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BIO
SOURCE: MANAGEMENT - A GLOBAL PERSPECTIVE
BY WEIHRICH AND KOONTZ 11TH EDITION
Directing/Leading
Leading/Directing
Multiplicity of Roles
different themselves.
No Average Person
Motivation
1.
Motivation Models/Theories
2.
Maslows
Hierarchy of
Needs Theory
Motivation Models/Theories
3.
Motivation Models/Theories
Theory
Dissatisfiers, also called maintenance,
hygiene, or job-context factors, are not
motivators, while satisfiers are
motivators and are related to job
content.
4. Herzbergs Motivation-Hygiene
Motivation Models/Theories
Motivators
Motivation Models/Theories
Maintenance factors
5.
Motivation Models/Theories
6.
Effort
Perception of
task required
Ability to do a
specified task
Performance
accomplishment
motivation model
Extrinsic
rewards
Intrinsic
rewards
Perceived
Equitable
rewards
Satisfaction
Adapted from L. W. Porter and E. E. Lawler, Managerial Attitudes and Performance (Homewood, IL: Richard D. Irwin, Inc.,
1968), p. 165.
Perceived effort
and reward
probability
Value of
rewards
Motivation Models/Theories
7.
Balance or
imbalance
of rewards
More than
Equitable
reward
Equitable
reward
Inequitable
reward
Equity Theory
Harder work
Reward
discounted
Continuation
at same level
of output
Dissatisfaction
Reduced
output
Departure from
organization
Equity Theory
Motivation Models/Theories
objectives to be
meaningful, they must
be clear, attainable,
and verifiable;
SMARTly
formulated.
For
Theory for
Motivation
8. Goal Setting
Control
and
Appraisal
Planning
Actions
Motivation Models/Theories
9.
Motivation Models/Theories
Motivation
The basic motivating needs are the need
for power, the need for affiliation,
and the need for achievement.
Motivation Models/Theories
4.
3.
2.
1.
Pay
Extrinsic Rewards
Intrinsic Rewards
Money
Leadership
5.
4.
3.
2.
1.
Power
A fundamental understanding of people
The ability to inspire followers to apply
their full capabilities
The leaders style
The development of a conductive
organizational climate
Ingredients of Leadership
1.
3.
2.
1.
Free-rein Leader
Autocratic Leader
style: the 1.1 style, the 9.9 style, the 1.9 style,
and the 9.1 style.
1.
2.
Functions of
the leader
Work
environment
Leader
behavior
Characteristics
of
Subordinates
Motivated
subordinates
Effective
organization
Communication
6.
5.
4.
2.
3.
1.
Downward Communication
It flow from people at higher levels to those at
lower levels in the organizational hierarchy.
Upward Communication
Travels from subordinates to superiors and
continues up the organizational hierarchy.
Crosswise Communication
It includes the horizontal flow of information,
among people on the same or similar
organizational levels, and the diagonal flow of
information which is among people at different
levels who have no direct reporting relationships with
one another.
1.
2.
3.
Communication in an Organization
Communication in an Organization
1.
Written Communication
French managers are almost obsessed
with the use of written
communication, not only for formal
messages but also for informal notes. A
French manager stated that something
has no reality unless it is written
down.
2.
Oral Communication
Facial
Gestures
Postural
Nonverbal Communication:
3.
are oral, some are written, and some use information technology.
Communication Methods
language that you are confident and are in command of the situation.
listening.
conversation.