What is Motivation

The willingness to exert high level of effort towards organizational goals, conditioned by ability to satisfy individual need. The 3 key elements are effort, goals and need.

McGregors Motivation Theory

McGregor looks at how a manager's perceptions of what motivates his or her team members affects the way he or she behaves.

McGregors Theory X
Theory X workers: Dont like working Need to be told what to do Cant be trusted to make a decision Are only interested in MONEY/SAFETY Must be closely watched Need to be controlled

McGregor's Theory Y
Theory Y workers: Enjoy their work Will work hard to get rewards Participate in decision making Are motivated by things other than money Have self control Are innovative and creative

TM 2-3

ASSUMPTIONS OF THEORY X VERSUS THEORY Y MANAGERS

School System Administrators

TEACHERS EMPLOYEES:

Motivate by: Threats Dislike/avoid work Supervision Require coercion Sing-In Sheets Shun Fearresponsibility Intimidation Have little ambition
Irwin/McGraw-Hill

TEACHERS EMPLOYEES:

Seek security

Motivate by: Trust Naturally expend effort Shared Responsibility Will exercise self-discretion Encouragement Accept and seek responsibility Risk-taking Creativity Have creative capacity Collaboration Have high level needs
The McGraw-Hill Companies, Inc., 1998

Understanding the Theory

Your management style is strongly influenced by your beliefs and assumptions about what motivates members of your team: If you believe that team members dislike work, you will tend towards an authoritarian style of management. On the other hand, if you assume that employees take pride in doing a good job, you will tend to adopt a more participative style.

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