Management Motivation EOM

Sixth/ Seventh Semester B.
E (All branches)
Essentials of Management
HSS-302/401
Motivation : Leading
Motive and Motivation
• Motive: Defined as an inner state that

energies, activates or moves and directs
behavior towards goals
• Motivation: The drive and effort to satisfy

a want or a goal.
• Satisfaction: The contentment experienced

when a want is satisfied
Points to Ponder
• It is difficult to overthrow the laws of gravitation and laws of nature. Some managers
forget an important mathematical theorem that if 20 people are engaged on a job, 2
will fall in the bottom 10% no matter what!. The important problem is not the
bottom 10% but who is statistically out of level and in need help
• Se : Without Cure: Fear Secure= Without fear. No one can give his best performance
unless he feels secure in his job.
W E Deming
• Maslow’s
• Herzberg
• Theory X & Y
Theories of Motivation
• Abraham Maslow”s
Theory:Maslow's (1943,
1954) hierarchy of needs is a
motivational theory in
psychology comprising a five
tier model of human needs,
often depicted as hierarchical
levels within a pyramid.
• Maslow wanted to understand
what motivates people.
The hierarchy needs theory
Hierarchy of Needs Theory

• There is a hierarchy of five needs—
physiological, safety, social, esteem, and
self-actualization; as each need is
substantially satisfied, the next need
becomes dominant.
Self-Actualization
• The drive to become what one is capable of
becoming.
The hierarchy needs theory
Lower-Order Needs
• Needs that are satisfied
externally; physiological
and safety needs.
Higher order needs

• Needs that are satisfied
internally; social, esteem,
and self-actualization
needs.
Maslow's Needs
• Biological and Physiological needs - air, food, drink, shelter, warmth,
sleep.
• Safety needs - protection from elements, security, order, law, stability,

freedom from fear.
• Love and belongingness needs - friendship, intimacy, trust and

acceptance, receiving and giving affection and love. Affiliating, being part
of a group (family, friends, work).
• Esteem needs - achievement, mastery, independence, status, dominance,

prestige, self-respect, respect from others.
• Self-Actualization needs - realizing personal potential, self-fulfillment,

seeking personal growth and peak experiences.
Characteristics of self-actualizers
• They perceive reality efficiently and can tolerate uncertainty;
• Accept themselves and others for what they are;
• Spontaneous in thought and action;
• Problem-centered (not self-centered);
• Able to look at life objectively;
• Highly creative;
• Concerned for the welfare of humanity;
• Establish deep satisfying interpersonal relationships with a few people;
• Democratic attitudes;
• Strong moral/ethical standards.

Theory – X and Theory – Y
(Douglas McGregor )
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.
Theory X (Traditional Belief)
• Assumes that employees dislike work, lack
ambition, avoid responsibility, and must be
directed and coerced to perform.
Theory Y (Belief based on research)
• Assumes that employees like work, seek
responsibility, are capable of making decisions,
and exercise self-direction and self-control
when committed to a goal.
Theory – X and Theory – Y
Theory X Managers and Theory X Workers

• Leadership has to be firmly, even cruelly and autocratic with tight
supervision.
• Workers tend to slack off work at every opportunity.
Theory Y Managers and Theory Y Workers
• No need for Managers to motivate people. Managers of today build and
maintain a healthy ‘Y’ work environment.
• Workers consult with each other about his work ideas, preferences,
methods and progress.
Herzberg 2 factor theory
Two-Factor (Motivation-Hygiene)
Theory
• Intrinsic factors are related to job
satisfaction, while extrinsic factors
are associated with dissatisfaction.
Hygiene Factors
• Factors—such as company policy
and administration, supervision,
and salary—that, when adequate
in a job, placate workers. When
factors are adequate, people will
not be dissatisfied.
Comparison Maslow vs. Herzberg
Motivational Techniques (Positive)
• Praise the workers and give them due credit for all good work .
• Take sincere interest in subordinates as individual persons.
• Promote healthy competition among the individual employees.
• Find ways to develop and utilize the appeal of pride in or about the
workplace.
• Delegate substantial amount of responsibility to the subordinates.
• Fix fair wages and monetary individual or group incentives for employees.
• Formulate a suitable suggestion system.
• Provide opportunities for growth and promotion.
Motivational Techniques (Negative)
• Reprimanding the employees

• Demotion
• Lay-offs
• Discharge from duty
• The proper proportioning of positive and negative techniques is the mark of a

skillful manager.
Special Motivational techniques
• Money: Economists and most managers have

tended to place money high on the scale of
motivators, but behavioral scientists place it low
• Positive reinforcement: Rewards, Recognition
• Job enrichment: Challenging work
• Participation

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Sixth/ Seventh Semester B.

• Motive: Defined as an inner state that

• Motivation: The drive and effort to satisfy

• Satisfaction: The contentment experienced

Hierarchy of Needs Theory

Higher order needs

• Safety needs - protection from elements, security, order, law, stability,

• Love and belongingness needs - friendship, intimacy, trust and

• Esteem needs - achievement, mastery, independence, status, dominance,

• Self-Actualization needs - realizing personal potential, self-fulfillment,

• Accept themselves and others for what they are;

• Spontaneous in thought and action;

• Problem-centered (not self-centered);

• Able to look at life objectively;

• Concerned for the welfare of humanity;

• Establish deep satisfying interpersonal relationships with a few people;

• Strong moral/ethical standards.

Theory X Managers and Theory X Workers

• Reprimanding the employees

• The proper proportioning of positive and negative techniques is the mark of a

• Money: Economists and most managers have

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