MGT c6 Direct

Chapter 7
DIRECTING
Directing It is the universal function of mgt. and refers to the process of motivation, communication and leadership.
th 4
Motivation
IT IS THE BASIC INDUCEMENT THAT PROPELS AN INDIVIDUAL TO THINK, FEEL AND PERFORM IN CERTAIN WAYS. IT IS INTERNAL AND THE MOST IMPORTANT, DETERMINANT OF WORK BEHAVIOR.
THEORIES OF MOTIVATION
Traditional Theory Hierarchy of Needs Achievement Power (Affiliation theory) Motivation Maintenance Theory McGregors Theory Achievement Theory Barnard-Simons Theory of Equilibrium Vrooms PreferenceExpectancyTheory Re-inforcement Theory Maturity Theory
Traditional Theory According to Frederick Taylor, men are highly productive & compensated basically as less productive men. He designed a system whereby an employee was compensated according to individual production.
Traditional Theory
According Mr. Frederick Taylor, the Father of Scientific Management,
Man worked to fulfill his economic needs. With long & hard work comes high pay to take care of his material & physiological needs. More profits for the organization can be realized by increasing the productivity of workers through the application of scientific methods
Hierarchy of Needs Maslows theory on the complex nature of man illustrate this area.
According to him mans needs fall into a hierarchy of relative potency. Needs range from the most basic physiological to the most intricate psychological state of selfrealization.
Hierarchy of Needs
A need ceases to be potent when it is met and man strives to satisfy the next range of needs.
SELF REALIZATION ESTEEM SOCIAL SAFETY & SECURITY PHYSIOLOGICAL
Achievement/Power/Affiliation
According to David McClelland, men has 3 needs: 1) A need to Achieve 2) Need for Power 3) Need for Affiliation
1) Need to Achieve
The need for achievement is the desire to do something better or more efficiently than it has been done before
2) Need For Power

This is basically a concern for influencing people to be strong and influential
3) Need For Affiliation
It is a need to be liked to established or maintain friendly relations with others.
THEORIES OF MOTIVATION Motivation/Maintenance Theory According to Frederick Herzberg, Bernard Mausner & Barbara Syndeman - they developed a theory of work motivation which has a wide acceptance in management circles.
THEORIES OF MOTIVATION Motivation/Maintenance Theory This theory contents that motivation comes from the individual, not from the manager. Both hygiene and maintenance factors must be present in order for true motivation to occur.
Motivation/Maintenance Theory
RELATING TO RELATING
ENVIRONMENT
HYGIENE FACTOR: AROUND THE JOB SATISFYING FACTOR: ACHIEVEMENT
TO THE JOB
ITSELF
POLICIES & ADMINISTRATION SUPERVN WORKING CONDITIONS INTERPERSONAL RELATIONS MONEY SECURITY
RECOGNITION FOR ACCOMPLISHMENT CHALLENGING WORK INCREASED RESPONSIBILITY GROWTH & DEVELOPMENT
McGregors Theory (X & Y)
Referenced to Douglas McGregors Theory, the managers assumptions about people and his operation analysis define his style of managing people. He argue that the managers effectiveness is a function of such assumption about human nature & his leadership behavior will be affected by them.
Referenced to Douglas McGregors Theory, the managers assumptions about people and his operation analysis define his style of managing people. He argue that the managers effectiveness is a function of such assumption about human nature & his leadership behavior will be affected by them.
Theory X views human beings as inherently lazy and hence must be motivated by force. Theory Y contends that external force or punishment is not the best way of motivating individuals because they are capable of exercising selfdirection and self-control.
THEORY "X" THE TYPICAL PERSON DISLIKES WORK AND WILL AVOID IF HE CAN WITH RESPECT TO MANAGING PEOPLE, THIS IS A PROCESS OF DIRECTING THEIR EFFORTS, CONTROLLING THEIR BEHAVIOR TO FIT THE NEEDS OF THE ORGANIZATION WITHOUT THIS ACTIVE INTERVENTION BY MANAGEMENT, PEOPLE WOULD BE PASSIVE AND RESISTANT TO ORGANIZATIONAL NEEDS. THEY MUST BE PERSUADED, CONTROLLED & THREATENED WITH PUNISHMENT. THEIR ACTIVITIES MUST BE DIRECTED THEORY "Y" WORK IS AS NATURAL AS PLAY OR REST PEOPLE ARE NOT BY NATURE PASSIVE OR RESISTANT TO ORGANIZATION NEEDS. THEY HAVE BECOME SO BECAUSE OF THE RESULT OF EXPERIENCE IN ORGANIZATION
THE MOTIVATION, THE POTENTIAL FOR DEVELOPMENT, CAPACITY TO ASSUME RESPONSIBILITY & THE READINESS TO DIRECT BEHAVIOR TOWARD ORGAN. GOALS ARE ALL PRESENT IN PEOPLE. MGMT DOES NOT PUT THEM THERE. IT IS THE DUTY OF MGMT. TO MAKE IT POSSIBLE FOR PEOPLE TO RECOGNIZE AND DEVELOP THESE HUMAN CHARACTERSTICS FOR THEMSELVES
Achievement Theory
Referring to David C. McClellands, people with high need do achieve more than those with low need & with no need at all. High need do achieve if they can influence the outcome & prefer to work on a problem rather than leave the outcome to a chance.
Barnard-Simons Theory
This theory states that inducements provided by firms must be kept in equilibrium with the contributions made by the employees. In other words, Equal wages must be paid for equal work
Barnard-Simons Theory
If inducements (wages / benefits) are not kept in balance with contributions of workers, their motivation will be affected. This theory deals with sustaining motivation rather than increasing motivation.
VROOMs Theory
Victor H. Vroom, this was 1st developed by him and later changes and assumptions was made. His model is based on 4 assumption as laid out by E.F. Lawler:
VROOMs Theory
ABILITY
PERCEIVED EQUITABLE REWARD
EXPEC TANCIES EXTRINSIC OUTCOME
PREFERE NCES
MOTIVAT ION
EFFORT
PERFOR MANCE
SATISFAC TION
INSTRU MENTALIT IES
INTRINSIC OUTCOME
VROOMs Theory
Although this theory still needs testing, refining/extending, many behavioral scientists believes that this represent the most comprehensive, valid and useful approach to understanding motivation. It also gives management strong reason for good screening of applicants & discuss openly their abilities, skills, motivations and expectations.
VROOMs Theory
EXPECTANT MAN (Motivation is much more than expectation than satisfaction) a) Individuals have preferences for various outcomes (goals, that are potentially desirable to them) b) Individuals have expectances about the likelihood that an action on their part will lead to satisfactory performance.
VROOMs Theory
c) People have certain instrumentalities (probabilities) about performance that will lead to the attainment of desirable outcomes.
d) In any situation, the action a person chooses to take is determined by the expectancies, instrumentalities and preferences that he has at the time.
Reinforcement Theory
According to B.F. Skinner, man learns from his environment & greater control of this environment improves his development. Through understanding the principles of learning, one understands much about how human behavior makes the individual learn and perform accordingly.
Reinforcement Theory
Intrinsic and drives are fictitious things put inside so that a person behaves in certain ways. Dont look for something inside that person. For example, if food is reinforcing, it is not the because of the food reduces drive, but because it is a good thing for men to have food because it reinforces quest for more drive to work.
Maturity Theory
Chris Argyrie proposed a theory of motivation on maturity-immaturity. He contends that as people grow (psychologically) and mature they strive toward the highest level of need in Maslows need hierarchy, self-actualization. Immature people are dependent on others and lack self-initiative, mature people are independent.

MGT c6 Direct

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Chapter 7

SELF REALIZATION ESTEEM SOCIAL SAFETY & SECURITY PHYSIOLOGICAL

2) Need For Power

3) Need For Affiliation

It is a need to be liked to established or maintain friendly relations with others.

EXPEC TANCIES EXTRINSIC OUTCOME

INSTRU MENTALIT IES

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