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Motivating & communicating (Jeffrey Pfeffer suggested strategic…
Motivating & communicating
Why study motivation
understanding ranger of theories enables critical reflection and informed choice of approach
enables you to question assumptions behind practice whether they suit the situation and whether alternatives may work better
adding value depends on motivating others
models also enable you to reflect on what motivates you, and to consider the career implications
Managing and motivating
adding value to resources depends on human activity - commitment to act in a certain way
depends on choice - motivation arises within a person and cannot be imposed
Management problem is to understand what conditions will energise, channel and sustain required behaviour
constants in motivation
Targets
staff, boss, colleagues, customers
employers use unequal power relationshiip
staff interpret management actions within a social context
Social context of motivation
perception of situation - job itself, organisation, environment
choice of action
person's needs from work
outcomes :needs satisfied or not
Psychological contract
employer or employee expects
perceptions of fairness affects behaviour
people have mutual unwritten expectations of each other
being subjective, the contract is easily damaged
varies with context - national differences
Behaviour modification
focus on consequences of action; by showing link between them
principles to follow
reward more effective than punishment
rewards enccourage reptition
reward quickly
reward only desired actions
repeated reinforcements brings permanent change
Content Theories
MAslow hierarchy of needs
Alderfer tested Maslows theory empirically
combined into three, no hierarchy, varies between people
Growth (self actualisation), relatedness (acceptance, safety, esteem), existence(physical)
Herzberg's contribution
extrinsic factors (higiene), have less effect on motivation than intrinsic (motivators)
dealing with extrinsic factors may reduce dissatisfaction, no effect on satisfaction
linked ideas on motivation to practical issues of work design
McGregor Theory X and Theory Y
Process theories
goal setting theory
specific goals motivate more than vague ones
participation in setting goals is motivating
Challenging but achievable goals motivate
knowing results of past performance is necessary for motivation
designing work to be motivating
aimed to design them to be more intrinsically motivating than traditional designs, reflected X
Hackman and Oldham - ideas of motivational theorists to design of work
Jeffrey Pfeffer suggested strategic success comes from managing people well by offering
selective recruitment
sharing information, participation and empowerment
high pay and employee ownership
self management
adequate security
training and skill development
Managing and communicating
formal and informal systems
computer based systems -
adding value to resources depends on communicating info
communication process
possible disruption from noise
message, encoding, medium, decoding by receiver process repeats
Steps in communicating
selecting medium (or channel) depends on purpose and context
decoding symbols to see message
coding idea into a message (symbols)
giving feedback to sender
relevant concepts
non verbal communication - body language
perception - make sense of context
noise - disrupt
information richness
high - face to face
low - impersonal written
spoken communication transmitted
personally addressed written communication
Communication networks
downward - team briefings
upward - opinion surveys, appeals
Horizontal
informal process - grapevine, blog
Developments in communication technology
convergence of telephone, TV, computers
each device developed separately: now converging and transforming communication processes
greater accuracy
Interpersonal skills
for senders
encode in symbols that the receiver understands
select appropriate medium
send clear and complete messages
aboid noise
skills for receivers
be a good listener
show empathy and interest
pay attention
put speaker at ease
be alert to what speaker is not saying
communication, strategy and structure
Structure - division of work may lead to inward focus and communication barriers
power - information a source of power - affects willingness to communicate