Chapter 15 Communicating and Motivating Others. 15- 2 Management 1e 15- 2 Management 1e 15- 2...

Chapter 15

Communicating and Motivating Others

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Learning Objectives

Explain how managers use motivation and communication to achieve results

Understand how to apply communication to pursue and achieve goals efficiently and effectively

Describe how challenging work and goals motivate individuals and teams

Illustrate how positive reinforcement enables managers to motivate others to achieve superior results

Formulate and communicate a performance-based reward system that motivates individuals and teams to achieve organizational objectives

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How Managers Achieve Great Results with Others (p. 374)

Motivation• Incentive or drive to complete a task, function, or

idea• All our behaviors are motivated by an intrinsic desire

to do well• Managers need to know what motivates their

employees Communication• Act of transmitting information, thoughts, and

processes through various channels


How Managers Achieve Great Results with Others (cont.)

Maslow’s hierarchy of needs (p. 375)• People are motivated by a number of needs that are

displayed in a hierarchy• Physiological – basic items that we need to ensure our

survival• Safety – need for an environment that is safe, both

physically and mentally• Affiliation/belongingness – desire to be accepted by others

and to find our place in social settings• Esteem – need to be respected and appreciated by others• Self-actualization – need for personal growth and self-

development Esteem and self-actualization are particularly important and

relevant for today’s fluid workplace



ERG theory (p. 375)• System that sets out three categories of human

needs• Existence needs – describe our physiological and

safety needs• Relatedness needs – reflect our desire for good

relationships with others• Growth needs – need for personal fulfillment, self-

development, and accomplishment• Movement within the hierarchy can be up or down



Two factor theory of motivation (p. 375)• Theory based on job satisfaction and/or job dissatisfaction

and the extent to which attitudes influence motivation• Hygienes – e.g., working conditions, wages, job security,

and company policy (p. 376) If these factors considered poor or below average, job

dissatisfaction likely to be higher

• Motivators – opportunities for personal growth, such as recognition, achievement, and advancement When absent, employees experience ambivalence toward their

roles When effective, employees are highly stimulated and satisfied with

their roles


Communicating with Others (p. 377)

Process of communicating

Figure 15.1


Communicating with Others (cont.)

Process of communicating (cont.)• Sender – encodes and transmits message through a

chosen communication channel (p. 378)• Receiver – decodes and interprets the meaning of

the message Provides feedback to the sender to assure that message

was received and understood



Oral communication (p. 378)• Provides verbal discussions, ideas, and processes,

either one-on-one or as a group (face-to-face)• Advantages

Helps to build relationships Accelerates decision making and problem solving Provides a forum for immediate feedback

• Disadvantages Informal nature may lead to vague or reckless statements Unless recorded, messages may be unreliable, unstable,

and incomplete



Written communication (p. 378)• System in which sender prepares written documents• Advantages

Greater time may be devoted to message preparation Message can be archived Receiver has more time to interpret the message

• Disadvantages Time and effort required to prepare an effective statement Does not permit spontaneous or immediate feedback Sender does not know whether message has been

interpreted as intended

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Electronic communication (p. 378)• Includes emails, Skype, instant messaging,

videoconferencing, and social networking (e.g., Twitter, Facebook)

• Advantages Can be delivered instantly to a large audience Messages can be sent and delivered from any location Effective way for group members to stay in touch

• Disadvantages (p. 379) May be hampered by technical problems Messages open to misinterpretation Users subject to hacking and cyber criminals



Figure 15.2



Channel richness (p. 379)• Capacity to convey as much information as possible

during the communication process• Face-to-face is the richest communication channel

Permits direct personal contact, immediate feedback, and immediate clarification

Body language – person’s facial expression and body movements that express communication and emotion without the use of words

• Telephone conversation is the next richest channel Body language and direct eye contact are absent Verbal cues express level of emotion

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Barriers to communication (p. 380)• Obstacles that interrupt

the flow of conveying

and receiving messages

Figure 15.3

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Barriers to communication (cont.)• Filtering – message is screened before being passed on to

the receiver (p. 381) May be resolved with simple language and reliance on several

communication channels

• Emotion – mood affects communication May be overcome with awareness of one’s feelings and constraining

them when communicating

• Information overload – large amounts of information can lead to confusion Prioritize work to avoid simultaneous waves of information

• Differing perceptions – imposing one’s own reality Overcome by examining our assumptions and seeking constructive

feedback

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Overcoming communication barriers (p. 381)• Listening – active effort to understand, learn, and

obtain information from others Give speaker full attention Avoid distractions Don’t interrupt Read nonverbal cues In the case of global networks, learn to understand

different culture and teach teams to communicate effectively in virtual organizations

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Communication networks (p. 381)• System of resources used as a channel for groups of people to

connect to each other

• Grapevine (p. 382) - informal line of communication where information is passed from one person to another

• Gossip chain - several individuals spread information through an organization, which is sometimes false or misleading

• Cluster chain - group of people that disseminate information within their group or cluster

Effective and consistent management communication required to control rumors

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To become a more effective communicator and motivator a manager must display: (p. 382)• Compassion• Conscientiousness• Forgiveness• Gratitude• Grit• Humility• Hypo-egoic –heightened self-awareness that signals leaders when their

actions are inhibiting others or are based on satisfying their own needs (p. 383)

• Mindfulness• Openness• Wisdom

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Power of Challenging Work (p. 383)

Expectancy theory (p. 384)• Holds that individuals are more likely to be motivated and

perform well if they expect to receive desired rewards• Outcomes – the results of a process or undertaking• Valence – individual’s opinion of the value of outcomes (p.

385)• Effort-to-performance expectancy – effort devoted to role

will result in high performance Individuals confident in their ability to perform will have high

motivation

• Performance-to-outcome expectancy – perception that desired performance will lead to desired outcomes If performance-to-outcome expectancy is high, motivation will be high

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Power of Challenging Work (cont.)

Porter-Lawler introduced two types of rewards into expectancy theory (p. 385)• Intrinsic rewards – positive feelings experienced as a

result of achieving the task• Extrinsic rewards – concrete rewards (e.g., bonuses,

promotions) Goal setting theory• Motivation will be increased by clear, challenging, specific

goals where employees are fully committed and encouraged to give feedback

• Goals focus attention and direct efforts to achieve a specific target

• Achieving goals produces a sense of accomplishment and satisfaction

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Reinforcing Positive Behaviors (p. 386)

Reinforcement theory• Behavioral construct where individuals may be rewarded or

punished based on the consequences of their behavior• Reinforcement schedules

Fixed-interval Variable interval Fixed ratio

• Behavior modification – method of shaping actions by the use of positive reinforcement Positive reinforcement – reward given to motivate a person or

group which is usually stated verbally or with ‘pats on the back’ and words of encouragement

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Reinforcing Positive Behaviors (cont.)

Reinforcement theory (cont.)• Avoidance learning – benefits theory, also called

negative reinforcement, which postulates that behavior is strengthened by the removal of negative statements or actions (p. 386)

• Extinction – behavioral method that involves withholding praise or a positive reward

Empowerment • the sharing of decisions, information, and

responsibility with others

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Rewarding Performance (p. 388)

Reward system• Theory that provides prizes, incentives for tasks and jobs

well done, and special recognition• Merit-based rewards – positive reinforcement based on

specific accomplishments, with rewards given for achievement of specified measurements

• Piece-rate incentives – awards and prizes given at a specific rate as accomplishments occur, rather than all at one time

• Scanlon plan – system that recognizes and rewards individuals for collaboration, leadership, education, and training given to another individual or group cohesively

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Rewarding Performance (cont.)

Equity theory (p. 389)• System that holds that individuals are more motivated if

they perceive that they are being treated as fairly as their fellow workers or those in other firms

Stock options (p. 390)• Company stocks given to employees as additional

compensation or incentives, usually at a discounted price for a limited time

Gainsharing• System that allows employees to share in any cost savings

made by the firm

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