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Directing & Motivating

By Arijit Mondal

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Directing

- Telling people what to do and seeing that they do it to the best of their
ability.

- It includes making assignments, explaining procedures, seeing that


mistakes are corrected, providing on the job instructions and issuing
orders.

- Direction involves communicating & providing leadership and motivation


to the people to contribute to the best of their capabilities for the
achievement of organizational objectives.

- It is the interpersonal aspect of the management process by which


organizational members are led to understand and contribute effectively
and efficiently to the accomplishment of organizational objectives.

- The direction function of management is related to the activities that deal


directly with influencing, guiding, supervising
arijit mondal and motivating the people in2
the organization for the attainment of objectives.
Nature of Direction

Has the following features -

5. Managerial Function

7. Continuous Activity

9. Pervasive Function

11.Communication
Giving orders is an indispensable pat of direction. Managers elicit
two types of behavior when they issue orders namely linear and
circular.

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Motivation
Examine three terms

Motive – an inner state that energizes, activates or moves and that


directs behavior towards goal.

Motivating – a term that implies that one person induces another to


engage in action by ensuring that a channel to satisfy the motive becomes
available and accessible to the individual.

Motivation – While a motive is an energizer of action, motivating is the


channelisation and activation of motives, motivation is the work behavior
itself.
Motive Motivating Motivation

Need in individuals Activating needs & Engagement in


providing need work behavior
satisfaction environment

Relationship between motive,


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mondal & motivation 4
Motivation refers to they way in which urges, drives, desires, aspirations,
striving or needs direct, control or explain the behavior of human being –
McFarland.

Motivation is the process that account for an individual’s intensity,


direction and persistence of effort toward attaining a goal.

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Early theories of Motivation

Maslow’s Hierarchy of Needs

- From motivation stand point, a satisfied need no longer motivates an employee.

- To motivate someone, understand what level of hierarchy that person is


currently on and focus on satisfying the needs at or above that level.

Self Actualization

Esteem

Social

Safety

Physiological
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McGregor’s Theory X and Theory Y

Theory Y – Positive Assumptions


Theory X – Negative Assumptions
Employees can view work as being as
Employees dislike work & whenever natural as rest or play.
possible will attempt to avoid it.
People will exercise self-direction and
Employees must be coerced, controlled self-control if they are committed to the
or threatened with punishment to objectives.
achieve goals.
The average person can learn to accept,
Employees avoid responsibilities and even seek responsibility.
seek formal direction.
The ability to make innovative decisions
Most workers place security above all is widely dispersed throughout the
Factors associated with work & will population & is not necessarily the sole
display little ambition. province of those in management
positions.
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HerzBerg’s Two-Factor Theory (Motivation-Hygiene Theory)

- What do people want from their jobs? When did they feel exceptionally
good or exceptionally bad about their jobs?

- Two factors –

Intrinsic factors like advancement, recognition, responsibility &


achievement that relate to job satisfaction – motivation factors.

Extrinsic factors like supervision, pay, company, policies and working


conditions relate to job dissatisfaction – hygiene factors.

-Removing dissatisfaction does not lead to satisfaction.

-The opposite of satisfaction is no satisfaction


-The opposite of no satisfaction is dissatisfaction

-Factors leading to job satisfaction are separate & distinct from those that
lead to job dissatisfaction. Thus, managers
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who seeks to eliminate factors
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that can create job dissatisfaction may bring peace but no motivation.
Contemporary Theories of Motivation
Alderfer’s ERG THEORY

- Extension to Maslow & Herzberg’s Theory.

-Three group of core needs –

Existence – providing our basic material existence requirements.

Relatedness – the desire we have for maintaining important interpersonal


relationships.

Growth – an intrinsic desire for personal development.

- More than one need can be operative at the same time. (no rigid
hierarchy)

-If the gratification of a higher level need is stifled, the desire to satisfy a
lower-level need increases. It has a frustration-regression dimension.
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McClelland’s Theory of Needs

Need for Achievement (nAch)


Drive to excel, to achieve in relation to a set of standards, to strive to
succeed
They differentiate themselves from others by their desire to do things better.
They dislike succeeding by chance

Need for Power (nPow)


Make others behave in a way that they would not have behaved otherwise.
It is the desire to have impact, to be influential and to control others.

Need for Affiliation (nAff)


Desire for friendly and close interpersonal relationships.

- A high nAch doe not necessarily lead to being a good manager.


- Best managers – high nPow and low nAff.

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Vroom’s Expectancy Theory

It says that an employee will be motivated to exert a high level of of effort when
he believes that effort will lead to good performance and that good
performance will lead to good reward and good reward will lead to personal
goals.

1 2 3
Individual Individual Organizational Personal
Effort Performance Rewards Goals

Focus on three relationships –

3. Effort-Performance Relationship
4. Performance-Reward Relationship
5. Rewards-Personal Goals Relationship

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Motivation: Applications
3)MBO (Management by Objectives)
- How to make goal-setting operational? Install a MBO program

- MBO emphasizes participatively set goals that are tangible, verifiable and
measurable.
- It is used as a means of using goals to motivate people.

- Four ingredients of MBO


•Specific Goals
•Participative Decision making
•Explicit time period
•Performance feedback

Linking MBO and Goal-setting theory

The theory says that specific hard goals result in high individual performance
and feedback also leads to high performance
MBO also discusses about specific goals and feedback.
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2. Employee Recognition Programs

- It covers a wide range of activities from a spontaneous and private thank you”
by boss to a widely publicized formal program.

-A survey was conducted where it was asked what employees considered to be


the most powerful workplace motivator? - Recognition

- Consistent with reinforcement theory, where rewarding a behavior with


recognition immediately following that behavior is likely to encourage its
repetition.

3. Employee Involvement Program

- A participative process that uses the entire capacity of employees and is


designed to encourage increased commitment to the organization’s success.

-Examples like Participative management, Representative participation (like


work councils, board representatives), quality circles.

- Theory Y is consistent with participative management.


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- Also related to two factor theory to provide intrinsic motivation to employees,
and ERG theory.
4. Job Redesign and Scheduling Programs

-Redesigning by
•Job rotation
•Job Enlargement- horizontal expansion
•Job Enrichment – vertical expansion

-Scheduling programs to increase employee flexibility by


•Flexitime
•Job sharing
•Telecommuting

-Enrichment of job relates to two factor theory.

- Employee’s internal motivation can be influenced by job redesigning.

5. Variable Pay Programs

- Example like piece rate system, profit sharing, bonuses, gain sharing

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Morale
- The degree of enthusiasm and willingness with which the members of a group
pull together to achieve group goals.

-Refers to spirit of the organization

-Represents the attitude of individuals and groups in an organization towards


their work environment and towards voluntary cooperation to the full extent of
their capabilities for the fulfillment of organizational goals.

- It is not an absolute concept which can convey any meaning. It is a relative


concept and has to be qualified with the degree as high or low morale.

Nature of Morale

-Dynamic
- Represents Collective attitude of the workers
- Multi dimensional in nature
- A long term phenomenon
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Factors Affecting Morale

The organization
Leadership
Co workers
Nature of work
Work environment
The employee
High morale only
Morale and Productivity Relationship
High High morale & High productivity
-High morale – high productivity
-High morale – low productivity Morale High productivity only

-Low morale - high productivity


-Low morale – low productivity
Low
Productivity High
Morale Building
Remuneration
Job security
Participation
Job enrichment
Grievance redressal
Employee Counselors arijit mondal 16

Sound Leadership

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