1) By Force (either physical or psychic)

2) By manipulation

(used in sales contests/incentive programs as soon as they are gone the motivation is gone)

3) By Persuasion (most ethical and effective)

1) Error Cause Removal: quest to identify and correct errors

2) Awards System: rewards employees for their consistently high production rate

3) Communications: strives to maintain the importance of the program to the employees.

aims to motivate the employee but from a structural approach;

1)Improve Job Design of the Employee

(variety of skills used, type & timing of performance feedback, changing & investigating characteristics)

2)Improve Physical Layout, work flow, & the organizational relationships.

3) Changes in Management Process to lead to a clearer sense of the organizations mission

What are 5 ways for good leaders to inspire motivation?

1. Communicate Standard and be consistent
2. Be aware of your own biases and prejudices
3. Let people know where they stand
4. Give praise when appropriate
5. Keep employees informed of changes that are relevant to them
6. Care about your employees
7. Perceive people as ends, not means
8. Go out of your way to help subordinates
9. Take responsibility for your employees.
10. Build independence.
11. Exhibit personal diligence.
12. Be tactful with your employees
13. Be willing to learn from others
14. Demonstrate confidence
15. Allow freedom of expression
16. DELEGATE!
17. Encourage ingenuity

1. Never belittle an employee
2. Never criticize an employee in front of others
3. Never fail to give employees your undivided attention
4. Never seem preoccupied with your own interests
5. Never play favorites
6. Never fail to help your employees grow
7. never be insensitive to small things
8. Never embrass weak employees
9. Never vacillate in making a decision

From Bottom to Top.

1) Physiological Needs

(Wages, Salaries, Bonuses)

2) Safety Needs

(Seniority Rights, Unemployment Benefits, Insurance Plans)

3) Social Needs

(Informal Networks, Affiliation, Social Interactions)

4) Esteem Needs

(titles, status, promotions)

5) Self-Actualization Needs

(competence, achievement)

1) dissatisfiers: hygiene or maintenance factors (company policy and administration, status, supervision, working conditions, interpersonal relationships, security) 

2) satisfiers: motivating factors (achievement, recognition for achievement, work itself, responsibility, advancement, growth)

If you got rid of all the dissatisfiers, then there would be no feelings of dissatisfaction but there also would not be any feelings of true satisfaction.

What is McGregor's theory on Motivation?

X theory members:

1-Motivate them

2-Direct them

3-Closely supervise them

4-Mistrust them

5-Outline their work in detail

6-Plan their work for them

Y theory members:

1-Guide or provide guidelines

2-Provide opportunities for self-direction

3-Trust them

4-Cooperate-collaborate with them

5-Establish environment

6-Plan with them

1. Technical
2. Human
3. Conceptual

1. Scientific Management (provides a conceptual and historical perspective)
2. Human Relations Management (increse concern for the human variable)
3. Management Science (provided tools/techniques aid decision making)
4. Human Resources (enhances human capital in an organization)
5. Contemporary Management

1. the great man theory
2. the trait theory
3. the group or exchange theory
4. the behavior theory
5. the situational or contingency theory
6. the excellence/transformational theory
7. the collaborative leadership theory
8. the servant leadership approach

1. A Function of Needs (employee needs)
2. A Function of Opportunity (opportunity to meet the need)
3. A Function of Ability (individuals capabilities in terms of skills, training, and knowledge he/she needs to perform a task)
4. A Function of Reinforcement (praise/reward for striving to meet the need)

1. Plans should be based on local Values
2. Plans should reflect local approaches to problemsolving
3. Plans should reflect broad public participation
4. Plans require data on leisure usage
5. plan alternatives and recommendations should be clearly defined
6. Plans and issues should be clear and to the point
7. plans must reflect leadership and Commitment
8. Plans must be practical and realistic

1. Organize, Scan, or Scope out the Environment
2. Select Critical Issues or Opportunities
3. Establish a Mission Statement and Set of Broad Goals
4. External and Internal Assessment
5. Develop Objectives, Policies, and Strategies
6. Develop and Adopt an Implementation Plan
7. Monitor the Plan and Scan the Environment

1. Physical
   (building, equipment, man-made/nature)
2. Human
   (get to know staff)
3. Fiscal/Financial
   (money, budget)

1. Planning
2. Organizing
3. Staffing
4. Directing
5. Coordinating
6. Controlling
7. Evaluating
8. Reporting
9. Budgeting

1. you must be able to understand the past behavior
   (i.e. background check, call references)
2. you must have the ability to predict future behavior
   (i.e. resumes, gpa's)
3. directing, changing, and controlling behavior
   (i.e. set boundaries, expectations)

1. content: focus on factors within individuals that energize, direct, sustain, and stop behaviors <maslow, herzberg, McClelland's Learned Need>
2. Process: these provide an analysis & description of the process of how behavior is energized, directed, sustained, & stopped
   <Adams equity, Vroom Expectancy>

1. once you meet needs then that need no longer motivates you
2. once you reach one of the above needs you have to maintain it b/c if not you'll start back over

1. Need for Achievement
   (derived through schooling)
2. Need for Affiliation
   (need for socialization, place to fit)
3. Need for Power
   (having control over resources/people)

people are motivated at work to choose amongst different behaviors or intensities of efforts if they believe that their efforts will be rewarded and if those rewards are important to them.

3 components: Choice, Expectancy, Preference

choice: involves freedom; freedom to select among diff. possibilities/alternatives

expectancy: the belief "expressed as a subjective estimates of odds" that a particular act will be successful

preference: most choices we make have positive/negative outcomes

1. Set of Extrinsic Conditions (dissatisfiers). If these conditions are present, this does not necessarily MOTIVATE employees.
2. Set of Intrinsic Conditions (Satisfiers). If these conditions are NOT present, they do not prove highly dissatisfying.

employee compares his/her job's inputs-outcomes ratio

outcomes: what employee gets from job

Input: what employee gives to job

when input-outcome is equal = equity

when inputs for 2 employees are same but:

employee sees coworkers outputs are greater = underrewarded feeling

employee sees coworkers outputs are lesser = overrewarded feeling

1. Do not reward everyone the same way
2. Recognize that failure to respond also has reinforcing consequences
3. Make certain to tell people what they have to do to be rewarded
4. do NOT punish anyone in front of others
5. BE FAIR!!!