YOU NEED AN EFFECTIVE TEAM

BUILT and MANAGE

YOUR TEAM

27.11.2022 IE 404 Management for Engineers, METU

 THE TEAM CONCEPT
RG ET ! ! Together
FO
’T
DON E veryone
A ccomplishes
More
Team collaboration achieves more than a single individual can
on his or her own. As new disruptions shake the market and
processes grow even more complex, work tasks are becoming
increasingly challenging, leaving you dependent on different
people with a wide range of expertise.
27.11.2022 IE 404 Management for Engineers, METU
 LEARNING OBJECTIVES
• Team Concepts.

• The Battlefield In The War For Talent.

• Effective Selection And Placement Strategies.

• Motivation Is An Act of Managers.

• What Motivation Offers.

• Train and Keep your Team.

27.11.2022 IE 404 Management for Engineers, METU

 Steve Jobs talks about managing people

27.11.2022 IE 404 Management for Engineers, METU

 TEAM
A team is considered to work interdependently and is
committed to achieve one common goal. They are helping each
other to develop new skills to which it can help improve their
performance.

27.11.2022 IE 404 Management for Engineers, METU

 THE FIVE STAGES OF TEAM DEVELOPMENT
it’s proven that similar people work
well together. On the other hand, as
work tasks continue to get more
complex, people with different kinds
of expertise and background are Stage 5
forced to work together. Stage 4 Adjourning
Stage 3 Performing
Stage 2 Norming
Stage 1 Storming Team may
Forming Members disband, either
Members work together, Members after meeting
Members get
come to resist developing work toward their goals or
to know each
control by close relation- getting their because
other and
leaders ships and jobs done members leave
seek to
and show feelings of
establish
hostility camaraderie
ground rules

27.11.2022 IE 404 Management for Engineers, METU 6

 When
Forming
your team Stage 4
Stage 5
Adjourning
Stage 3 Performing
Stage 2 Norming
Stage 1 Storming Team may
Members
Forming disband, either
Members get Members work together, Members
after meeting
to know each come to resist developing work toward
other and control by close relation- getting their their goals or
leaders ships and because
seek to jobs done
and show feelings of members leave
establish
ground rules hostility camaraderie
IE 404 Management for Engineers, METU 11/27/2022
When Storming
Stage 5
Stage 4 Adjourning
Stage 3 Performing
Stage 2 Norming
Stage 1 Storming Team may
Members
Forming disband, either
Members get Members work together, Members
after meeting
to know each come to resist developing work toward
other and control by close relation- getting their their goals or
leaders ships and because
seek to jobs done
and show feelings of members leave
establish
ground rules hostility camaraderie
IE 404 Management for Engineers, METU 11/27/2022
 When
Norming
Members
Stage 5
Stage 4 Adjourning
Stage 3 Performing
Stage 2 Norming
Stage 1 Storming Team may
Members
Forming disband, either
Members get Members work together, Members
after meeting
to know each come to resist developing work toward
other and control by close relation- getting their their goals or
leaders ships and because
seek to jobs done
and show feelings of members leave
establish
ground rules hostility camaraderie
IE 404 Management for Engineers, METU 11/27/2022
 When
Performing
Members
Stage 5
Stage 4 Adjourning
Stage 3 Performing
Stage 2 Norming
Stage 1 Storming Team may
Members
Forming disband, either
Members get Members work together, Members
after meeting
to know each come to resist developing work toward
other and control by close relation- getting their their goals or
leaders ships and because
seek to jobs done
and show feelings of members leave
establish
ground rules hostility camaraderie
IE 404 Management for Engineers, METU 11/27/2022
 SUCCESSFUL TEAMS
1. Have basic trust among members
2. Have open & frequent communications
3. Focus on the team’s goal
4. Are willing to depend on others
5. Are willing to be influenced by others
6. Are able to get consensus on decisions

IE 404 Management for Engineers, METU

27.11.2022 11/7/2016 IE 404 Management for Engineers, METU
Fall 2016
 Team structure

Turkey Germany

Sales and
Marketing

Mini Cars

BMW Group operates as a boundary less team organization in the development and production of its BMW, Rolls
Royce and Mini cars. The company uses virtual tools such as computer aided design programs and a flexible
production network of 14 plants in 12 countries to respond quickly and flexibility to fluctuations in the market and
individual customer.
12
27.11.2022 IE 404 Management for Engineers, METU
 Social Loafing
The tendency for members to exert less individual effort on an
additive task as the size of the group increases.

Be carefull do not mix...

Team collaboration achieves more than a single individual can on his or her own.

27.11.2022 IE 404 Management for Engineers, METU

 ORGANIZING EFFECTIVE TEAMS
Clear Objectives
Establish Team Norms - Team Contracts
Appropriate Leadership
Suitable membership
T HE Commitment to the team
G
T TIN H E R A supportive team climate
U ET
U TP G
B O S TO
A LL A B ER E
T IS M EM NAG
I M MA
T EA &
ST
BE

27.11.2022 11/7/2020 IE 404 Management for Engineers, METU

 CAN YOU PICK THE BEST TEAM ?
it’s proven that similar people work
well together. On the other hand, as
work tasks continue to get more
complex, people with different kinds
of expertise and background are
forced to work together.

And we know that different

personalities coming together is
better for creative teams.

IE 404 Management for Engineers, METU

27.11.2022 11/7/2018 IE 404 Management for Engineers, METU
Fall 2018
 PROCESS OF
PICKING And MOTIVATING YOUR TEAM

1. Determine the sources of recruitment of team members

2. Select the capable and who realy wants the job
3. Train the employees according to need
4. Assign the goal and objectives to your team
5. Arrange motivation policies for the team and members
6. Evaluate the performance of team
7. Control the motivation implementation policy

27.11.2022 11/7/2018 IE 404 Management for Engineers, METU

 USE
EFFECTIVE SELECTION AND PLACEMENT
STRATEGIES

N T
Competition Among Organizations
A LE
R T
F O
Attracting the RightRWorkers to the
W A
Organization
IS A
R E
EKeeping Star Employees
T H

27.11.2022 11/7/2018 IE 404 Management for Engineers, METU

 AC TI
TR CTIVE
UI Social Recruiting
ECR LINKEDIN
ATSSIVE VS. A
R Face, Twitter..

University visits Referrals

PA

Promotion

COMPANY WEBSITES
Email
2n d W Headhunters
H IC H Newspapers
How ONE
There
to ch
oose t
I S BETT
Use e
is wa
r for t
he on
e
E R ?
ffecti ?
ve me alent
thodo
logie
27.11.2022 s….. for Engineers, METU
IE 404 Management
 PROCESS OF
PICKING And MOTIVATING YOUR TEAM

1. Determine the sources of recruitment of team members

2. Select the capable and who realy wants the job
3. Train the employees according to need
4. Assign the goal and objectives to your team
5. Arrange motivation policies for the team and members
6. Evaluate the performance of team
7. Control the motivation implementation policy

27.11.2022 11/7/2018 IE 404 Management for Engineers, METU

 Before you start recruiting process !

Set your criterias for that job very clearly.

Put a high barier.

Never ever comprimise for relatives...etc

27.11.2022 IE 404 Management for Engineers, METU

 When You Have Several Candidates..

What should the best method

to follow for
selecting ?

27.11.2022 IE 404 Management for Engineers, METU

 g 1.CV EVALUATION
c tin
e l e s t
APPLICATION FORMS
S B e o d
STANDARDIZE QUESTIONS
& & TAKE COMMITTMENT

e
T Meth 2. TELEPHONE CONVERSATION
h
M y
3. TESTS
Mental Ability Personality Aptitude Intelligence Interest Knowledge

4. INTERVIEWS

5. REFERENCES CHECK

IE 404 Management for Engineers, METU

27.11.2022 11/7/2016
HEALTH CONTROL
IE 404 Management for Engineers, METU
Fall 2016
 YOU WILL BE A CANDIDATE
SOON

LET US PREPARE YOURSELF...

27.11.2022 IE 404 Management for Engineers, METU

 o’s
PREPARING FOR AN INTERVIEW
ts &D
n’
INTERVIEW TIPS AND HINTS
Do

Don’ts

Leave your mobile on during the interview

Chew gum
Appear disinterested or arrogant

Answer questions with just Yes or No – provide detail

Lose your cool temper or show nervousness

Criticize past or present managers or employers

Dress in casual or exaggerated

REMEMBER THESE POINTS WHEN PREPARING FOR AN INTERVIEW

27.11.2022 IE 404 Management for Engineers, METU

 PREPARING FOR AN INTERVIEW
o’s
&D
TIPS AND HINTS

n’ ts
Do
Do’s
Make sure you allow enough time to get there – plan to arrive early – around 10 minutes.
Make sure you reread your resume before the interview.
Refresh yourself on the facts and figures about the company.

Be friendly, sincere and enthusiastic.

Ask the interviewer questions.

If no job description has been provided ask the interviewer to describe the position and duties so you can relate to the
relevant areas of your background and experience.

Talk in specifics regarding what you have done in the past, and how it is relevant to the role.

Provide plenty of detail in your examples But ensure your answers are well structured.

REMEMBER THESE POINTS WHEN PREPARING FOR AN INTERVIEW

27.11.2022
 PREPARING FOR AN INTERVIEW
TIPS AND HINTS
o’s
ts &D
n’
Do’s: Do
If you don’t understand a question, it is perfectly acceptable to ask for the question to be repeated.

Observe the interviewer’s reactions – their Body language will tell you when they’ve heard enough of
your answer, and will indicate when they want to know more.

Describe your achievements fully and confidently – now is not the time to be shy about your
accomplishments.

Approach the interview as a two-way conversation. You are also interviewing the manager to see if this is
a Business unit or area that you want to work for. It is your responsibility to gather the information you need
to be able to make an informed decision.

Ask questions that reflect preparation and logical thinking.

REMEMBER THESE POINTS WHEN PREPARING FOR AN INTERVIEW

27.11.2022 IE 404 Management for Engineers, METU

 Starting Questions
 Tell me about yourself
 What are you looking for in your next role?
 What interests you about this role?
 What are your strengths?
 What are your weaknesses?
 Where do you hope to be longer term/where do you see yourself in 5 years from now?
 Why did you leave your last role?

27.11.2022
 Behavioural Questions
Behavioural, Situational, Motivation and Cultural Fit
 Tell me about a time when you exceeded the needs of a customer. What was the situation? What did
you do? (Customer focus)
 Tell me about a time when you were required to work with a group of new people on a project/task.
What was the project? How did you contribute to the successful completion of the project?
(Teamwork / Project Management / Achievement focused)
 Describe a time when you took the initiative to resolve a problem that had an impact throughout your
department/team. What information did you use? What did you consider? (Taking Initiative /
Problem solving)
 Describe how you have ensured that the quality of your work is high on a consistent basis? (Initiative
/ Achievement focused / Drive and motivation)
 Tell me about a time when you had to motivate yourself to get your work done. How did you do this?
What was the result? (Motivation, Commitment, Results focus)
 Tell me about something you have done at work which made you stand out from others in terms of
performance? What was your approach to this situation? (Achievement oriented / Results focused /
Motivation)
 What significant problems have you faced in your role in the last year? What did you do? (Problem
solving)
 Give an example of a difficult customer that you have encountered. How did you deal with the
situation? (Communication / conflict resolution)

27.11.2022
 Behavioural Questions
Behavioural, Situational, Motivation and Cultural Fit

 Can you give me an example of when your perseverance(continuing or repeating behavior) has paid off? (Tenacity / persistence)
 Can you give me an example of when your workflow has increased and how you structured your day to manage this? (Planning &
organising)
 Give me an example of when you have performed more than is required of you in your job. (Initiative)
 Give me an example of a problem you have had with a work colleague or manager. (Relationship building/conflict management)
 Tell me about a time you identified errors in your work. What caused the errors? How did you remedy the situation? (Attention to
detail / Problem solving)
 Tell me about a time that you had to make a decision that was unpopular. What was the result? How did you handle it? (Decision
making)
 Tell me about a time when you weren’t able to meet a deadline. What did you do? (Planning & organising / problem solving /
persistence)
 Tell me about your best employee and your most difficult employee. How have you managed them? (Leadership / Coaching and
developing others)

27.11.2022
 Situational/Scenario Questions
 You are approached by your manager and asked to put together some guidelines for customer service staff to follow when
dealing with customers. Outline the sort of information you would put into the guide. (Communications skills / Customer
focus / Teamwork)
 A new member of staff has recently joined your group at work. You have noticed that he/she appears to be struggling with
some aspects of the job, in particular, he/she doesn’t seem to have started a presentation that is due tomorrow. What do you
do? (Achievement focus / Teamwork / Presentation skills / Communication skills / Coaching and developing others)
 You have been asked to share your knowledge of your work processes to a team in another area. How would you
communicate your knowledge to this team to ensure that it was understood? (Presentation skills / Communication skills /
Coaching and Developing others)
 You are working with a person who consistently makes errors in their work. How would you ensure that the quality of the end
product is up to standard? (Achievement focus / Customer focus / Teamwork)
 You have been asked to arrange a work function for your team. The problem you have encountered is that not everyone is
available on the same days. How would you reach a compromise among your team? (Problem solving / Decision making /
Teamwork)

10/17/2016
 Motivational Questions

◎ Why are you interested in this job?

◎ What have been the most satisfying aspects of work to date? What has been the least
satisfying?
◎ Why are you looking to move on from your current role?
◎ What are your short-term/long term career goals?
◎ How will this job help you meet your career goals?

27.11.2022
 Other Questions

 What is your ideal job?

 In your opinion, what makes a good leader?
 What is your preferred working style?
 Describe the work environment in which you will most effectively be able to contribute.
 What type of managers have been the most difficult to work for? Why?
 What do you describe to be your most “natural” ability?

IE 404 Management for Engineers, METU

27.11.2022 10/17/2016 IE 404 Management for Engineers, METU
Fall 2015
 ti n g CV EVALUATION

l e c t APPLICATION FORMS
Se e s
e B STANDARDIZE QUESTIONS & TAKE COMMITTMENT

T h TELEPHONE CONVERSATION

TESTS
Mental Ability Personality Aptitude Intelligence Interest Knowledge

INTERVIEWS

REFERENCES CHECK

HEALTH CONTROL
IE 404 Management for Engineers, METU
27.11.2022 11/7/2016 IE 404 Management for Engineers, METU
Fall 2016
 DON’T FORGET TO CHECK THE REFERENCES

At least call and communicate with the listed.

Much better if you can visit..ONE or TWO!

DON’T FORGET TO CHECK THE

HEALTH REPORT

27.11.2022 IE 404 Management for Engineers, METU

 1st RULE IS TO SELECT THE TALENTED ONE WHO REALLY WANTS THE JOB

27.11.2022 IE 404 Management for Engineers, METU

 PROCESS OF
PICKING And MOTIVATING YOUR TEAM

1. Determine the sources of recruitment of team members

2. Select the capable and who realy wants the job
3. Train the employees according to need
4. Assign the goal and objectives to your team
5. Arrange motivation policies for the team and members
6. Evaluate the performance of team
7. Control the motivation implementation policy

27.11.2022 11/7/2018 IE 404 Management for Engineers, METU

 HOW DO YOU INTRODUCE
NEW HIRES TO THE ORGANIZATION

BY
TRAINING

27.11.2022 IE 404 Management for Engineers, METU

 EEP
T IVATE and K
N a nd MO

Training
TR AI

Strategy
Orientation training Core values
Culture
Code of Ethics
Procedures policies
On the job training Job description

Self Awareness
Off the job training Strengthen the weaknesses

Courier Plan
Management development Milestones

27.11.2022 IE 404 Management for Engineers, METU

 Benefits of Training

1. Improves morale of employees

2. Less supervision

3. Fewer accidents 

4. Chances of promotion

5. Increased productivity

27.11.2022 IE 404 Management for Engineers, METU

 PROCESS OF
PICKING And MOTIVATING YOUR TEAM

1. Determine the sources of recruitment of team members

2. Select the capable and who realy wants the job
3. Train the employees according to need
4. Assign the goal and objectives to your team
5. Arrange motivation policies for the team and members
6. Evaluate the performance of team
7. Control the motivation implementation policy

27.11.2022 11/7/2018 IE 404 Management for Engineers, METU

 AFTER RECRUITING YOUR TEAM

EQUALLY important is to

TRAIN and

MOTIVATE and KEEP

27.11.2022 IE 404 Management for Engineers, METU

 E an d KEEP
nd MOTIVAT
TRAIN a
HOW TO MOTIVATE YOUR TEAM
1. Pay your people what they are worth.
2. Provide them with a pleasant place to work.
3. Offer opportunities for self-development.
4. Foster collaboration within the team.
5. Encourage happiness.
6. Don't punish failure.
7. Don’t micro manage.
8. Avoid useless, time consuming long meetings.
9. Set clear goals and objectives.
10. Set Your Way.

27.11.2022 IE 404 Management for Engineers, METU

 THINK OF EACH GOAL AS AN UMBRELLA WITH SEVERAL
SPOKES COMING OUT FROM THE CENTER

SPOKES ANALOG TO OBJECTIVES

UMBRELLA ITSELF IS ANALOG TO A GOAL

AN UMBRELLA CAN NOT BE PUT UP AND DOWN WITHOUT SPOKES!!

27.11.2022 IE 404 Management for Engineers, METU

 EEP
T IVATE and K
AIN a nd MO
TR
WHAT ARE GOALS AND OBJECTIVES
Goals are:
Large in size
The end
The result
The whole
Longer term

Objectives are:
Sub-goals
Medium or small in size
The means to the end
The steps
Part of the whole
Shorter term
Can be measured
27.11.2022 IE 404 Management for Engineers, METU
 Goal / Objectives / Tasks
Another Example : Reduce the time loss in trafific for İstanbul drivers
to half within this year.
Goal Outcomes
Consequence
improved traffic
flow
Objective #1 Objective #2 Objective #3 reduction in
travel time
Construct 150 km Template restriction reduction in
highway this year to certain areas of the city accidents

Task #1/1.. 10 km to.. Task #2/1 Taksim Task #3/1

Task #1/2 Task #2/2 Bağdat Outputs
Task #3/2 The amount of
Task #1/3 Task #2/3 Task #3/3 something
Task #1/4 Task #2/4 Task #3/4 number of highway
Task #1/5 Task #2/5 Task #3/5 miles constructed
number of highway
Task #1/6 Task #2/6 Task #3/6 miles repaired
Task #1/7 Task #2/7 Task #3/7
Task #1/…. Task #2/…. Task #3/….

27.11.2022 IE 404 Management for Engineers, METU

 S.M.A.R.T.Objectives
Specific

Time-bound S.M.A.R.T. Measurable

Objectives

Realistic Achievable

27.11.2022 IE 404 Management for Engineers, METU

 TIME HORIZON E an d KEEP
nd MOTIVAT FUNCTION SPECIFICITY
TRAIN a COOPERATE STRATEGY
Relatively Long Relatively Broad
BUSINESS STRATEGY
Vision & Mission

Strategic
Goals & Objectives

Operational Strategy
Goals & Objectives & Tasks
Relatively Short Relatively Specific

SET CLEAR GOALS & OBJECTIVES

27.11.2022 IE 404 Management for Engineers, METU
 TIME HORIZON COOPERATE STRATEGY
We are dedicated to serve the sector for transitioning
FUNCTION SPECIFICITY
from subsidized to sustainable markets in Solar”

Relatively Long BUSINESS STRATEGY Relatively Broad

Bringing high performanc & reliable PV and Battery products to
consumers through its innovative solar systems
Vision:To be number one company in our Business Strategy
STRATEGIC GOALS Vision & Mission Field in Middle East and Europe region
Invest in own PV Production Mission: bringing the high performance and strong reliability
to consumers through its innovative
Invest in Battery Production
by Joint Venture Strategic systems hardware and software to create satisfied customers
by adopting a customer-first strategy."
STRATEGIC OBJECTIVES Goals & Objectives
Engage Several Partners to minimize risk
Select large Economies of scale in investments
Create popularity around national energy production capability
Operational Strategy
Invest in marketing branches in Middle east and Europe
Goals & Objectives & Tasks
OPERATIONAL FINANCIAL GOALS:
Growing revenues min 10% each year.
OPERATIONAL FINANCIAL GOAL OBJECTIVES:
Relatively Short
1.Within each six months, open 1 dealer store Relatively Specific
2.Implement e commerce via Plurawatt.com in 2021.
3. Provide more information to customers on line as of January
Core Values
2021. Innovation
4. Improve customer service as of first quarter of 2021. And
RELATED TASKS :
1.Improve the customer service score minimum Personal,
by 10 percent in the next month by improving Professional
27.11.2022 the reaction time to the customer
IE 404 complaints
Management for Engineers, METU Integrity
2…..
 A SYSTEMATIC APPROACH
MBO

Align THE OBJECTIVES throughout the organization

with the overall goals that management has set.

27.11.2022 IE 404 Management for Engineers, METU

 PROCESS OF
PICKING And MOTIVATING YOUR TEAM

1. Determine the sources of recruitment of team members

2. Select the capable and who realy wants the job
3. Train the employees according to need
4. Assign the goal and objectives to your team
5. Arrange motivation policies for the team and members
6. Evaluate the performance of team
7. Control the motivation implementation policy

27.11.2022 11/7/2018 IE 404 Management for Engineers, METU

 HOW TO MOTIVATE YOUR TEAM
1. Pay your people what they are worth.
2. Provide them with a pleasant place to work.
3. Offer opportunities for self-development.
4. Foster collaboration within the team.
5. Encourage happiness.
6. Don't punish failure.
7. Don’t micro manage.
8. Avoid useless meetings.
9. Set clear goals and objectives( USE THE SET GOALS FOR STEP 10).
10. Set Your Way.

ATE a nd KEEP
nd MOTIV
TRAIN a

27.11.2022 IE 404 Management for Engineers, METU

 TO GO THE EXTRA MILE WHAT ARE THE OTHER WAYS ?

How to Set Your Way

For
Motivating Your Team?

27.11.2022 IE 404 Management for Engineers, METU

 TO SET YOUR WAY OF MOTIVATION
LEARN THE MOTIVATION THEORIES

NEEDS BEHAVIOUR SATISFACTION

27.11.2022 IE 404 Management for Engineers, METU

 THEORIES ON MOTIVATION

EARLY THEORIES

CONTEMPORARY THEORIES

NEW THEORIES

MANY THEORIES ASSUMES A HIERARCHY OF NEEDS, IN WHICH THE

NEEDS AT THE BOTTOM ARE THE MOST URGENT.

27.11.2022 IE 404 Management for Engineers, METU

 EARLY THEORIES
Scientific Management

Taylor’s scientific management theory involved observing

workers to see how they carried out tasks. As a result of his work
tasks were broken down into smaller scale units of work,
requiring little understanding from employees of what they were
doing.

This job specialization meant that workers undertook tasks with

a narrowly defined range, for which they were rewarded
according to how much they produced.

Payment systems rewarded those who produced the most.

27.11.2022 IE 404 Management for Engineers, METU

 EARLY THEORIES
Human Relations Model

If the company or managers took an interest in employees and cared

for them, it had a positive effect on their motivation.

When managers took a greater interest in employees they felt more

valued and empowered, employees often work best in teams, they
were more motivated if they were managed and consulted more.

27.11.2022 IE 404 Management for Engineers, METU

 THEORIES ON MOTIVATION

EARLY THEORIES

CONTEMPORARY THEORIES

NEW THEORIES

27.11.2022 IE 404 Management for Engineers, METU

 CONTEMPORARY
cc urs
s us THEORIES ati on
o
ate otiv
ti v m
mo how
h at
w EARLY THEORIES

CONTEMPORARY THEORIES

NEW THEORIES

27.11.2022 IE 404 Management for Engineers, METU

 CONTEMPRORY THEORIES
Content Theories
Within the work environment they have had the greatest impact on management
practice and policy, whilst within academic circles they are the least accepted.

what motivates us
Focus on the factors within a person that energize, direct, sustain and stop
behavior.
They look at the specific needs that motivate an individual.

27.11.2022 IE 404 Management for Engineers, METU

 CONTEMPRORY THEORIES
CONTENT THEORIES
Maslow Herzberg Alderfer McClelland

(Erg theory more (learned Need theory

one of these dominant
levels at atime,
due to culture & Life experiences.)
If frustration go
to lower levels)
need challenging,
but not impossible, projects

Best when in
charge

best in a group
environment

27.11.2022 IE 404 Management for Engineers, METU

 CONTEMPRORY THEORIES
CONTENT THEORIES Hierarchy of Needs

MASLOW-1943
*Lover order ( External ) : Physiological and1.safety
Biologicalneeds
and Physiological needs
2. Safety needs
3. Belongingness and Love needs
1990 order ( Internal ) : Social Esteem, and 4.
*Higher Esteem needs
Self-actualization
5. Self-Actualization needs

Self-Actualization Needs
GROWTH NEEDS
Esteem Needs
Social Needs
DEFICIENCY NEEDS
Safety Needs
Physiological needs
IE 404 Management for Engineers, METU
27.11.2022 11/7/2016 IE 404 Management for Engineers, METU
Fall 2016
 CONTEMPORARY
cc urs
s us THEORIES ati on
o
ate otiv
ti v m
mo how
h at
w EARLY THEORIES

CONTEMPORARY THEORIES

NEW THEORIES

27.11.2022 IE 404 Management for Engineers, METU

 CONTEMPRORY THEORIES
Process Theories

Process Theories deal with the “process” of motivation and is concerned with

how motivation occurs

Process theories provide a description and analysis of how behavior is energized,
directed, sustained and stopped.

4 process theories are predominant:

expectancy
reinforcement
equity
goal setting
27.11.2022 IE 404 Management for Engineers, METU
 PROCESS THEORIES
VRO
OM’S EXPECTANCY

If you do, you are passing the class is approval from your instructor
more likely to put forth effort. related to rewards such as friends, or parents

Perception

Expectancy Theory
Motivation is high when employees believe that high levels of effort lead to high
performance and high performance leads to attainment of desired outcome

27.11.2022 IE 404 Management for Engineers, METU

 PROCESS THEORIES
REINFORCEMENT
This theory focuses totally on what happens to an individual when he takes some action.

The company

I N N ER’S decides to let

SK F FECT the top ten
F E
LAW O
salespeople in
the office pick
if they go to Alask
Rewarding for positive a or stay at the
old office.
You work very
hard to be in the
top ten so you
can avoid the negative
consequence of
relocating to Alaska
. You will continue to
perform your best to
avoid the negative
consequence.

you stop approving overtime. getting a write-up for being late to work is a punishment
27.11.2022 workers no longer come in on the weekends to work.for
IE 404 Management that is imposed
Engineers, METU on late workers to discourage
Their learned behavior has been extinguished.  workers from being late -an undesirable behavior. 
 PROCESS THEORIES
EQUITY
M’S
A
AD
THE RATIO OF INPUT AND OUTPUT
WITH THE BALANCE OR RATIO ENJOYED BY OTHER PEOPLE,
WHOM WE DEEM TO BE RELEVANT REFERENCE POINTS OR EXAMPLES.

Distributive justice
Procedural justice
Interactional justice
Equity does not depend on our input-to-output ratio alone,
it depends on our comparison between our ratio and the ratio of others.
27.11.2022 IE 404 Management for Engineers, METU
 PROCESS Theories
EQUITY / INEQUITY

IE 404 Management for Engineers, METU

27.11.2022 11/7/2016 IE 404 Management for Engineers, METU
Fall 2016
 PROCESS THEORIES
GOAL SETTING THEORY

Why Do SMART Goals – Objectives Motivate?

G & O SETTING PRINCIPLES
LOCKE’S
1. Clarity.
2. Challenge.
3. Commitment.
4. Feedback.
5. Task complexity.

IE 404 Management for Engineers, METU

27.11.2022 IE 404 Management for Engineers, METU
Fall 2016
 THEORIES ON MOTIVATION

EARLY THEORIES

CONTEMPORARY THEORIES

NEW THEORIES

IE 404 Management for Engineers, METU

27.11.2022 11/7/2016 IE 404 Management for Engineers, METU
Fall 2016
 NEW THEORIES
CONTRIBUTION TO EXISTING THEORIES
NEW IDEAS ON MOTIVATING FACTORS

Primal Leadership
1. Realizing the Power of Emotional Intelligence
2. Prime good feeling in those you lead
that creates positivity which frees the best in people
Psychological Capital
The capacity to rebound or bounce back from adversity, conflict, failure,
or even positive events, progress and increased responsibility
Drive
Deep human need to direct own lives, create new things, do better by
ourselves and our world

27.11.2022 IE 404 Management for Engineers, METU

 HOW TO MOTIVATE YOUR TEAM
1. Pay your people what they are worth.
2. Provide them with a pleasant place to work.
3. Offer opportunities for self-development.
4. Foster collaboration within the team.
5. Encourage happiness.
6. Don't punish failure.
7. Don’t micro manage.
8. Avoid useless meetings.
9. Set clear goals and objectives.
10. Set Your Way.

27.11.2022 IE 404 Management for Engineers, METU

 TAKE AWAY
Motivation is an
Act of Leaders & Managers
Continuous Process
Can be Positive or Negative
Goal Oriented
Complex in Nature
An Art
System-Oriented
Different from Job Satisfaction
Complex
Psychological
Physical
Unique to each and every Person
Context Sensitive
Not Fully Understood
IE 404 Management for Engineers, METU
27.11.2022 IE 404 Management
Fall for
2016Engineers, METU