team motivation: a historical perspective
Post on 07-Nov-2014
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Motivation is always a good thing
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Motivation is always a good thing
Increased productivity
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Motivation is always a good thing
Increased productivityHigher profits
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Motivation is always a good thing
Increased productivityHigher profitsA happier workforce
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Motivation is always a good thing
Increased productivityHigher profitsA happier workforceMore cohesive teams
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Motivation is always a good thing
Increased productivityHigher profitsA happier workforceMore cohesive teamsReduced absenteeism
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First, let’s look at some historical factors that have influenced the study of workplace motivation.
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Agrarian societies are characterized by …
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Agrarian societies are characterized by …
• Stability
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Agrarian societies are characterized by …
• Stability• Family-run operations
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Agrarian societies are characterized by …
• Stability• Family-run operations• Simple tools
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The Industrial Revolution was characterized by …
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The Industrial Revolution was characterized by …
• The steam engine
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The Industrial Revolution was characterized by …
• The steam engine
• Urbanization
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The Industrial Revolution was characterized by …
• The steam engine
• Urbanization
• Mass Production
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F. W. Taylor noticed certain patterns of inefficiency.
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F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
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F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
Patterns from pre-industrial age.
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F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
Patterns from pre-industrial age.
Zero-sum labor availability.
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F. W. Taylor noticed certain patterns of inefficiency.
Conformity to group norms.
Patterns from pre-industrial age.
Zero-sum labor availability.
No incentive for increased output.
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The absence of ambition was viewed as a virtue.
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Efforts to rise above the crowd were interpreted as social treason.
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Rising leaders faced social pressures to return to their equalized status within the group.
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Taylor’s Solution—Scientific Management—would bring …
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Taylor’s Solution—Scientific Management—would bring …
Objectivity
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Objectivity
Structure
Taylor’s Solution—Scientific Management—would bring …
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Objectivity
Structure
Efficiency
Taylor’s Solution—Scientific Management—would bring …
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Objectivity
Structure
Efficiency
Training
Taylor’s Solution—Scientific Management—would bring …
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Objectivity
Structure
Efficiency
Training
Matching the worker to the job
Taylor’s Solution—Scientific Management—would bring …
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But Weber saw a problem …
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But Weber saw a problem …
How can organizations operate rationally and systematically?
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According to Weber … Untested personal opinions should be replaced by …
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Proven Rules
According to Weber … Untested personal opinions should be replaced by …
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Charismatic or traditional authority should be replaced by …
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Rational-legitimate authority
Charismatic or traditional authority should be replaced by …
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Political favoritism should be replaced by …
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Selection by Competence
Political favoritism should be replaced by …
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Weber called this innovative management system …
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Bureaucracy
Weber called this innovative management system …
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But there were critics
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But there were critics
According to some, Scientific Management was …
“the attempt to make human work productive by eliminating the employees’ responsibility for their own work and concentrating it in the hands of a science-based managerial elite.”
Hardy, L. (1990). The fabric of this world: Inquiries into calling, career choice, & the design of human work. Grand Rapids: MI: William B. Eerdmans.
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“Small opportunity is now given the workman to exercise that initiative of which Mr. Taylor talks so glibly.”
Letter to the American Magazine, 1911, Cited in Dean, C. C. (1997) Primer of scientific management by Frank B. Gilbreth: A response to publication of Taylor's principles in The American Magazine. Journal of Management History 3(1), 31-41.
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“The fate of our times is characterized by rationalization and intellectualization and, above all, by the disenchantment of the world. Precisely the ultimate and most sublime values have retreated from public life either into the transcendental realm of mystic life or into the brotherliness of direct and personal human relations. It is not accidental that our greatest art is intimate and not monumental.” –Max Weber
Source: The Columbia World of Quotations, 1996.
Weber Sensed the Need for Something More …
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Abraham Maslow developed a framework for understanding this “something more.”
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The framework involved a
pyramid (or hierarchy)
of human needs.
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Physiological
The framework involved a
pyramid (or hierarchy)
of human needs.
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Safety (Security)
Physiological
The framework involved a
pyramid (or hierarchy)
of human needs.
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Social (Affiliation)
Safety (Security)
Physiological
The framework involved a
pyramid (or hierarchy)
of human needs.
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Esteem (Recognition)
Social (Affiliation)
Safety (Security)
Physiological
The framework involved a
pyramid (or hierarchy)
of human needs.
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Self-Actualization
Esteem (Recognition)
Social (Affiliation)
Safety (Security)
Physiological
The framework involved a
pyramid (or hierarchy)
of human needs.
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Other researchers began to focus on the
emotional
or “softer” side of organizational behavior.
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Mary Parker Follett
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Mary Parker Follett
Saw the importance of relationships.
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Mary Parker Follett
Saw the importance of relationships.Advocated employee participation.
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Mary Parker Follett
Saw the importance of relationships.Advocated employee participation.Recommended power sharing.
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Elton Mayo …
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Studied workplace environment.
Elton Mayo …
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Studied workplace environment.Discovered the relationship factor.
Elton Mayo …
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Lillian Gilbreth discovered …
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That wages are not the only motivators.
Lillian Gilbreth discovered …
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That wages are not the only motivators.The importance of affirmation.
Lillian Gilbreth discovered …
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That wages are not the only motivators.The importance of affirmation.The importance of communication.
Lillian Gilbreth discovered …
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That wages are not the only motivators.The importance of affirmation.The importance of communication.The value of training in “emotion work.”
Graham, L. (2000) Lilian Gilbreth & the mental revolution at Macy's, 1925-1928. Journal of Management History 6(7), 285-305.
Lillian Gilbreth discovered …
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Douglass McGregor brought a new dimension to the study of worker
motivation . . .
McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill.
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Douglass McGregor brought a new dimension to the study of worker
motivation . . .
the manager's perspective on the nature of people.
McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill.
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According to McGregor, theory X
managers see people as …
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According to McGregor, theory X
managers see people as …
• Lazy
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According to McGregor, theory X
managers see people as …
• Lazy• Irresponsible
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According to McGregor, theory X
managers see people as …
• Lazy• Irresponsible• Lacking in ambition
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According to McGregor, theory X
managers see people as …
• Lazy• Irresponsible• Lacking in ambition• Needing someone to prod
and control them.
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Theory Y
managers see people as …
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Theory Y
managers see people as …
• Intrinsically motivated
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Theory Y
managers see people as …
• Intrinsically motivated• Responsible
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Theory Y
managers see people as …
• Intrinsically motivated• Responsible• Enjoying work
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Theory Y
managers see people as …
• Intrinsically motivated• Responsible• Enjoying work• Highly productive …
when empowered
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Researchers began to notice that motivation has a two-dimensional character.
B =f (P, S)
Kurt Lewin
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Kurt Lewin
Individual behavior (B)
is a function of (f) psychological
factors (P) and the work
situation (S)
Researchers began to notice that motivation has a two-dimensional character.
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91
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Number of First-Line Supervisors Who Use . . .
Close Supervision General Supervision
Low-Producing Sections
High-Producing Sections
Hersey, P., Blanchard, K. H. & Johnson, D. E. (1996). Management of organizational behavior (7th ed.). Upper Saddle River, NJ: Prentice Hall, p. 109.
Rensis Likert discovered that close supervision often reduces motivation.
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Management has two fundamental dimensions …
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Concern for Productivity
Management has two fundamental dimensions …
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Concern for Productivity
Conc
ern
for P
eopl
e
Management has two fundamental dimensions …
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Concern for Productivity
Conc
ern
for P
eopl
e
No Relationship(Indifference)
Management has two fundamental dimensions …
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Concern for Productivity
Conc
ern
for P
eopl
e
No Relationship(Indifference)
Command and Control
Relationship
Management has two fundamental dimensions …
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Concern for Productivity
Conc
ern
for P
eopl
e Paternalistic Relationship
No Relationship(Indifference)
Command and Control
Relationship
Management has two fundamental dimensions …
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Concern for Productivity
Conc
ern
for P
eopl
e Paternalistic Relationship
Empowering Relationship
No Relationship(Indifference)
Command and Control
Relationship
Management has two fundamental dimensions …
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So, what are the motivational issues of the future?
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Ethical Leadership
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Globalization
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Virtual teams
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InformationOverload
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Spirituality & Meaning
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The photo of Abraham Maslow is from Maslow: la Management. http://www.human- side.com/maslow/MoM/index.htm.
The portrait of Kurt Lewin is the public domain of the United States. It was found at http://www.answers.com/topic/kurt-lewin-jpg
All other photos are © 2007JupiterImages and its Licensors. All Rights Reserved.
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