Unit – 4 Motivation and Directions

Directions
 Definition
 Interpersonal aspect of managing by which subordinates are led to
understand and contribute effectively and efficiently to the attainment
of enterprise objectives

 Directing consists of the process and techniques utilized in issuing

instructions and making certain that operations as carried on as
originally planned

 Functions of directions
 Giving orders to employees
 Leading and Motivating them

2
Requirements of Effective Direction
 Harmony of Objective
 Goals of its members are in complete harmony with and complementary to the
goals of the organization
 Unity of Command
 Subordinates should receive orders and instructions from one superior only
 Direct Supervision
 Boosts the morale of employees, increases their loyalty and provides them with
immediate feedback on how well they are doing
 Efficient Communication
 Superior gives orders, allocates jobs, explains duties and ensures performance
 Ensured only if the manager makes provision for a proper feedback
 Follow through
 Whole performance of his subordinates not merely to keep a check on their
activities but to help them in their act, to show them where their deficiency

3
Human Factors and Motivation
 Leading
 The process of influencing people so that they will contribute to
organizational and group goals
 Managing requires the creation and maintenance of an environment in
which individuals work together toward the accomplishment of common
objectives
“Manager’s job is not to manipulate people but, rather, to recognize
what motivates people”
 Human factors in Managing
 Multiplicity of roles
 No average person
 The importance of personal dignity
 The concept of individual dignity means that people must be treated with
respect, no matter what their position in the organization
 Consideration of the whole person

4
Leadership
 Definition
 The art or process of influencing people so that they will strive
willingly and enthusiastically toward the achievement of group goals
 Difference between Managership and Leadership
Leadership Managership
Emerge as a leader on a Always put into his position by
number of situational factors appointment
Unorganized groups Organized structures creates
roles
Has some informal power Has some formal authority
Mutuality of objectives Clash of objectives

 Leadership and Motivation are closely interconnected and

it is an important aspect of managing
5
Ingredients of Leadership
 Major ingredients are
 The ability to use power effectively and in a responsible manner
 The ability to comprehend that human beings have different
motivating forces at different times and in different situations
 The ability to inspire
 The ability to act in a manner that will develop a climate conducive to
responding to and arousing motivations
 Effective managers must develop a healthy relationship with their boss
 Principle of Leadership
 Since people tend to follow those who offer them a means of
satisfying their personal goals, the more managers understand what
motivates their subordinates and the more they reflect this
understanding in their actions, the more effective they are likely to be
as leaders

6
Approaches to Leadership
 Traits Approach
 Many studies of traits are
 Physical, Intelligence and ability, Task – related characteristics and
social characteristics
 Some other key leadership traits are drive, leadership motivation,
honesty and integrity, self confidence etc.,
 This approach gives no guidance as to how much of any trait a person
should have
 Charismatic Approach
 Traits are self – confident, strong convictions, communicating high
expectations, being in touch with reality
 Characteristics of followers and the situation may impact on effective
leadership

7
Leadership Behavior and Styles
 Styles based on use of Authority
 Autocratic leader – Commands and expects compliance, is dogmatic
and positive, and leads by the ability to withhold or give rewards and
punishment
 Democratic or Participative leader – Consults with subordinates and
encourages their participation from them
 Free – rein leader – uses power very little, if at all, giving subordinates
a high degree of independence in their operations
 Do women lead differently
 Leadership as changing the self – interest of followers into concern
for the total enterprise by using interpersonal skills and personal
traits to motivate subordinates
 Use traditional command structure in directing their followers

8
The Flow of Influence with Three Leadership Styles

9
Leadership Behavior and Styles contd…
 The Managerial grid
 Concern for people – quality of policy decisions, procedure and
processes and volume of output
 Concern for production – commitment toward goal achievement,
maintaining interpersonal relations
 Leadership as a continuum
 Leadership involves a variety of styles, ranging from one that is highly
boss – centered to one that is highly subordinate centered
 The appropriate leadership style depends on the leader, the followers,
and the situation
 Important elements may influence a manager’s style – forces operating
in the manager’s personality, forces in subordinates and the forces in
situation

10
The Managerial Grid

11
Situational or Contingency Approach
 Fiedler’s contingency approach to leadership
 People become leaders not only because of their personality
attributes but also because of various situational factors and the
interactions between leaders and group members
 Critical dimensions of the leadership situation
 Position power – obtain good followership more easily
 Task structure – tasks can be clearly spelled out and held responsible
 Leader – member relations – Trust a leader and are willing to follow
that leader
 Leadership styles
 Two styles – one is task oriented and the other is towards
interpersonal relations
 Scores on the Least preferred Coworker (LPC) scale and Scores on
the Assumed Similarity between Opposites (ASO) scale are the
techniques to measure leadership styles
12
The Path – Goal Approach to leadership
Effectiveness
 Path – Goal theory
 The main function of the leader is to clarify and set goals with
subordinates, help them find the best path for achieving the goals, and
remove obstacles
 This behavior makes satisfaction of the needs of subordinates
dependent on effective performance
 Enhances the subordinates’ environment through coaching, directing,
supporting and rewarding
 Category of leader behavior
 Supportive leadership behavior
 Participative leadership
 Instrumental leadership
 Achievement – oriented leadership

13
Transactional and Transformational
Leadership
 Transactional leaders
 Identify what needs to be done to achieve goals, including clarifying
roles and tasks, rewarding performance, and providing for the social
needs of followers
 Such leaders work hard and try to run the organization effectively and
efficiently
 Transformational leaders
 Articulate a vision, inspire and motivate followers, and create a climate
favorable for organizational change
 Transform their organizations quickly to respond to the rapid changes
in the environment

14
Motivation and its Theories
 Motivation
 A general term applying to the entire class of drives, desires, needs,
wishes and similar forces
 Managers motivate their subordinates is to say that they do things which
they hope will satisfy these drives and desires and induce the
subordinates to act in a desired manner
 Theories of Motivation
 An Early Behavioral Model: McGregor’s Theory X & Theory Y
 Maslow’s Hierarchy of Needs Theory
 Alderfer’s ERG Theory
 Herzberg’s Motivation – Hygiene Theory
 The Expectancy Theory
 Equity Theory
 Goal Setting Theory
 Skinner’s Reinforcement Theory
 McClelland’s Need Theory

15
McGregor’s Theory X and Theory Y
 Theory X Assumptions
 Traditional assumptions about the nature of people
 Average human beings have inherent dislike of work
 Threatened with punishment to achieve objective
 Prefer to be directed

 Theory Y Assumptions
 Self Direction and self control
 Commitment to objectives is in proportion to the size of the rewards
 Learn under proper conditions
 Intellectual potentialities are partially utilized

16
Maslow’s Hierarchy of needs theory
 Maslow’s needs theory
 When one set of needs is satisfied, this kind of need ceases to be a
motivator
 The Needs Hierarchy
 Physiological needs
 Basic needs for sustaining human life
 Security, or safety, needs
 People want to be free of physical danger
 Affiliation, or acceptance, needs
 Accepted by others
 Esteem needs
 Satisfactions as power, prestige, status, and self confidence
 Need for self – actualization
 What one is capable of becoming – to maximize one’s potential and to
accomplish something

17
Maslow’s Hierarchy of needs theory contd…

18
Alderfer’s ERG Theory
 ERG theory
 Similar to Maslow’s hierarchy of needs
 Three categories
 Existence needs
 Similar to Maslow’s basic needs
 Relatedness needs
 Pertaining to satisfactorily relating to others
 Growth needs
 Referring to self – development, creativity, growth, and competence
“Alderfer suggests that one may be motivated by needs on
several levels at the same time”

19
Herzberg’s Motivation – Hygiene Theory
 Herzberg’s two factor theory of motivation
 Dissatisfiers, also called maintenance, hygiene, or job – context
factors, are not motivators, while satisfiers are motivators and
are related to job content
 First group of factors (the dissatisfiers) will not motivate
people in an organization
 Second group of factors (the job – content factors) was found
to be the real motivators because they have the potential of
yielding a sense of satisfaction

“If this theory of motivation is sound, managers must give

considerable attention to upgrading job content”

20
Comparision

21
The Expectancy Theory of Motivation
 Vroom’s Expectancy Theory
 People will be motivated to do things to reach a goal if they believe in
the worth of that goal and if they can see that what they do will help
them in achieving it.
 Vroom’s theory may be stated as
Force = Valence * Expectancy
Where,
Force is the strength of person’s motivation
Valence is the strength of an individual’s preference for an outcome
Expectancy is the probability that a particular action will lead to desired
outcome

22
The Expectancy Theory contd…
 The Porter and Lawler Motivation Model
 Amount of effort (the strength of motivation and energy exerted)
depends on the value of a reward plus the amount of energy a person
believes is required and the probability of receiving the reward

23
Equity Theory
 Definition
 Motivation is influenced by an individual’s subjective judgment about
the fairness of the reward he or she gets, relative to the inputs(which
include many factors, such as effort, experience and education),
compared with the rewards of others
 The essential aspect of theory may be expressed as

𝑂𝑢𝑡𝑐𝑜𝑚𝑒𝑠 𝑏𝑦 𝑎 𝑝𝑒𝑟𝑠𝑜𝑛 𝑂𝑢𝑡𝑐𝑜𝑚𝑒𝑠 𝑏𝑦 𝑎𝑛𝑜𝑡ℎ𝑒𝑟 𝑝𝑒𝑟𝑠𝑜𝑛

=
𝐼𝑛𝑝𝑢𝑡𝑠 𝑏𝑦 𝑎 𝑝𝑒𝑟𝑠𝑜𝑛 𝐼𝑛𝑝𝑢𝑡𝑠 𝑏𝑦 𝑎𝑛𝑜𝑡ℎ𝑒𝑟 𝑝𝑒𝑟𝑠𝑜𝑛
 If people perceive the rewards as equitable, they probably will
continue at the same level of output
 If people perceive the rewards as inequitable, they may be dissatisfied
or they may even leave the organization

24
Goal Setting Theory of Motivation
 Objective or Goal Setting for Motivation
 Theory pertains to the steps required, of setting objectives, planning
actions, implementation, and control and appraisal
 For objectives to be meaningful, they must be clear, attainable, and
verifiable.
 Clear goals, if accepted, are motivating
 Completely unrealistic objectives that cannot be achieved are
demotivating rather than motivating

25
Skinner’s Reinforcement Theory
 Positive Reinforcement or Behavior Modification
 Individuals can be motivated by proper design of their work
environment and by praise for their performance with
punishment for poor performance produces negative results

 They analyze the work situation to determine what causes

workers to act the way they do, and then they initiate changes
to eliminate troublesome areas and obstructions to
performance

 It emphasizes removal of obstructions to performance, careful

planning and organizing, control through feedback, and the
expansion of communication

26
McClelland’s Needs Theory of Motivation
 Motivating needs
 The basic motivating needs are the need for power, the need
for affiliation, and the need for achievement
1. Need for Power
 Great concern with exercising influence and control
 Forceful, Outspoken, hardheaded, and demanding
2. Need for Affiliation
 Concerned with maintaining pleasant social relationships
3. Need for Achievement
 Have an intense desire for success and an equally intense fear of
failure

27
Special Motivational Techniques
 What motivational techniques can managers use ?
 Money
 Often more than monetary value; it can also mean status or power, or
other things
 Other Rewards Considerations
 Intrinsic rewards may include a feeling of accomplishment and self
actualization
 Extrinsic rewards include benefits, recognition, status symbols, and money
 Pay may be based on individual, group, and organizational performance
 Participation
 They listen carefully, they must themselves decide on matters requiring
their decision
 Quality of Working life (QWL)
 QWL program, which is a systems approach to job design and a
promising development in the broad area of job enrichment, combined
with a grounding in the sociotechnical systems approach to management

28
Job Enrichment
 Job Enlargement
 Enlarging the scope of the job by adding similar tasks without
enhancing responsibility
 Job Enrichment
 Building into jobs a higher sense of challenge and environment
 Jobs may be enriched by
 Giving workers more freedom in taking decisions
 Encouraging participation of subordinates and interaction between
workers
 Giving workers a feeling of personal responsibility for their tasks
 Taking steps to make sure of task contribution to a finished product
 Giving people feedback on their job performance
 Analysis and change of physical aspects of work environment

29
Limitations of Job Enrichment
 Limitations are
 Technology – Not to make all jobs very meaningful
 Costs – Team approach method
 Job security and pay
 Loss of jobs due to changing the nature of tasks
 Apply mainly to low skill jobs
 How to make Job Enrichment Effective
 Need a better understanding of what people want
 How workers will benefit on productivity improvement
 People like to be involved, to be consulted, and to be given an
opportunity to offer suggestions
 People like to feel that their managers are truly concerned with their
welfare

30
Communication
 Definition
 The transfer of information from a sender to a receiver, with the
information being understood by the receiver
 Purpose of Communication
 To establish and disseminate the goals of an enterprise
 To develop plans for their achievement
 To organize and other resources in the most effective and efficient
way
 To select, develop and appraise members of the organization
 To lead, direct, motivate and create a climate in which people want to
contribute
 To control performance

31
The Communication Process
 Sender of the Message
 Thought or an idea, and then encoded in a way that can be understood by
the both sender and receiver
 Use of a channel to transmit the message
 Through a memorandum, a computer, a telephone, a telegram, TV, or
other media
 Receiver of the Message
 Reception of the Message so that it can be decoded into thoughts
 Noise Hindering Communication
 Anything – whether in the sender, the transmission, or the receiver – that
hinders communication
 Feedback in Communication
 To check the effectiveness of communication
 Situational and organizational factors in Communication
 Educational, Sociological, legal – political, and economic

32
A Communication Process Model

33
Communication in the Organization
 Effective Decision Making
 Obtaining the information from managers’ superiors and subordinates
and also from departments and people elsewhere in the organization
 The Manager’s Need to Know
 Communication system must be tailored to the manager’s needs
 Communication Flow in the organization
 Downward Communication
 Upward Communication
 Crosswise Communication
 Written, Oral, and Nonverbal Communication

34
Communication Flow in the Organization
 Downward Communication
 Flows from people at higher levels to those at lower levels in the
organizational hierarchy
 Media – Includes instructions, speeches, meetings etc.,
 Written DC – Includes memorandums, letters, pamphlets etc.,
 Upward Communication
 Travels form subordinates to superiors and continues up the
organizational hierarchy
 Means – Includes chain of command, are suggestion systems, appeal
and grievance procedures, complaint systems and the ombudsperson
 Ombudsperson – A person assigned to investigate employee
concerns, thus providing a valuable upward communication link
(Environment in which subordinates feel free to communicate)

35
Communication Flow in the Organization
Contd…
 Crosswise Communication
 Horizontal Flow – Information is among people on the same or
similar organizational levels
 Diagonal Flow – Information is among persons at different levels who
have no direct reporting relationships with one another
 Written, Oral, and Nonverbal Communication
 Written – Providing records, References and legal defenses
 Promote uniformity in policy and procedure and can reduce costs
 Create mountains of papers, ineffective writers and no feedback
 Oral – Information is communicated orally
 Give the subordinate a feeling of importance
 Time consuming, No agreements
 Nonverbal – Includes facial expressions and body gestures
 Actions often speak louder than words
36
Barriers & Breakdowns in Communication
 Specific Communication barriers are
 Lack of planning
 Unclarified Assumptions
 Semantic Distortion
 Poorly Expressed Messages
 Communication Barriers in the International Environment
 Loss by Transmission and Poor Retention
 Poor Listening and Premature Evaluation
 Impersonal Communication
 Distrust, Threat, and Fear
 Insufficient Period for adjustment to change
 Information Overload

37
Toward Effective Communication
 Guidelines for Improving Communication
 Clarify the purpose of the message
 Use intelligible encoding
 Consult others’ views
 Consider receivers’ needs
 Use appropriate tone and language and ensure credibility
 Get feedback
 Consider receivers’ emotions and motivations
 Listen – A key to Understanding
 Tips for Improving written communication
 Use simple words and phrases, Avoid Unnecessary words etc.,
 Tips for Improving oral communication
 Through Practice, Practice, and Practice

38
Electronic Media in Communication
 Telecommunication
 Information can be transmitted within seconds or minutes to
countries on the opposite side of the globe by fax or e-mail
 Teleconferencing
 A group of people interacting with each other by means of audio and
video media with moving or still pictures
 The Use of Computers for Information Handling and
Networking
 Instant Messaging – Shows whether a friend or colleague is connected
to the internet; if connected, messages can be exchanged instantly

39