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Contents
Motivation..............................................................................................................................................3
Employee motivation............................................................................................................................3
MOTIVATIONAL THEORIES..................................................................................................................6
1. Maslow’s hierarchy of needs........................................................................................................6
Breathing, Eating, and Drinking...............................................................................................7
Cleansing, Dressing, and Excreting..........................................................................................7
Employment and Job Security.................................................................................................7
Implementing Maslow’s Hierarchy of Needs.....................................................................................7
2. Hertzberg’s two factor theory......................................................................................................8
MOTIVATION
How Leaders Apply the Three Needs Theory in the Workplace....................................................10
Advantages of motivation..............................................................................................................11
TEAM DEVELOPMENT
Team development stages.................................................................................................................13
Forming............................................................................................................................................14
COMUNICATION BARRIER
Storming...........................................................................................................................................14
Performing.......................................................................................................................................15
Barriers to Effective Communication & How to overcome..............................................................17
Psychological barriers.......................................................................................................................18
Attentional barriers...........................................................................................................................19
Physiological barriers........................................................................................................................20
Nonverbal communication strategies...........................................................................................21
MANAGEMENT
Verbal communication strategies..................................................................................................21
Written communication strategies................................................................................................22
Choose a Communication App..................................................................................................22
MODULE 08
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GDPSM 118056 AVISHKA
JAYAMANNA
INTRODUCTION
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My Organization
I worked at Commercial bank PLC as a banking trainee
Organizational Structure:
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Motivation
Motivation is the experience of desire or aversion (you want something, or
want to avoid or escape something). As such, motivation has both
an objective aspect (a goal or thing you aspire to) and
an internal or subjective aspect
-Wikipedia-
Employee motivation
Intrinsic motivation
Extrinsic motivation
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There are main two types of motivation, intrinsic and extrinsic. An
organization needs to understand for a fact that not employees are clones,
they are individuals with different traits. Thus effectively, motivating your
employees will need to acquire a deeper understanding of the different
types and ways of
Intrinsic motivation
Intrinsic motivation means that an individual is motivated from within.
He/she has the desire to perform well at the workplace because the
results are in accordance with his/her belief system.
needs theory
An individual’s deep-rooted beliefs are usually the strongest
motivational factors. Such individuals show common qualities like
acceptance, curiosity, honor, desire to achieve success.
Process Motivation
Emphasize the nature of the interaction between the individual and
the environment.
Extrinsic motivation
Extrinsic motivation means an individual’s motivation is stimulated by
external factors- rewards and recognition. Some people may never be
motivated internally, and only external motivation would work with
them to get the tasks done.
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But you need to be careful with extrinsic rewards too! Too much of
anything can be harmful and as a manager or a supervisor, you need to be
clear to what extent are you going to motivate your employees to
accomplish organizational goals.
1. Need Theory
2. Expectancy Theory
4. Equity Theory
5. Reinforcement Theory
MOTIVATIONAL THEORIES
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1. Maslow’s hierarchy of needs
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Examples for Maslow’s Hierarchy of Needs
To reach the top level of this motivational theory in the workplace, we must
be self-actualized, which means you understand your skills, abilities and
what you’re capable of handling. A healthy and engaged workforce is filled
with individuals who have reached the top level of Maslow’s Hierarchy of
Needs.
The ability to identify their needs and make sure those needs are fulfilled
positively can help us increase your chances of success. When you feel safe,
supported, a sense of belonging and self-actualized, our attitude may also
influence those around you in the workplace. Engagement and motivation
are often team-based attitudes, so a team of individuals who feel their
needs are being met can create a more positive, engaging culture within
the workplace.
Employers with low engagement rates often have higher turnover rates, as
well as issues with low morale and unhappy employees. By investing in the
overall happiness of its employees, a business can increase satisfaction
while boosting engagement and motivation, which ultimately impacts
productivity.
It is important to assess whether you feel your needs are being met in
his/her current position. his needs are important and valuable, so keep
them high on your list of priorities. You can also look for ways to make
changes in your professional life and create a positive, engaging working
atmosphere.
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2. Hertzberg’s two factor theory
Hertzberg classified the needs into two broad categories namely hygiene
factors and motivating factors.
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3. McClelland’s theory of needs
McClelland affirms that we all have three motivating drivers, and it does not
depend on our gender or age.
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and authority and tend to be more concerned about their level of
influence than about effective work performance.
If you listen to the insights of successful leaders, you’ll often see a common
theme. Specifically, these leaders understand that their employees have
varying workplace needs. These successful leaders recognize that for their
different employees some needs are just more important than others.
First, you’ll find that these successful leaders are great listeners and they
use this skill to identify what is important to their employees. Second, these
successful leaders validate what is important to their employees by
observing them and questioning them directly. Finally, effective leaders
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focus as often as they can on finding ways to align organizational
objectives to the different, high needs of their employees. This allows them
to obtain their employees’ cooperation while also creating a motivating
environment
Advantages of motivation
Better productivity
product quality
High Efficiency
Utilization of Resources
Disadvantages of motivation
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Sometimes positive motivation leads to laziness that's because
you often missed the hard work I can say
Stress
TEAM DEVELOPMENT
Teams are becoming a key tool for organizing work in today’s corporate
world. Teams have the potential to immediately amass, organize, relocate,
and disperse.
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Team building is one of the most widely used group-development activities
in organizations.[3] A common strategy is to have a "team-building retreat"
or "corporate love-in," where team members try to address underlying
concerns and build trust by engaging in activities that are not part of what
they ordinarily do as a team.
Stage 1: Forming
Stage 2: Storming
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Stage 3: Norming
Stage 4: Performing
Stage 5: Termination/Ending
Forming
All team members are new and don’t know the other team members. They
don’t have a proper understanding of their roles and responsibilities and
work independently.
Here, the leader will work with an autocratic or directing style to avoid
disorganization and chaos.
Storming
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This the second stage. Team members start getting to know each other and
understand their roles and responsibilities. However, they still need a solid
command to keep things aligned. The leader will be less autocratic than in
the Forming stage. They will display a coaching style of leadership.
Norming
The leader will be liberal since team members have started to understand
each other and are clear about their expectations. Here, the leader will act
as a facilitating leader.
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Performing
In this stage, team members are acting as one. They are interdependent
and adjusted. Now they are a high-performing team and can work with less
supervision.
They are aligned with each other and require minimal monitoring. Here, the
manager acts in a “let go” style or as a supportive leader . also in this style,
the managers trust their team members and allow them to work freely. This
leadership style is useful when team members are skilled, experienced, and
capable of working independently.
Adjourning
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You should lead your team based on their behavior and your
understanding of the project as a manager. There is no rule for governing
style in different phases of the project. You have to act according to your
team’s behavior, which may vary.
Barriers to communication
Physical barriers
Physical barriers may prevent an individual from being able to interpret non-
verbal cues. Other physical barriers include:
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Uncomfortable temperatures
Background noise
Poor lighting
Communicating close to the time of your break/ lunch/ end of work
hours
Large work areas or working in an area that is physically separated from
colleagues
Closed doors
Large geographic distances between the sender and the receiver -
communication is usually easier over shorter differences
Psychological barriers
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Perceptual barriers
Differing opinions and views can reduce objectivity. You may enter a
conversation if the listener will not understand you or be uninterested in what
you're speaking about
Or you may be the listener that doesn't agree with the speaker's beliefs, so you
choose not to listen properly or you look for faults in what they're saying
rather than trying to understand.
Attentional barriers
The listener may not pay enough attention to what is being said, perhaps they
are distracted, or uninterested or they think the speaker's topic is irrelevant.
Emotional barriers
Emotional reactions from either or both the speaker and listener can prevent
effective communication.
Cultural barriers
Interpersonal barriers
Low self-esteem and prejudices can prevent you from forming relationships
and connections with others due to your false perceptions
Physiological barriers
Impaired eyesight, hearing problems, illness and pain can interfere with
effective communication in the workplace.
Lack of similarities
To clarify your points it's common to use examples and stories. However, their
impact is reduced if: the other person does not find these relatable, they don't
have the same knowledge or the same experiences as you.
Ambiguity
Status
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fear of being judged as incompetent and they want to reinforce status
differences.
Shortage of time
Resistance to change
People may want to maintain the status quo so when, for example, a speaker
tries to provide ideas involving a change, people may ignore or oppose it.
Avoid Slang
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