
good leader, it is more or likely that the team
will be able to fulfill their as well as the
organizations goal and objectives successfully.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
Ohio State University (1940s)
? The Leaders Behavior Description Questionnaire -
LBDQ
? Ohio State University developed a list of 150
statements.
? The list was designed to measure different
behavioral leadership dimensions.
? People Oriented Leaders -Encouraging,
Observing, Listening, Coaching and
Mentoring
? Task Oriented Leaders- Initiating,
Organizing,Clarifying,Information Gathering
University of Michigan (1950s)
? In addition to the two characteristics
identified by the previous study,Participative
Leadership was introduced.
? Participative leadership is one of the most
important aspects of professional life.
? If a group or team is lead by an effective and
good leader, it is more or likely that the team
will be able to fulfill their as well as the
organizations goal and objectives successfully.
Situational Leadership Theories (SLT)
? The behaviour approach, learning from the
weaknesses of the trait approach, went a
step further to explain the practices
available to a leader.
? But this again failed to indicate a ? best?
style of leadership, which was universally
appropriate.
? No style is good or bad, it is the situation
that makes it so.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
Ohio State University (1940s)
? The Leaders Behavior Description Questionnaire -
LBDQ
? Ohio State University developed a list of 150
statements.
? The list was designed to measure different
behavioral leadership dimensions.
? People Oriented Leaders -Encouraging,
Observing, Listening, Coaching and
Mentoring
? Task Oriented Leaders- Initiating,
Organizing,Clarifying,Information Gathering
University of Michigan (1950s)
? In addition to the two characteristics
identified by the previous study,Participative
Leadership was introduced.
? Participative leadership is one of the most
important aspects of professional life.
? If a group or team is lead by an effective and
good leader, it is more or likely that the team
will be able to fulfill their as well as the
organizations goal and objectives successfully.
Situational Leadership Theories (SLT)
? The behaviour approach, learning from the
weaknesses of the trait approach, went a
step further to explain the practices
available to a leader.
? But this again failed to indicate a ? best?
style of leadership, which was universally
appropriate.
? No style is good or bad, it is the situation
that makes it so.
Situational Leadership Theories
Fiedler?s Contingency Theory
Leader Effectiveness = f (leader style,
situation favorability)
Group performance is a result of interaction
of two factors.
Leadership style
Situational favorableness
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
Ohio State University (1940s)
? The Leaders Behavior Description Questionnaire -
LBDQ
? Ohio State University developed a list of 150
statements.
? The list was designed to measure different
behavioral leadership dimensions.
? People Oriented Leaders -Encouraging,
Observing, Listening, Coaching and
Mentoring
? Task Oriented Leaders- Initiating,
Organizing,Clarifying,Information Gathering
University of Michigan (1950s)
? In addition to the two characteristics
identified by the previous study,Participative
Leadership was introduced.
? Participative leadership is one of the most
important aspects of professional life.
? If a group or team is lead by an effective and
good leader, it is more or likely that the team
will be able to fulfill their as well as the
organizations goal and objectives successfully.
Situational Leadership Theories (SLT)
? The behaviour approach, learning from the
weaknesses of the trait approach, went a
step further to explain the practices
available to a leader.
? But this again failed to indicate a ? best?
style of leadership, which was universally
appropriate.
? No style is good or bad, it is the situation
that makes it so.
Situational Leadership Theories
Fiedler?s Contingency Theory
Leader Effectiveness = f (leader style,
situation favorability)
Group performance is a result of interaction
of two factors.
Leadership style
Situational favorableness
Leadership Style
? Leadership Style
? This is the consistent system of
interactions that takes place
between a leader and work group.
? An individual's leadership style
depends upon his or her personality
and is, thus, fixed.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
Ohio State University (1940s)
? The Leaders Behavior Description Questionnaire -
LBDQ
? Ohio State University developed a list of 150
statements.
? The list was designed to measure different
behavioral leadership dimensions.
? People Oriented Leaders -Encouraging,
Observing, Listening, Coaching and
Mentoring
? Task Oriented Leaders- Initiating,
Organizing,Clarifying,Information Gathering
University of Michigan (1950s)
? In addition to the two characteristics
identified by the previous study,Participative
Leadership was introduced.
? Participative leadership is one of the most
important aspects of professional life.
? If a group or team is lead by an effective and
good leader, it is more or likely that the team
will be able to fulfill their as well as the
organizations goal and objectives successfully.
Situational Leadership Theories (SLT)
? The behaviour approach, learning from the
weaknesses of the trait approach, went a
step further to explain the practices
available to a leader.
? But this again failed to indicate a ? best?
style of leadership, which was universally
appropriate.
? No style is good or bad, it is the situation
that makes it so.
Situational Leadership Theories
Fiedler?s Contingency Theory
Leader Effectiveness = f (leader style,
situation favorability)
Group performance is a result of interaction
of two factors.
Leadership style
Situational favorableness
Leadership Style
? Leadership Style
? This is the consistent system of
interactions that takes place
between a leader and work group.
? An individual's leadership style
depends upon his or her personality
and is, thus, fixed.
Least Preferred Coworker (LPC)
? The least-preferred coworker (LPC)
scale classifies leadership styles.
? Describe the one person with whom he or
she worked the least well with.
? From a scale of 1 through 8, describe this
person on a series of bipolar scales:
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
Ohio State University (1940s)
? The Leaders Behavior Description Questionnaire -
LBDQ
? Ohio State University developed a list of 150
statements.
? The list was designed to measure different
behavioral leadership dimensions.
? People Oriented Leaders -Encouraging,
Observing, Listening, Coaching and
Mentoring
? Task Oriented Leaders- Initiating,
Organizing,Clarifying,Information Gathering
University of Michigan (1950s)
? In addition to the two characteristics
identified by the previous study,Participative
Leadership was introduced.
? Participative leadership is one of the most
important aspects of professional life.
? If a group or team is lead by an effective and
good leader, it is more or likely that the team
will be able to fulfill their as well as the
organizations goal and objectives successfully.
Situational Leadership Theories (SLT)
? The behaviour approach, learning from the
weaknesses of the trait approach, went a
step further to explain the practices
available to a leader.
? But this again failed to indicate a ? best?
style of leadership, which was universally
appropriate.
? No style is good or bad, it is the situation
that makes it so.
Situational Leadership Theories
Fiedler?s Contingency Theory
Leader Effectiveness = f (leader style,
situation favorability)
Group performance is a result of interaction
of two factors.
Leadership style
Situational favorableness
Leadership Style
? Leadership Style
? This is the consistent system of
interactions that takes place
between a leader and work group.
? An individual's leadership style
depends upon his or her personality
and is, thus, fixed.
Least Preferred Coworker (LPC)
? The least-preferred coworker (LPC)
scale classifies leadership styles.
? Describe the one person with whom he or
she worked the least well with.
? From a scale of 1 through 8, describe this
person on a series of bipolar scales:
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Leadership Styles
Relationship oriented:
A high LPC score suggests that the leader has a
human relations orientation
Task oriented:
A low LPC score indicates a task orientation.
Fiedler's logic:
Individuals who rate their least preferred
coworker in a favorable light derive satisfaction
out of interpersonal relationship; those who
rate the coworker unfavorably get satisfaction
out of successful task performance
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
Ohio State University (1940s)
? The Leaders Behavior Description Questionnaire -
LBDQ
? Ohio State University developed a list of 150
statements.
? The list was designed to measure different
behavioral leadership dimensions.
? People Oriented Leaders -Encouraging,
Observing, Listening, Coaching and
Mentoring
? Task Oriented Leaders- Initiating,
Organizing,Clarifying,Information Gathering
University of Michigan (1950s)
? In addition to the two characteristics
identified by the previous study,Participative
Leadership was introduced.
? Participative leadership is one of the most
important aspects of professional life.
? If a group or team is lead by an effective and
good leader, it is more or likely that the team
will be able to fulfill their as well as the
organizations goal and objectives successfully.
Situational Leadership Theories (SLT)
? The behaviour approach, learning from the
weaknesses of the trait approach, went a
step further to explain the practices
available to a leader.
? But this again failed to indicate a ? best?
style of leadership, which was universally
appropriate.
? No style is good or bad, it is the situation
that makes it so.
Situational Leadership Theories
Fiedler?s Contingency Theory
Leader Effectiveness = f (leader style,
situation favorability)
Group performance is a result of interaction
of two factors.
Leadership style
Situational favorableness
Leadership Style
? Leadership Style
? This is the consistent system of
interactions that takes place
between a leader and work group.
? An individual's leadership style
depends upon his or her personality
and is, thus, fixed.
Least Preferred Coworker (LPC)
? The least-preferred coworker (LPC)
scale classifies leadership styles.
? Describe the one person with whom he or
she worked the least well with.
? From a scale of 1 through 8, describe this
person on a series of bipolar scales:
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Leadership Styles
Relationship oriented:
A high LPC score suggests that the leader has a
human relations orientation
Task oriented:
A low LPC score indicates a task orientation.
Fiedler's logic:
Individuals who rate their least preferred
coworker in a favorable light derive satisfaction
out of interpersonal relationship; those who
rate the coworker unfavorably get satisfaction
out of successful task performance
Situation Favorability
1. Leader-member relations: The degree to
which the employees accept the leader
2. Task structure: The degree to which the
subordinates jobs are described in detail
3. Position power: The amount of formal
authority the leader possesses by virtue of his
or her position in the organization.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
Ohio State University (1940s)
? The Leaders Behavior Description Questionnaire -
LBDQ
? Ohio State University developed a list of 150
statements.
? The list was designed to measure different
behavioral leadership dimensions.
? People Oriented Leaders -Encouraging,
Observing, Listening, Coaching and
Mentoring
? Task Oriented Leaders- Initiating,
Organizing,Clarifying,Information Gathering
University of Michigan (1950s)
? In addition to the two characteristics
identified by the previous study,Participative
Leadership was introduced.
? Participative leadership is one of the most
important aspects of professional life.
? If a group or team is lead by an effective and
good leader, it is more or likely that the team
will be able to fulfill their as well as the
organizations goal and objectives successfully.
Situational Leadership Theories (SLT)
? The behaviour approach, learning from the
weaknesses of the trait approach, went a
step further to explain the practices
available to a leader.
? But this again failed to indicate a ? best?
style of leadership, which was universally
appropriate.
? No style is good or bad, it is the situation
that makes it so.
Situational Leadership Theories
Fiedler?s Contingency Theory
Leader Effectiveness = f (leader style,
situation favorability)
Group performance is a result of interaction
of two factors.
Leadership style
Situational favorableness
Leadership Style
? Leadership Style
? This is the consistent system of
interactions that takes place
between a leader and work group.
? An individual's leadership style
depends upon his or her personality
and is, thus, fixed.
Least Preferred Coworker (LPC)
? The least-preferred coworker (LPC)
scale classifies leadership styles.
? Describe the one person with whom he or
she worked the least well with.
? From a scale of 1 through 8, describe this
person on a series of bipolar scales:
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Leadership Styles
Relationship oriented:
A high LPC score suggests that the leader has a
human relations orientation
Task oriented:
A low LPC score indicates a task orientation.
Fiedler's logic:
Individuals who rate their least preferred
coworker in a favorable light derive satisfaction
out of interpersonal relationship; those who
rate the coworker unfavorably get satisfaction
out of successful task performance
Situation Favorability
1. Leader-member relations: The degree to
which the employees accept the leader
2. Task structure: The degree to which the
subordinates jobs are described in detail
3. Position power: The amount of formal
authority the leader possesses by virtue of his
or her position in the organization.
Transactional Leadership
? Leaders who guide or motivate their
followers in the direction of established
goals by clarifying role and task
requirements.
? Also known as managerial leadership,
focuses on the role of supervision,
organization, and group performance
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
Ohio State University (1940s)
? The Leaders Behavior Description Questionnaire -
LBDQ
? Ohio State University developed a list of 150
statements.
? The list was designed to measure different
behavioral leadership dimensions.
? People Oriented Leaders -Encouraging,
Observing, Listening, Coaching and
Mentoring
? Task Oriented Leaders- Initiating,
Organizing,Clarifying,Information Gathering
University of Michigan (1950s)
? In addition to the two characteristics
identified by the previous study,Participative
Leadership was introduced.
? Participative leadership is one of the most
important aspects of professional life.
? If a group or team is lead by an effective and
good leader, it is more or likely that the team
will be able to fulfill their as well as the
organizations goal and objectives successfully.
Situational Leadership Theories (SLT)
? The behaviour approach, learning from the
weaknesses of the trait approach, went a
step further to explain the practices
available to a leader.
? But this again failed to indicate a ? best?
style of leadership, which was universally
appropriate.
? No style is good or bad, it is the situation
that makes it so.
Situational Leadership Theories
Fiedler?s Contingency Theory
Leader Effectiveness = f (leader style,
situation favorability)
Group performance is a result of interaction
of two factors.
Leadership style
Situational favorableness
Leadership Style
? Leadership Style
? This is the consistent system of
interactions that takes place
between a leader and work group.
? An individual's leadership style
depends upon his or her personality
and is, thus, fixed.
Least Preferred Coworker (LPC)
? The least-preferred coworker (LPC)
scale classifies leadership styles.
? Describe the one person with whom he or
she worked the least well with.
? From a scale of 1 through 8, describe this
person on a series of bipolar scales:
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Leadership Styles
Relationship oriented:
A high LPC score suggests that the leader has a
human relations orientation
Task oriented:
A low LPC score indicates a task orientation.
Fiedler's logic:
Individuals who rate their least preferred
coworker in a favorable light derive satisfaction
out of interpersonal relationship; those who
rate the coworker unfavorably get satisfaction
out of successful task performance
Situation Favorability
1. Leader-member relations: The degree to
which the employees accept the leader
2. Task structure: The degree to which the
subordinates jobs are described in detail
3. Position power: The amount of formal
authority the leader possesses by virtue of his
or her position in the organization.
Transactional Leadership
? Leaders who guide or motivate their
followers in the direction of established
goals by clarifying role and task
requirements.
? Also known as managerial leadership,
focuses on the role of supervision,
organization, and group performance
Transformational Leadership
? Leaders who inspire followers to
transcend their own self-interests and
who are capable of having a profound
and extraordinary effect on followers.
? Transformational leadership enhances
the motivation, morale, and job
performance of followers through a
variety of mechanisms.
FirstRanker.com - FirstRanker's Choice
MODULE 6
CONTENTS
Motivation: Meaning, theories of
motivation-needs theory, two factor
theory, Theory X and Y, application of
motivational theories.
Leadership: Meaning, styles of leadership,
leadership theories, trait theory,
behavioural theories, managerial grid,
situational theories.
MOTIVATION
? Motivation has been defined by Michael J Juicus
as "the act of stimulating someone or oneself to
get a desired course of action".
? In the words of Lewis Allen, "Motivation is the
work a manager performs to inspire, encourage
and impel people to take required action".
? According to William G Scott, "Motivation means
a process of stimulating people to action to
accomplish desired goals".
? According to Koontz and O'Donnell, "Motivation
is a general term applying to the entire class of
drives, needs, wishes and similar forces".
Nature and Characteristics of
Motivation
? Motivation is an Internal Feeling
? Motivation is related to Needs
? Motivation Produces Goal-Directed
Behaviour
? Motivation can be either Positive or
Negative
? Motivation is a never an ending Process
Theories of Motivation
? Maslow's Need-Hierarchy Theory of
Motivation
? Herzberg's Two-Factor Theory
? McGregor's Theory X and Theory Y
Maslow's Need-Hierarchy Theory
McGregor's Theory X and Theory Y
THEORY X THEORY Y
1. Theory X assumes
human beings inherently
dislike work and are
distasteful towards work.
1.Theory Y assumes that
work is as natural as play
or rest
2. Theory X emphasizes
that people do not have
ambitions and they
shrink responsibility
2. Theory Y assumes just
the reverse. Given
proper conditions, people
have ambitions and
accept responsibility
3. Theory X assumes
that people in general
have little capacity for
creativity
3. According to Theory Y
the creativity is widely
distributed in the
population
McGregor's Theory X and Theory Y
4. According to Theory
X, people lack self-
motivation and require to
be externally controlled
and closely supervised in
order to get maximum
output.
4. While in Theory Y
people are self-directed
and creative and prefer
Self-control
5. Theory X emphasize
upon centralization of
authority in decision-
making process
5. Theory Y emphasizes
decentralizationand
greater participation in
decision making process
Herzberg's Two-Factor Theory
? According to Herzberg, there are some job
factors that result in satisfaction while there
are other job factors that prevent
dissatisfaction.
? According to Herzberg, the opposite of
?Satisfaction? is ?No satisfaction? and the
opposite of ?Dissatisfaction? is ?No
Dissatisfaction?.
Hygiene Factors
? 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 / if
these factors are non-existant at workplace,
then they lead to dissatisfaction.
? Hygiene factors are also called maintenance
factors as they are required to avoid
dissatisfaction.
Hygiene Factors
? Pay - The pay or salary structure should be appropriate and
reasonable.
? Company Policies and administrative policies - should not
be too rigid. They should be fair and clear.
? Fringe benefits - The employees should be offered health
care plans (mediclaim), benefits for the family members,
employee help programmes, etc.
? Physical Working conditions - The working conditions
should be safe, clean and hygienic.
? Status - The employees? status within the organization
should be familiar and retained.
? Interpersonal relations - The relationship of the employees
with his peers, superiors and subordinates should be
appropriate and acceptable.
? Job Security - The organization must provide job security
to the employees
Motivational factors
? The motivational factors yield positive
satisfaction.
? These factors motivate the employees for a
superior performance. These factors are
called satisfiers.
? Employees find these factors intrinsically
rewarding.
? Motivators are necessary to keep job
satisfaction and job performance high.
Motivational factors
? Recognition
? Sense of achievement
? Growth and promotional opportunities
? Responsibility
? Meaningfulness of the work
Application of Motivational Theories
Motivating by Changing the Work
Environment:
?Skill variety
?Task significance
?Autonomy
?Feedback
Application of Motivational Theories
Redesigning the Job
?Job Rotation
?Job Enlargement
?Job Enrichment
Application of Motivational Theories
Alternate Work Arrangements
?Flextime
?Job Sharing
?Telecommuting
Application of Motivational Theories
Rewarding Employees
?Merit-Based Pay
?Bonuses
?Skill-Based Pay
?Profit-Sharing Plans
?Employee Stock Ownership Plans (ESOPs)
BASIC MODEL OF MOTIVATION Motivating Professionals
How are ?professionals? different?
?Receive a great deal of ?intrinsic??
satisfaction from their work.
?Strong and long-term commitment to
their field of expertise.
?Well paid/Chief reward is work itself.
?Value support.
?More focused on work as central life
interest.
Motivating Professionals
? Provide challenging projects
? Give them autonomy in work.
? Reward with educational opportunities.
? Recognize their contributions.
Motivating Contingent Workers
? Contingent or temporary workers have
little or no job security/stability;
therefore, they don?t identify with the
organization or display the commitment
of permanent employees.
? Contingent or temporary workers are
typically provided with little or no health
care, pensions, or similar benefits.
Motivating Contingent Workers
? Employees want more respect
? Make jobs more appealing
? Raise pay levels
? Greatest motivating factor is the
opportunity to gain permanent
employment.
Motivating Unionized Employees
? Create better work environments
? Show appreciation
? Provide opportunities for training and
advancement
? Listen to employees concerns
Part-B-Leadership
Leadership
? "Leadership" according to Alford and
Beatty "is the ability to secure desirable
actions from a group of followers
voluntarily, without the use of coercion".
? A leader shows the way by his own example.
He is not a pusher, he pulls rather than
pushes.
? Leadership is a process of influence on a
group.
? Leadership is the ability of a manager to
induce subordinates to work with
confidence and zeal.
Nature of Leadership
? Leadership implies the existence of
followers.
? Leadership involves a community of
interest between the leader and his
followers.
? Leadership involves an unequal distribution
of authority among leaders and group
members.
? Leadership is a process of Influence.
? A leader must be exemplary.
? A Leader ensures absolute justice
Styles / Types of Leadership
? Autocratic or Dictatorial Leadership
? In this leadership style the leader assumes full
responsibility for all actions. Mainly he relies on
implicit obedience from the group in following
his orders.
? Democratic Leadership
? The leader draws ideas and suggestions from his
group by discussion, consultation and
participation.
? Laissez-faire Free Rein Leadership
? In this leadership style the leader depends
entirely on his subordinates to establish their own
goals and to make their own decisions.
Theories of Leadership
? Trait Theory
? Behavioural Approach
? Situational Approach
Trait Theory
? This approach stresses the in-born qualities or
characteristics of an individual.
? One way is to identify the distinguishing
characteristics he possesses.
? Another way is to analyze the past and the
present of the leader in terms of his family
background, education, career events, etc. and
build up a list of traits or attributes that the
leader possesses.
? A number of studies have been conducted to
identify traits or characteristics that can be
used to distinguish successful from
unsuccessful leaders.
Trait Theory
? Physical characteristics ? Age, appearance
and height
? Social background ? Education, social status
and mobility
? Intelligence ? Judgment, knowledge,
decisiveness and fluency of speech
? Personality ? Alertness, dominance,
extroversion, independence, creativity and
self-confidence
? Task-related Characteristics ? Achievement
drive, initiative, persistence, enterprise and
task orientation.
? Social characteristics ? Attractiveness,
popularity, sociability and interpersonal skills.
Behavioural Approach
? When it was apparent that the trait basis
was not adequate to explain the leadership
phenomenon, the theorists directed their
attention to the study of leader behaviour.
? Managerial Grid Study - Blake and Mounton
? Ohio State University (1940s)
? University of Michigan (1950s)
Managerial Grid Study
Ohio State University (1940s)
? The Leaders Behavior Description Questionnaire -
LBDQ
? Ohio State University developed a list of 150
statements.
? The list was designed to measure different
behavioral leadership dimensions.
? People Oriented Leaders -Encouraging,
Observing, Listening, Coaching and
Mentoring
? Task Oriented Leaders- Initiating,
Organizing,Clarifying,Information Gathering
University of Michigan (1950s)
? In addition to the two characteristics
identified by the previous study,Participative
Leadership was introduced.
? Participative leadership is one of the most
important aspects of professional life.
? If a group or team is lead by an effective and
good leader, it is more or likely that the team
will be able to fulfill their as well as the
organizations goal and objectives successfully.
Situational Leadership Theories (SLT)
? The behaviour approach, learning from the
weaknesses of the trait approach, went a
step further to explain the practices
available to a leader.
? But this again failed to indicate a ? best?
style of leadership, which was universally
appropriate.
? No style is good or bad, it is the situation
that makes it so.
Situational Leadership Theories
Fiedler?s Contingency Theory
Leader Effectiveness = f (leader style,
situation favorability)
Group performance is a result of interaction
of two factors.
Leadership style
Situational favorableness
Leadership Style
? Leadership Style
? This is the consistent system of
interactions that takes place
between a leader and work group.
? An individual's leadership style
depends upon his or her personality
and is, thus, fixed.
Least Preferred Coworker (LPC)
? The least-preferred coworker (LPC)
scale classifies leadership styles.
? Describe the one person with whom he or
she worked the least well with.
? From a scale of 1 through 8, describe this
person on a series of bipolar scales:
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Leadership Styles
Relationship oriented:
A high LPC score suggests that the leader has a
human relations orientation
Task oriented:
A low LPC score indicates a task orientation.
Fiedler's logic:
Individuals who rate their least preferred
coworker in a favorable light derive satisfaction
out of interpersonal relationship; those who
rate the coworker unfavorably get satisfaction
out of successful task performance
Situation Favorability
1. Leader-member relations: The degree to
which the employees accept the leader
2. Task structure: The degree to which the
subordinates jobs are described in detail
3. Position power: The amount of formal
authority the leader possesses by virtue of his
or her position in the organization.
Transactional Leadership
? Leaders who guide or motivate their
followers in the direction of established
goals by clarifying role and task
requirements.
? Also known as managerial leadership,
focuses on the role of supervision,
organization, and group performance
Transformational Leadership
? Leaders who inspire followers to
transcend their own self-interests and
who are capable of having a profound
and extraordinary effect on followers.
? Transformational leadership enhances
the motivation, morale, and job
performance of followers through a
variety of mechanisms.
Charismatic Leadership
? Max Weber, a sociologist, defined
charisma ?a certain quality of an
individual personality, by virtue of which
he or she is set apart from ordinary
people and treated as endowed with
supernatural, superhuman, or at least
specifically exceptional powers or
qualities.
? Charismatic leaders are likely to be
extraverted, self-confident, and
achievement oriented.
FirstRanker.com - FirstRanker's Choice
This post was last modified on 18 February 2020