Motivating Employees

Leading Teams
Communication
Asst. Prof. Meral DÜLGER TAŞKIN
Spring 2021
 Evolution of
management thought
Beginning of the Fall What is Global Environment & Planning & Goal
+
Semester management? Corporate Culture Setting
Ethics and Social
Responsibility

Motivating
Dynamics of Behavior
Managing Human Employees, Leading Designing
in Organizations & Strategy Formulation
Resources Teams and Organizations
Leadership
Communication

Managing Quality Managing the Value IT, E-Business and End of the Fall
FINAL EXAM!
and Performance Chain Innovation Semester

Copyright ©2010 by South-Western, a division of Cengage

Learning. All rights reserved.
Motive

A need or driving force within a People have needs such as food, These needs (motives) create an
person friendship, recognition, internal tension in humans that
achievement that need to be directs specific behavior resulting in
fulfilled. actions to fulfill the needs

* Ex:
Your motive to come to university is
to learn & gain a vision of the world
 Motivation

Refers to the forces

either within or external One secret for success in
to a person that arouse organizations is
enthusiasm and motivated and
persistence to pursue a enthusiastic employees
certain course of action.

* With such a diverse

workforce, it is a challenge
for managers to motivate
employees toward common
organizational goals
 Employee Engagement

Most people begin But over time, the So they need to be

new jobs with energy employees can lose guided and motivated
and enthusiasm their drive (a.k.a. The leading
function of
management)
 How does leading relate to organizational success?

Motivated
Improved Increased Organizational
Leading & engaged
productivity profitability success
employees
 Giving Meaning to Work
Through Engagement

There is growing
recognition that it is
the behavior of
managers that makes
the biggest difference
in whether people
feel engaged at
work.
The Concept of Motivation

Arousal, direction, Employee

and persistence of motivation affects
behavior productivity.

A manager’s job is to
channel motivation
toward
organizational goals.
Motivating People in
Organizations

Thus, an important issue that the

leading function is motivation

Managers should make employees want

to come to work and do a good job
• So, they find ways to sitmulate employees’
needs of financial gain, friendship, recognition,
achievement, etc.
Types of Motivation & Rewards
Intrinsic motivation comes
from the rewards inherent to
a task or activity itself— for
example, playing the piano,
walking in the countryside, or
solving a puzzle.
Extrinsic motivation comes
from outside the person—for
example, money, coercion,
and the threat of punishment.
Intrinsic rewards--
satisfactions a person
receives in the process
of performing a
particular action.
Extrinsic rewards--
given by another
person.
 A Simple Model of Motivation

High employee
Motivation can lead to
motivation is related
behaviors that reflect
to high organizational
high performance
performance and
within organizations.
profits!
Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.
 Content • Hierarchy of Needs
Emphasize Theory
Perspectives the needs • ERG Theory
that
on Motivation motivate • Two-Factor Theory
people • Acquired Needs
Theory
 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

Maslow’s Hierarchy of Needs

According to Maslow’s Theory, low-order needs take priority—they must be

satisfied before higher-order needs are activated: Once a need is satisfied, it
declines in importance and the next higher need is activated
.
 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

ERG Theory

*ERG is a simplification of Maslow’s Theory

Growth Needs
human potential,
personal growth, and increased
competence

Relatedness Needs
the need for satisfactory relationships
with others

Existence Needs
the needs for physical well-being
 Herzberg’s Two-Factor Motivation Theory
Hygiene factors are Motivators are
equal to Maslow’s equal to Maslow’s
lower level needs higher-level needs
 Two-Factor
Motivation Theory
Acquired Needs Theory

NEED FOR NEED FOR AFFILIATION

ACHIEVEMENT DESIRE TO FORM CLOSE
DESIRE TO PERSONAL
ACCOMPLISH RELATIONSHIPS, AVOID
SOMETHING CONFLICT, AND
DIFFICULT, MASTER ESTABLISH WARM
COMPLEX TASKS, FRIENDSHIPS.
AND SURPASS
OTHERS.

NEED FOR POWER

DESIRE TO
INFLUENCE OR
CONTROL OTHERS.
 Process Explain
Perspectives how • Goal-Setting
people Theory
on Motivation select
• Equity Theory
behavioral
actions to • Expectancy
meet their Theory
needs
Goal-Setting Theory

Specific, challenging targets

significantly enhance people’s
motivation and performance.

Managers can improve performance

by setting specific goals.
* When the goals are accepted by subordinates
and these subordinates receive feedback to
indicate their progress toward goal achievement
Equity Theory

Focuses on individuals’
perceptions of how fairly they
are treated compared with
others

Motivated to seek
social equity in the
rewards they expect
for performance
Employees evaluate the perceived equity
of their rewards compared to others’.
Expectancy Theory
Motivation depends on
individuals’ expectations Focuses on the thinking
about their ability to process that individuals
perform tasks and use to achieve rewards
receive desired rewards

Based on the effort,

performance, and
desirability of outcomes
 Major Elements of Expectancy Theory

* Valence – the value or attraction an individual has for an outcome

Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

 Job Design - application of
Job Design for Motivation motivational theories to
the structure of work
 Types of Job Design

Job Simplification - Job Rotation - moving Job Enlargement -

improve task efficiency by employees from one job to combining a series of tasks
reducing the number of another to provide them into one new, broader job
tasks with variety and to give employees variety
stimulation and challenge

Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.

 Types of Job Design (cont’d)

Job Enrichment - Work redesign – altering

incorporating jobs to increase both the
achievement, recognition, quality of employee’s
and other high-level work experience and their
motivators into the work productivity
 Ways to Empower Employees to Meet Higher Needs

Information – Receiving information about company performance

Knowledge - Having knowledge and skills to contribute to company goals

Power - Having the power to make substantive decisions

Rewards – Being rewarded based on company performance

 Why Teams at Work?

Individuals within organizations are Teams and groups are not the same….
interdependent and teams are an
effective way to get work done
A Team Is…

Made up of 2 or more Have regular Team members share

people interaction a performance goal
The Dilemma of Teams

✓ We have to give up our independence

✓ We have to put up with free riders
✓ Teams are sometimes dysfunctional
 Stages of Team Development

Forming: Storming: Norming: Performing: Adjourning:

• Orientation, • Conflict, • Establishment of • Cooperation, • Task completion

break the ice disagreement order and cohesion problem solving • Leader: Bring
• Leader: • Leader: Encourage • Leader: Help clarify • Leader: closure, signify
Facilitate social participation team roles, norms, Facilitate task completion
interchanges values accomplishment
 *Formal teams are those
Types of Teams created by the organization

Vertical Horizontal
Self-Directed Teams
Team Team
Cross-functional
Team/Task Force Problem-solving Team/Quality Circles
Functional Team

Committee

Empowered
Diverse skill Access to
Command Team Permanent to make
Special-purpose set resources decisions
Teams/Project Teams
Horizontal and Vertical Teams in an Organization

Copyright ©2010 by South-Western, a division of Cengage Learning. All rights

reserved.
 Virtual Teams

Geographically or
organizationally dispersed
members who are linked
through technology

Use Shape Monitor

technology culture progress
to build through and reward
relationships technology members
Innovative Uses of Teams
Global Teams

Cross-border
Work Teams Challenges can
Enormous
• Members of impact
Challenges
different communications,
nationalities, • Gaps of time, decision making,
countries, cultures distance and culture
• May be a virtual
and work pace
team
Team
Characteristics

Size – additional members beyond five can cause a decrease in motivation

• Need diverse skills but intimate
• 5 to 12 members still works
Diversity – diverse teams produce more innovative solutions to problems

Member Roles – structure to focus on tasks and social needs

Team Cohesiveness

Determinants Consequences

• Team Interaction • Morale

• Shared Goals • Productivity
• Personal Attraction to the Team
• Presence of Competition
• Team Success
Managing Team Conflict
Competition
over resources

Several
Differing
goals causes of Trust
conflict

Communication
breakdowns
Managing Conflict
Superordinate goals – the ability for team members to
see the big picture and reach larger objectives

Mediation – using a third party to settle disputes

Negotiation – Give and take discussions and

consideration of alternatives
Disruptive negotiation –
Intergrative negotiation –
each party attempts to gain
a win-win assumption
a fixed “size of the pie”
Outcome of Teamwork: Work Team Effectiveness

Productive Output Satisfaction of Members Capacity to Adapt and

Learn
Does the experience contribute Has the team learned from
Does the team’s output meet
to the well-being, personal experience?
expectations?
satisfaction and development of
members?

*These are all in turn related to productivity and profitability!!

Communication

The transfer of information from sender Communication applies to all phases

to receiver with the information being of management but is particularly
understood by the receiver essential in leading function
The Communication Process
Important Issues in Communication

Environmental
Perception Conditions
Effective Channel These conditions
communication influence the flow and
Channel carries the transmission of the
depends on the
message from the messages through
sender’s and
sender to the receiver. channels
receiver’s ability to
Selection of the
evaluate and interpret Noise is an
channel is important.
the messages sent and environmental
received. condition that spoils
the message!!
Organizational Communication
COMMUNICATION IN THE ORGANIZATION IS CRUCIAL
FOR ORGANIZATIONAL EFFECTIVENESS AND SUCCESS
THUS, THE MANAGEMENT TEAM SHOULD
PROVIDE EFFECTIVE COMMUNICATION TO
AVOID ANY MISUNDERSTANDINGS AND
INCORRECT ACTIONS THAT COULD
DAMAGE THE OVERALL ORGANIZATIONAL
PERFORMANCE