TABLE CONTENT

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

Here or the better part of a

decade, strategy has been a
business buzzword. Top
executives ponder strategic
objectives and missions. Mere
planning has lost its glamor;
the planners have all turned
into strategists.

A competitive advantage is an attribute that allows a company to

outperform its competitors. This allows a company to achieve superior
margins compared to its competition and generates value for the company
and its shareholders. A competitive advantage must be difficult, if not
impossible, to duplicate. If it is easily copied or imitated, it is not considered
a competitive advantage.

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 My Organization
I worked at Commercial bank PLC as a banking trainee

Vision and Mission

Vision: To be the Bank of Excellence in Service and Commitments
Mission: To deliver optimum value to:
• Customers
• Employees
• Shareholders and
• the Nation
while ensuring good Corporate Governance

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

Employee motivation is defined as the enthusiasm, energy level,

commitment and the amount of creativity that an employee brings to the
organization on daily basis.

Employee motivation is all about how

engaged an employee feels in tandem to the
organization’s goals and how empowered
he/she feels. Motivation is of two types:

 Intrinsic motivation
 Extrinsic motivation

Motivated employees are an asset to an organization, they are directly

proportional to an organization’s success. Motivation is intangible, difficult
to measure and extremely difficult to control, but very easy to facilitate if
done right. It’s all about intention, intensity, and perseverance.

It is important to ensure that every team member in an organization is

motivated. Various psychologists have studied human behavior and have
formalized their findings in the form various motivation theories. These
motivation theories provide great understanding on how people behave
and what motivates them.

Types of employee 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.

Research says extrinsic rewards can sometimes promote the willingness in a

person to learn a new skillset. Rewards like bonuses, perks, awards, etc. can
motivate people or provide tangible feedback.

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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.

There are several types of motivational theories such as;

1. Need Theory

2. Expectancy Theory

3. Goal – Setting Theory

4. Equity Theory

5. Reinforcement Theory

MOTIVATIONAL THEORIES

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 1. Maslow’s hierarchy of needs

Abraham Maslow postulated that a person will be motivated when his

needs are fulfilled. The need starts from the lowest level basic needs and
keeps moving up as a lower level need is fulfilled. Below is the hierarchy of
needs:

 Physiological:  Physical survival necessities such as food, water, and

shelter.
 Safety:  Protection from threats, deprivation, and other dangers.
 Social (belongingness and love):  The need for association, affiliation,
friendship, and so on.
 Self-esteem:  The need for respect and recognition.
 Self-actualization:  The opportunity for personal development, learning,
and fun/creative/challenging work.  Self-actualization is the highest level
need  to which a human being can aspire.

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Examples for Maslow’s Hierarchy of Needs

 Breathing, Eating, and Drinking

 Cleansing, Dressing, and Excreting
 Employment and Job Security

Implementing 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.

Hygiene factors are needed to make

sure that an employee is not
dissatisfied. Motivation factors are
needed for ensuring employee's
satisfaction and employee’s motivation
for higher performance.

Mere presence of hygiene factors does

not motivation, and presence of
motivation factors in the absence of
hygiene factors also does not work.

Employee engagement has finally come

to the forefront of the business world. A motivated, healthy and committed
workforce is key to effectively scaling your business. Businesses with
engaged employees enjoy lower rates of employee turnover. This leads to
lower hiring costs and faster talent acquisition.

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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.

One of these drives will be

dominant in our behavior.
The dominant drive
depends on our life
experiences. 

The three motivators are:

 Achievement: a need to accomplish and demonstrate own

competence People with a high need for achievement prefer tasks
that provide for personal responsibility and results based on their
own efforts.  They also prefer quick acknowledgement of their
progress.
 Affiliation: a need for love, belonging and social acceptance People
with a high need for affiliation are motivated by being liked and
accepted by others.  They tend to participate in social gatherings and
may be uncomfortable with conflict.
 Power: a need for control own work or the work of others People
with a high need for power desire situations in which they exercise
power and influence over others.  They aspire for positions with status

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 and authority and tend to be more concerned about their level of
influence than about effective work performance.

How Leaders Apply the Three Needs Theory in the Workplace

Successful leaders are skilled at determining the three-need profiles of their
employees even if they do it intuitively.

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 

 Lower levels of absenteeism 

 Improved industrial relations 

 product quality 

 High Efficiency

 Utilization of Resources

 Reduction in Labor Turnover

 Readiness for Change

 Achieving Organizational Goals

 Helps with Attitude of Employees

Disadvantages of motivation

 Sometimes you became overconfident.

 You'll start thinking that work is so easy to do & you often

miss the challenges.

 You start ignoring the main thing

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  Sometimes positive motivation leads to laziness that's because
you often missed the hard work I can say

 You missed the main steps when you are so positive.

 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.

But, teams are an effective tool of employee motivation. It is essential to

consider the fact that teams develop and get mature over a period of
time. Team development creates a captivating atmosphere by encouraging
co-operation, teamwork, interdependence and by building trust among
team members.

The formal definition of team-building includes:

 aligning around goals

 building effective working relationships
 reducing team members' role ambiguity
 finding solutions to team problems

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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.

Team development stages

As a way to improve teamwork and help companies become more efficient,

researcher Bruce Wayne Tuckman published “Tuckman’s Stages” in 1965. It
talked about the main four stages of development all teams move through
over time: forming, storming, norming, and performing. 

In 1977, Tuckman and doctoral student Mary Ann Jensen added a fifth

stage called adjourning to make it the “five stages of team development.” 
Each stage of team development has its own recognizable feelings and
behaviors; understanding why things are happening in certain ways on your
team can be an important part of the self-evaluation process.

Team development is not always a

linear process. Having a way to
identify and understand causes
for changes in the team behaviors
can help the team maximize its
process and its productivity

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

Now team members have a sound understanding of their roles and

responsibilities, and they begin to work together and adjust their habits
and behavior.

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

The project is completed, and the team is released or deputed to another

project.

Here, again, the manager will act in a “let go” style.

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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 Effective Communication & How to

overcome
Effective communication in the workplace is not always straightforward and
barriers can easily get in the way. They cause messages to become distorted,
subsequently leading to confusion, misunderstanding and even offense in
some cases.

Barriers to communication
Physical barriers

Physical barriers may prevent an individual from being able to interpret non-
verbal cues. Other physical barriers include:

 Old or broken equipment used for communication

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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

Open office spaces are becoming popular as they provide employees with

their own workspaces while also removing visible barriers between colleagues
that can interfere with communication.

Psychological barriers

The psychological state of the speaker and listener can affect

Organizational structure barriers

Companies with unclear structures can make communication difficult.

If a company has a complex structure with lots of management levels,

information will be lost or distorted as it travels through each layer of the
hierarchy.

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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.

Too much information

Providing someone with an overwhelming amount of details can confuse them

and distract from your message.

Emotional barriers

Emotional reactions from either or both the speaker and listener can prevent
effective communication.

Cultural barriers

Cultural barriers can interfere with communication in a variety of ways:

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  The norms of communication vary between cultures, such as, personal
space. It is important to find common ground in these situations.
 cultural noise

Semantic and language barriers

There may be:

 Language differences between the speaker and the listeners

 Difficulties in understanding unfamiliar accents

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

Being vague in your explanations and using too many generalizations or

proverbs can lead to unclear communication and misinterpretation.

Status

Communication may suffer from selective communication. The top of a

company's hierarchy may not share certain information to subordinates for

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fear of being judged as incompetent and they want to reinforce status
differences.

Shortage of time

There may simply be a lack of time to convey information effectively.

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.

Strategies to overcome communication barriers

we can use strategies to overcome and prevent communication challenges

at work:

 Nonverbal communication strategies

 Active listening strategies
 Verbal communication strategies
 Written communication strategies
 Technical communication strategies

Nonverbal communication strategies

 Be aware of your body language

 Work on your posture. Standing up straight or sitting upright in your
chair can help promote positive and effective communication.
 Consider your tone of voice. 
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  Maintain eye contact. Active listening strategies
 Request and provide feedback. 
 Use encouraging small verbal comments. 
 Do not interrupt. 
 Focus on what the other person is saying. 

Verbal communication strategies

 Limit distractions. Communication is much more effective when

there are little to no distractions.
 Participate in a public speaking class. 
 Acknowledge what others are expressing. 
 Practice empathy. Consider the feelings of the person you are
communicating with so that you can better acknowledge their needs
and concerns.

 Avoid Slang

Slang and casual language can be fun

with your friends, but with your
coworkers it can create a significant
barrier to effective communication.

 Stay Open Minded for Questions and Answers

Written communication strategies

1. Proofread and edit. 

2. Use appropriate grammar and spelling. 
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Technical strategies

 Choose a Communication App

Sure, texts are a great way to get a message across, but a
communication app like Crew helps you contact your coworkers
faster than ever. It overcomes many potential barriers in virtual
communication by simplifying messages, keeping conversations
organized.

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