team motivation: a historical perspective

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Motivation is always a good thing

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Increased productivity

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Increased productivityHigher profits

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Increased productivityHigher profitsA happier workforce

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Increased productivityHigher profitsA happier workforceMore cohesive teams

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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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• Stability

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• Stability• Family-run operations

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• Stability• Family-run operations• Simple tools

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The Industrial Revolution was characterized by …

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• The steam engine

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• Urbanization

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• Urbanization

• Mass Production

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F. W. Taylor noticed certain patterns of inefficiency.

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Conformity to group norms.

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Patterns from pre-industrial age.

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Zero-sum labor availability.

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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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Objectivity

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Objectivity

Structure


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Objectivity

Structure

Efficiency


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Objectivity

Structure

Efficiency

Training


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Objectivity

Structure

Efficiency

Training

Matching the worker to the job


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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



of human needs.

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Safety (Security)

Physiological



of human needs.

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Social (Affiliation)

Safety (Security)

Physiological



of human needs.

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Esteem (Recognition)


Safety (Security)

Physiological



of human needs.

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Self-Actualization

Esteem (Recognition)


Safety (Security)

Physiological



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.


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That wages are not the only motivators.The importance of affirmation.


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That wages are not the only motivators.The importance of affirmation.The importance of communication.


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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.


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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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• Lazy

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• Lazy• Irresponsible

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• Lazy• Irresponsible• Lacking in ambition

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• Lazy• Irresponsible• Lacking in ambition• Needing someone to prod

and control them.

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Theory Y


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Theory Y


• Intrinsically motivated

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Theory Y


• Intrinsically motivated• Responsible

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Theory Y


• Intrinsically motivated• Responsible• Enjoying work

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Theory Y


• 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


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Conc

ern

for P

eopl

e


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Conc

ern

for P

eopl

e

No Relationship(Indifference)


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Conc

ern

for P

eopl

e


Command and Control

Relationship


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Conc

ern

for P

eopl

e Paternalistic Relationship


Command and Control

Relationship


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Conc

ern

for P

eopl

e Paternalistic Relationship

Empowering Relationship


Command and Control

Relationship


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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.

Credits

team motivation: a historical perspective

Business

mary parker

sum labor

framework

advocated

fundamental

lazy irresponsible

lillian gilbreth

douglass mcgregor