Leading & Motivating a Team

Effectively

Motivating Team Members

Day 3

Learning By Practice

2013

Table of Content

Section 3 & 4

2

Leading people

Empowerment

Japanese Model

The Traditional Theories

Maslow’s Hierarchy of Need

Frederick Herzberg

Douglas McGregor

Modern Frameworks of Motivation

Suggestions for Motivation Employees

Team

Personal identity in the Team

Stage of team growth

Managerial action to build Team

Continuous professional

Development

Leading people

Management is nothing more than motivating other people

Day 1 Learning by practice

Leadership

Leading people

Influencing people

Guiding people Achieve something

A person who responsible for

Plans

Inspire

Executes

Leading

and fully utilize characteristics to

achieve:

1. Goal Accomplishment

2. Brand Building

3. Communication

4. Complains with Standard

5. Achievement of Desire NEED

Leadership

23 29

23 35

18

31

1. When feeling of rejection, female leaders learn from adversity and carry on with

an "I'll show you".

2. Female leaders are more likely to ignore rules and take risks than male leaders.

Integrator Entrepreneur

Producer Administrator

leadership

process Results Priority

Internal

External

Focus

Fast Slow Speed

Unstructured

structured

Process

Empowerment

Empowerment is the process of increasing the capacity of individuals or groups to

make choices and to transform those choices into desired actions and outcomes.

Empowerment characteristic:

• Some level of decision making

• Awareness

• Accountability

Empower require individual to have and use freedom of choice among

several different ways of doing job

Japanese Model

Quality Circles

The basic idea of quality circles is:

People at all levels of an organization are capable of making useful

contributions to its success.

They have first-hand experience of the problems at grass-roots level in their

organization.

They have many useful ideas for improving areas such as: • Efficiency. • Innovation.

A voluntary group of employees who meet regularly with the objective of improving the

way in which their organization provides quality of goods and services for its customers.

Japanese Model examples

Kaizen

Lean Manufacturing

The Traditional Theories

Maslow’s Hierarchy of Need

Frederick Herzberg

Douglas McGregor

Maslow’s hierarchy of need

Abraham Maslow: Hierarchy of Needs

Maslow (writing in 1943) argued that all individuals have needs and desires.

He categorized these needs as:

• Basic.

• Complex.

Maslow presented these needs in a hierarchical format, with basic needs

supporting more complex ones.

Physiological

Security

Social

Ego

Self actualization

Type Details

Basic

Physiological The ability to pay for Food, housing, Etc

Safety

Safety and security

• Personal / financial

• Job security

• Health and well being

Social Feeling of belongs to a group / love

Complex

Esteem Feeling valued and respected by others

Self Actualization Individual need to feel they are achieve their

full potential

Maslow’s hierarchy of need

Maslow argued that individuals cannot be

motivated by more complex needs if their basic

needs are not being met. However, once a

particular need has been satisfied, it no longer

acts as a motivator.

Maslow’s hierarchy of need

Frederick Herzberg

Frederick Herzberg: Two Factor Theory

Herzberg (writing in 1966) argued that there are two fundamental sets of factors

that influence motivation, namely hygiene and growth.

if hygiene factors are missing this will potentially lead to worker dissatisfaction.

Motivation of the workforce comes from addressing growth factors.

Hygiene Factors

1 Pay and benefits

2 Supervision

3 Working condition

4 Interpersonal relationships

5 status

6 Job security

Motivation Factors

1 Achievement

2 Recognition of personal efforts

3 Interesting and challenging work tasks

4 Responsibility

5 Individual growth

Frederick Herzberg

Douglas McGregor

Theory X Theory Y

Leader feel that workers:

• Are naturally lazy

• They dislike work

• Motivated only by money

• Avoid responsibility and want to be directed

Leader feel that workers :

• Enjoy work

• Are motivated by many factors

• Like to make own decisions

Modern Frameworks of Motivation

• The three need theory.

• Goal-setting theory.

• Reinforcement theory.

• Designing motivating jobs.

• Job enlargement.

• Job enrichment.

• Equity theory.

• Expectancy theory.

The three need theory.

Created by David McClelland,

is a motivational model that attempts to explain how the needs for

achievement, power, and affiliation affect the actions of people from a managerial

context.

Need for achievement

Need for power

Need for affiliation

Equity theory.

The equity theory argues that a person’s motivation is based on what they

consider to be fair when compared to others. Adams developed this theory in

1963.

The theory focuses on an employee's perception that they are being treated fairly.

Goal-setting theory

Goal mechanisms affect performance

by increasing motivation to reach set

goals These mechanisms are inputs

that affect behavior in groups or

individuals.

1. Goal Acceptance/Goal Commitment

2. Goal Specificity

3. Goal Difficulty

4. Feedback

Clarity

When setting goals for improvement initiatives,

set dear and unambiguous targets for the

outcome of the project, for example:

Reduce the current reject level of 10% to a

maximum of 3% within the next 3 months.

Increase the 'right first time' process output to a

minimum of 95% by the end of January.

Goal-setting theory

Reinforcements theory

Designing motivating theory

Job enlargement

Job enrichment

Equity theory

Expectancy theory

Modern Frameworks of Motivation

Suggestions for Motivation

Employees

1.Recognize individual differences

2.Match people to jobs

3. Use goals

4.Individual rewards

5.Link reward to performance

6.Check the system for equity

7. Don’t ignore money

Team

Team vs group Stages of team growth

Managerial action to built the Team

• Create the team identity.

• Communicate the team objectives.

• Give people time and the opportunity to get to know each other.

• Recognize and value each individual contribution.

• Create atmosphere in which people view are listened.

• Create atmosphere of trust.

• Make it possible for individual to have power to influence decision and the

way thing are done.

Clear goals

Effective team characteristics

Mutual trust

Relevant

skills

Commitment

Good communication

How leader can built mutual Trust

• Keep team member informed by explain decision and giving accurate

feedback.

• Be available and approachable.

• Encourage team idea and suggestion.

• Delegate real authority to team members.

• Be consistent , honor your commitments to other.

• Develop the admiration and respect of team by demonstrating technical and

professional ability.

Eisenhower Time Table

Continuous professional Development

Continuously Developing your self is essential to meet the changing demands of

business world.

Continuous mean that it never stops

Professional indicates that it about your professional competence .

Development mean it is about improvement personal performance or enhancing your

career progression opportunity

Testing

Involvement

Learning

Empowerment Delegation

Recognition Leadership

Tim

e

Leadership process

Where are you now and where

you want to be in future ??