PA 103

• Motivation


  The process by which a person's efforts are energized, directed, and sustained toward attaining a goal
• Motivation


  • It has three key elements: energy, direction, and persistence
• A happy and motivated employee is a productive employee
• Motivation is the key to maximizing business profit and productivity
• Steps to motivate employees

  1. Be available for communication with your employees

  2. Let them know their opinion matters

  3. Let them make decisions on the job

  4. Be the example they need

  5. Let them know they can advance in the company

  6. Reward your employees
• Early motivation theories


  • Maslow's hierarchy of needs
  • McGregor's theories X and Y
  • Herzberg's two-factor theory
  • McClelland's three needs theory
• Maslow's hierarchy of needs


  A theory that proposes there is a hierarchy of five needs within every person: physiological, safety, social, esteem, and self-actualization
• McGregor's Theory X


  A negative view of people that assumes workers have little ambition, dislike work, want to avoid responsibility and need to be closely controlled to work effectively
• McGregor's Theory Y


  A positive view that assumes employees enjoy work, seek out and accept responsibility, and exercise self-direction
• Herzberg's two-factor theory


  A theory that proposes intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction
• McClelland's three needs theory


  A theory that says there are three acquired (not innate) needs that are major motives in work: need for achievement, need for power, and need for affiliation
• Leader


  Someone who can influence others and who has managerial authority
• Leadership


  The process of leading a group and influencing that group to achieve its goals
• All managers should be leaders, as leading is one of the four management functions
• All managers are not necessarily leaders
• Leading is one of the four management functions, so ideally all managers should be leaders
• Groups often have informal leaders who emerge, but they are not the focus of most leadership research
• Leadership and leadership research have been aimed at answering the question: What is an effective leader?
• Early leadership theories


  Focused on the leader (leadership trait theories) and how the leader interacted with their group members (leadership behavior theories)
• Leadership trait theories


  • Attempted to identify leader traits that would differentiate leaders from non-leaders
• It proved impossible to identify a set of traits that would always differentiate a leader from a non-leader
• Later attempts to identify traits consistently associated with leadership (the process of leading, not the person) were more successful
• Seven traits associated with leadership


  • Achievement drive
  • Leadership motivation
  • Honesty and integrity
  • Self-confidence
  • Cognitive ability
  • Knowledge of business
  • Emotional maturity
  • Charisma, creativity and flexibility
• Strengths/advantages of trait theory

  • It is naturally pleasing, valid, serves as a yardstick, gives detailed knowledge of the leader element
• Limitations of trait theory

  • Subjective judgment in determining 'good' or 'successful' leaders, long list of possible traits, disagreement over most important traits, relates physical traits to leadership, very complex
• Implications of trait theory

  Provides constructive information, can be applied by people at all levels, helps managers evaluate their position and develop leadership qualities
• Leadership may be an art, but it still requires application of special skills and techniques
• Behavioral leadership theories


  Developed by scientifically studying the behaviors of leaders and the effects on the workforce and environment
• Four main leader behavior studies


  • University of Iowa
  • Ohio State
  • University of Michigan
  • Managerial Grid
• University of Iowa studies


  Explored autocratic, democratic, and laissez-faire leadership styles
• Ohio State studies


  Identified two dimensions of leader behavior: initiating structure and consideration
• University of Michigan studies


  Identified two dimensions of leadership behavior: employee oriented and production oriented
• Managerial Grid


  Two-dimensional grid for appraising leadership styles based on concern for people and concern for production
• Predicting leadership success involves something more complex than just traits or behaviors, situational influences also play a role