IMPORTANCE

EXTERNAL / INTERNAL
UPWARD / DOWNWARD

SIDE TO SIDE / LATERAL

WRITTEN
CROSS
ORAL BODY GESTURE
SINGLE LINE WHEEL NETWORK
NETWORK

INVERTED - V
FREE FLOW / STAR NETWORK
NETWORK NETWORK NETWORK NETWORK

G
PROBABILITY

O CLUSTER
CHAIN
CHAIN

S
S
I
P
TYPES OF
BARRIERS
 IDENTIFY
NEEDS

REASSESSES SEARCH FOR

NEEDS WAYS TO
DEFICIENCIES SATISFY NEEDS

RECIEVES ENGAGE IN GOAL

PUNISHMENT / DIRECTED
REWARDS BEHAVIOUR

PERFORM
THEORITICAL APPROACH OF MOTIVATION / MOTIVATION MODELS
 MOTIVATION MODELS /
THEORIES

EARLY THEORIES CONTEMPORARY THEORIES

SCIENTIFIC HUMAN RELATION CONTENT PROCESS

MANAGEMENT MODEL THEORIES THEORIES

MASLOWS NEED HERZBERG 2 VROOM’S

GOAL SETTING
OF HIEARCHY FACTOR EXPECTANCY

PORTER’S
ACHIEVEMENT
ALDERFER’S ERG ADAM’S EQUITY PERFORMANCE
MOTIVATION
SATISFACTION
DOUGLAS MC GREGOR THEORY X &
ouchi's theory z
THEIRY Y
 EARLY THEORIES
SCIENTIFIC MANAGEMENT
HUMAN RELATION MODEL
Theory of Scientific Management argued the following:
•Workers do not naturally enjoy work and so need close
supervision and control
•Therefore managers should break down production into a
series of small tasks
•Workers should then be given appropriate training and
tools so they can work as efficiently as possible on one set
task.
•Workers are then paid according to the number of items
they produce in a set period of time- piece-rate pay.
•As a result workers are encouraged to work hard and
maximize their productivity.
Taylor's methods were widely adopted as businesses saw
the benefits of increased productivity levels and lower unit
costs.

Taylor's approach has close links with the concept of

an autocratic management style(managers take all the
decisions and simply give orders to those below them) and
Macgregor's Theory X approach to workers (workers are
viewed as lazy and avoid responsibility).

However workers soon came to dislike Taylor's approach as

they were only given boring, repetitive tasks to carry out.
Firms could also afford to lay off workers as productivity
levels increased. This led to an increase in strikes and other
forms of industrial action by dissatisfied workers
CONTEMPORARY THEORIES CONTENT THEORIES

MASLOWS NEED OF HIEARCHY

CONTEMPORARY THEORIES CONTENT THEORIES
CONTEMPORARY THEORIES CONTENT THEORIES
 CONTEMPORARY THEORIES CONTENT THEORIES

Clayton P. Alderfer's ERG theory

from 1969 condenses Maslow's five human needs into three
categories: Existence, Relatedness and Growth.

1.Existence Needs
Include all material and physiological desires (e.g., food,
water, air, clothing, safety, physical love and affection).
Maslow's first two levels.

2.Relatedness Needs
Encompass social and external esteem; relationships
with significant others like family, friends, co-workers
and employers . This also means to be recognized and
feel secure as part of a group or family. Maslow's third
and fourth levels.

3.Growth Needs
Internal esteem and self actualization; these impel a
person to make creative or productive effects on
himself and the environment (e.g., to progress toward
one's ideal self). Maslow's fourth and fifth levels. This
includes desires to be creative and productive, and to
complete meaningful tasks.
Existence needs are the most concrete, and easiest to
verify.
Relatedness needs are less concrete than existence needs,
which depend on a relationship between two or more people.
Finally,
growth needs are the least concrete in that their specific
objectives depend on the uniqueness of each person.
CONTEMPORARY THEORIES CONTENT THEORIES
 DOMINANT MOTIVATOR CHARACTERISTICS OF THIS PERSON

•Has a strong need to set and accomplish

challenging goals.
•Takes calculated risks to accomplish their

ACHIEVEMENT goals.
•Likes to receive regular feedback on their
progress and achievements.
•Often likes to work alone.

•Wants to belong to the group.

•Wants to be liked, and will often go along
with whatever the rest of the group wants
AFFILIATION to do.
•Favors collaboration over competition.
•Doesn't like high risk or uncertainty.

•Wants to control and influence others.

•Likes to win arguments.
POWER •Enjoys competition and winning.
•Enjoys status and recognition.
CONTEMPORARY THEORIES PROCESS THEORIES

edwin locke
CONTEMPORARY THEORIES PROCESS THEORIES
CONTEMPORARY THEORIES PROCESS THEORIES
CONTEMPORARY THEORIES PROCESS THEORIES
CONTEMPORARY THEORIES PROCESS THEORIES

ADAM’S EQUITY
"A person who influences a group of people towards the achievement of a goal".

PURPOSE

PERSON PEOPLE
 LEADER AS A PERSON

one who goes first A person who is deep - rooted

and committed
to the goal
leads by example, that he will strive
so that others are to achieve it
motivated to follow him. even if nobody follows him!
LEADER’ s Purpose
 LEADER’ s PEOPLE

To be a leader, one must have followers.

To have followers, one must have their trust.
How do you win their trust? Why would others trust you?
Most important, are you worthy of their trust?
NATURE , FEATURES , CHARACTERISTICS OF A LEADER
NATURE , FEATURES , CHARACTERISTICS OF A LEADER

WILLING
CO-OPERATION
FORMAL LEADER
INFORMAL LEADER
LEADERSHIP FUNTIONS
 In 1860,
Thomas Carlyle HERBERT SPENCER, an
English philosopher
disputed the great man
theory by affirming that
these heroes are simply
the product of their
times and their actions
the results of social
conditions.

great leaders will rise when

confronted with the
appropriate situation
The main characteristics of this style are

1 personal goals are reached by a manipulation of the employees.

2 Employee needs and desires are viewed as tools to extract performance.

This style of leadership is effective only IN SPECIFIC SITUATIONS.

LEADERSHIP STYLES IN INDIA