motivation
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MOTIVATION
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Prentice Hall, 2001 Chapter 6 2
What Is Motivation?
Direction
PersistenceIntensity
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I was saying
"I'm the greatest”
long before
I believed it.
Intensity
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It includes aim & guidance.
Direction
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It's not that I'm so smart, it's
just that I stay with problems
longer.
Persistence
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DEFINITION OF MOTIVATION
To motivate is to induce people to act in a desired manner. - KOONTZ and O’DONNELL
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NATURE OF MOTIVATION
INTERNAL FEELINGCONTINUOUS PROCESSEACH PERSON HAS DIFFERENT MOTIVATION FACTORMOTIVATION MAY BE GIVEN IN MANY WAYSIT IS AN IMPORTANT FUNCTION OF MANAGEMENTIT STIMULATES PEOPLE TO DO WORKIT HELPS IN SECURING INDUSTRIAL PEACEIT CREATES MORALEIT IS THE ONLY SOLUTION TO THE PROBLEM
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IMPORTANCE
HIGH LEVEL OF PROFORMANCE LOW EMPLOYEES TURNOVER AND ABSENTEEISMEASY ACCEPTANCE OF ORGANISATIONAL CHANGESSWEET RELATION B/W OWNER AND EMPLOYEESGOOD IMAGES OF ORGANISATIONINCREASE IN MORALEPROPER USE OF HUMAN RESOURCES POSSIBLEHELPFUL IN ACHIEVING GOALSBUILDS GOOD RELATION AMONG EMPLOYEES
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THEORIES OF MOTIVATION
ABRAHAM MASLOW’S THEORY OF NEED HIERARCHY
HARZBERG’S TWO FACTOR THEORY OF MOTIVATION
THEORY X AND Y
OUCHI’S “Z” THEORY
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MASLOW NEED HIERARCHY THEORY
He was the first person who presented this theory in 1943. He developed this theory on the basis of chain. E.g. The needs which r more sharply felt should be satisfied first & less sharply felt need should be satisfied afterwards.
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Physiological Needs
Food
Air
Water
Clothing
Basic Human Needs
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Safety Needs
Protection
Stability
Pain Avoidance
Routine/Order
Safety and Security
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Social Needs
Affection
Acceptance
Inclusion
Love and Belonging
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Esteem Needs Self-Respect
Self-Esteem
Respected by Others
Esteem
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Self-Actualization
Achieve full potential
Fulfillment
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CRITICISM
This theory is not permanent .this changes acc.to situation.
It is not necessary that the needs of only one category be strong at a time n the remaining remains unimportant.
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HERZBERG HYGIENE THEORY
MAINTENANCES OR HYGIENE OR DISSATISFIERS
Company policy& Administration
Salary Personal life Status Mutual personal relation
with inspector Technical inspection Working condition Security of employment Environment
MOTIVATORS OR SATISFIERS
Achievement Advancement Job itself Recognition Responsibility Opportunities for growth
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CRITICISM
It is not appropriate in all the situations.
The categorisation of dissatisfiers & satisfier is not practical.
It has made the relationship b/w motivation & satisfaction very simple when it is not so.
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X & Y THEORYTraditional theory X Man by nature is sluggish
& shirker Mostly people r not
ambitious & r afraid to take responsibility.
It is limited to only physical &security needs.
Strict control threat & punishment r used in order to get work.
Modern theory Y Man wants to work
provided the conditions are favourable
It take people as responsible &full of efforts
Physical &security needs motivate for a short time while it is cont.in self actualisation.
If proper environment is provided then person performs his work labouriously.
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Ouchi Z Theory
This theory is based on Japanese management system.This theory is entirely different form.
Z has no literal meaning but is only the last letter in english alphabet.
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Features of Z Theory
Involvement of employees.
Establishement of informal organisational structures.
Establishment of trust.
Establishment of coordination among people.
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Criticism
Lack of required efficiency for participation.
Lack of group feeling.
Lack of tolerance in investors.
Informal organisation can not work independently.
Horizontal movement reduces specialisation.
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THANK YOU