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Team Motivation

A Historical Perspective
Motivation is always a good thing




                                    2
Motivation is always a good thing
        Increased productivity




                                    3
Motivation is always a good thing
        Increased productivity
        Higher profits




                                    4
Motivation is always a good thing
        Increased productivity
        Higher profits
        A happier workforce




                                    5
Motivation is always a good thing
        Increased productivity
        Higher profits
        A happier workforce
        More cohesive teams




                                    6
Motivation is always a good thing
        Increased productivity
        Higher profits
        A happier workforce
        More cohesive teams
        Reduced absenteeism




                                    7
First, let’s give a brief historical sketch
of factors that have influenced the study
of workplace motivation.




                                              8
Agrarian societies are characterized by …




 • Stability
 • Family-run operations
 • Simple tools
                                            9
The Industrial Revolution was characterized by …

             • The steam engine
             • Urbanization
             • Mass Production




                                                   10
F. W. Taylor noticed certain patterns of inefficiency.

         Conformity to group norms.




                                                         11
F. W. Taylor noticed certain patterns of inefficiency.

         Conformity to group norms.
         Patterns from pre-industrial age.




                                                         12
F. W. Taylor noticed certain patterns of inefficiency.

         Conformity to group norms.
         Patterns from pre-industrial age.
         Zero-sum labor availability.




                                                         13
F. W. Taylor noticed certain patterns of inefficiency.

         Conformity to group norms.
         Patterns from pre-industrial age.
         Zero-sum labor availability.
         No incentive for increased output.




                                                         14
The absence of ambition
was viewed as a virtue.




                          15
Efforts to rise above the crowd were
interpreted as social treason.




                                       16
Rising leaders faced social pressures
to return to their equalized status
within the group.




                                        17
Taylor’s Solution—Scientific Management—would bring …

         Objectivity




                                                        18
Taylor’s Solution—Scientific Management—would bring …

         Objectivity
         Structure




                                                        19
Taylor’s Solution—Scientific Management—would bring …

         Objectivity
         Structure
         Efficiency




                                                        20
Taylor’s Solution—Scientific Management—would bring …

         Objectivity
         Structure
         Efficiency
         Training




                                                        21
Taylor’s Solution—Scientific Management—would bring …

         Objectivity
         Structure
         Efficiency
         Training
         Matching the worker to the job



                                                        22
But Weber saw a problem …


How can organizations operate
rationally and systematically?




                                 23
According to Weber …


Untested Personal Opinions should be replace by …




                                                    24
Untested Personal Opinions should be replace by …

                Proven Rules




                                                    25
Charismatic or Traditional Authority
      should be replaced by …




                                       26
Charismatic or Traditional Authority
      should be replaced by …

Rational-legitimate authority




                                       27
Political favoritism should be replaced by ….




                                                28
Political favoritism should be replaced by ….

       Selection by Competence




                                                29
Weber called this innovative management system …


                            Bureaucracy




                                                   30
The Critics

 According to some, Scientific Management was …

 “the attempt to make human work productive by
 eliminating the employees’ responsibility for their own
 work and concentrating it in the hands of a science-based
 managerial elite.”


  Hardy, L. (1990). The fabric of this world: Inquiries into
  calling, career choice, & the design of human work.
  Grand Rapids: MI: William B. Eerdmans.


                                                               31
The Critics

 “Small opportunity is now given the workman to exercise
 that initiative of which Mr. Taylor talks so glibly.”



  Letter to the American Magazine, 1911, Cited in Dean, C. C.
  (1997) Primer of scientific management by Frank B.
  Gilbreth: A response to publication of Taylor's principles in
  The American Magazine. Journal of Management History
  3(1), 31-41.



                                                                  32
Weber Sensed the Need for Something More …
   “The fate of our times is characterized by rationalization
   and intellectualization and, above all, by the
   disenchantment of the world. Precisely the ultimate and
   most sublime values have retreated from public life
   either into the transcendental realm of mystic life or
   into the brotherliness of direct and personal human
   relations. It is not accidental that our greatest art is
   intimate and not monumental.” –Max Weber


                                  Source: The Columbia World of Quotations, 1996.




                                                                                    33
Abraham Maslow
developed a
framework for
understanding this
“something more.”




                     34
The framework involved
a pyramid (or hierarchy)
of human needs.




                           Physiological

                                           35
The framework involved
a pyramid (or hierarchy)
of human needs.




                           Safety (Security)

                             Physiological

                                               36
The framework involved
a pyramid (or hierarchy)
of human needs.




                           Social (Affiliation)

                           Safety (Security)

                             Physiological

                                                  37
The framework involved
a pyramid (or hierarchy)
of human needs.



                           Esteem (Recognition)

                            Social (Affiliation)

                            Safety (Security)

                              Physiological

                                                   38
The framework involved
a pyramid (or hierarchy)
of human needs.
                            Self-Actualization

                           Esteem (Recognition)

                            Social (Affiliation)

                            Safety (Security)

                              Physiological

                                                   39
Other researchers began to focus on the
emotional or “softer” side of
organizational behavior.




                                          40
Mary Parker Follett

     Saw the importance of relationships.
     Advocated employee participation.
     Recommended power sharing.




                                            41
Elton Mayo …
    Studied workplace environment.
    Discovered the relationship factor.




                                          42
Lillian Gilbreth discovered …
        That wages are not the only motivators.
        The importance of affirmation.
        The importance of communication.
        The value of training in “emotion work.”


Graham, L. (2000) Lilian Gilbreth & the mental revolution at Macy's, 1925-1928. Journal of
Management History 6(7), 285-305.

                                                                                             43
Douglass McGregor brought a new dimension to
          the study of worker motivation . . .

                      the manager's perspective
                       on the nature of people.




McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill.

                                                                                44
Theory X Sees People as …

•   Lazy
•   Irresponsible
•   Lacking in ambition
•   Needing someone to prod
    and control them.




                              45
Theory Y Sees People as …

  • Intrinsically motivated
  • Responsible
  • Enjoying work
  • Highly productive …
           when empowered




                              46
Researchers began to notice that motivation has a
two-dimensional character.

       B =f (P, S)




                                   Kurt Lewin



                                                    47
Researchers began to notice that motivation has a
two-dimensional character.

 Individual behavior (B)
 is a function of (f) psychological
 factors (P) and the work
 situation (S)

                                      Kurt Lewin



                                                    48
Rensis Likert discovered that close supervision
often reduces motivation.

  Number of First-Line Supervisors Who Use . . .
                             Close Supervision                        General Supervision

           High-Producing Sections 1                                                 9


                                            8                            4
                  Low-Producing Sections

Hersey, P., Blanchard, K. H. & Johnson, D. E. (1996). Management of organizational behavior (7th ed.). Upper Saddle
River, NJ: Prentice Hall, p. 109.


                                                                                                                      49
Two-Dimensional Management




                             50
Two-Dimensional Management




                   Concern for Productivity

                                              51
Two-Dimensional Management


          Concern for People




                               Concern for Productivity

                                                          52
Two-Dimensional Management


          Concern for People



                               No Relationship
                                (Indifference)


                                   Concern for Productivity

                                                              53
Two-Dimensional Management


          Concern for People


                                                 Command and
                               No Relationship
                                                    Control
                                (Indifference)    Relationship

                                   Concern for Productivity

                                                                 54
Two-Dimensional Management


          Concern for People    Paternalistic
                                Relationship


                                                 Command and
                               No Relationship
                                                    Control
                                (Indifference)    Relationship

                                   Concern for Productivity

                                                                 55
Two-Dimensional Management


          Concern for People    Paternalistic     Empowering
                                Relationship      Relationship


                                                 Command and
                               No Relationship
                                                    Control
                                (Indifference)    Relationship

                                   Concern for Productivity

                                                                 56
So, what are the motivational
issues of the future?




                                57
Ethical Leadership
                     58
Globalization




                59
Virtual teams
                60
Information
   Overload




         61
Spirituality
& Meaning




               62
Thank You

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Team Motivation

  • 2. Motivation is always a good thing 2
  • 3. Motivation is always a good thing Increased productivity 3
  • 4. Motivation is always a good thing Increased productivity Higher profits 4
  • 5. Motivation is always a good thing Increased productivity Higher profits A happier workforce 5
  • 6. Motivation is always a good thing Increased productivity Higher profits A happier workforce More cohesive teams 6
  • 7. Motivation is always a good thing Increased productivity Higher profits A happier workforce More cohesive teams Reduced absenteeism 7
  • 8. First, let’s give a brief historical sketch of factors that have influenced the study of workplace motivation. 8
  • 9. Agrarian societies are characterized by … • Stability • Family-run operations • Simple tools 9
  • 10. The Industrial Revolution was characterized by … • The steam engine • Urbanization • Mass Production 10
  • 11. F. W. Taylor noticed certain patterns of inefficiency. Conformity to group norms. 11
  • 12. F. W. Taylor noticed certain patterns of inefficiency. Conformity to group norms. Patterns from pre-industrial age. 12
  • 13. F. W. Taylor noticed certain patterns of inefficiency. Conformity to group norms. Patterns from pre-industrial age. Zero-sum labor availability. 13
  • 14. F. W. Taylor noticed certain patterns of inefficiency. Conformity to group norms. Patterns from pre-industrial age. Zero-sum labor availability. No incentive for increased output. 14
  • 15. The absence of ambition was viewed as a virtue. 15
  • 16. Efforts to rise above the crowd were interpreted as social treason. 16
  • 17. Rising leaders faced social pressures to return to their equalized status within the group. 17
  • 19. Taylor’s Solution—Scientific Management—would bring … Objectivity Structure 19
  • 20. Taylor’s Solution—Scientific Management—would bring … Objectivity Structure Efficiency 20
  • 21. Taylor’s Solution—Scientific Management—would bring … Objectivity Structure Efficiency Training 21
  • 22. Taylor’s Solution—Scientific Management—would bring … Objectivity Structure Efficiency Training Matching the worker to the job 22
  • 23. But Weber saw a problem … How can organizations operate rationally and systematically? 23
  • 24. According to Weber … Untested Personal Opinions should be replace by … 24
  • 25. Untested Personal Opinions should be replace by … Proven Rules 25
  • 26. Charismatic or Traditional Authority should be replaced by … 26
  • 27. Charismatic or Traditional Authority should be replaced by … Rational-legitimate authority 27
  • 28. Political favoritism should be replaced by …. 28
  • 29. Political favoritism should be replaced by …. Selection by Competence 29
  • 30. Weber called this innovative management system … Bureaucracy 30
  • 31. The Critics According to some, Scientific Management was … “the attempt to make human work productive by eliminating the employees’ responsibility for their own work and concentrating it in the hands of a science-based managerial elite.” Hardy, L. (1990). The fabric of this world: Inquiries into calling, career choice, & the design of human work. Grand Rapids: MI: William B. Eerdmans. 31
  • 32. The Critics “Small opportunity is now given the workman to exercise that initiative of which Mr. Taylor talks so glibly.” Letter to the American Magazine, 1911, Cited in Dean, C. C. (1997) Primer of scientific management by Frank B. Gilbreth: A response to publication of Taylor's principles in The American Magazine. Journal of Management History 3(1), 31-41. 32
  • 33. Weber Sensed the Need for Something More … “The fate of our times is characterized by rationalization and intellectualization and, above all, by the disenchantment of the world. Precisely the ultimate and most sublime values have retreated from public life either into the transcendental realm of mystic life or into the brotherliness of direct and personal human relations. It is not accidental that our greatest art is intimate and not monumental.” –Max Weber Source: The Columbia World of Quotations, 1996. 33
  • 34. Abraham Maslow developed a framework for understanding this “something more.” 34
  • 35. The framework involved a pyramid (or hierarchy) of human needs. Physiological 35
  • 36. The framework involved a pyramid (or hierarchy) of human needs. Safety (Security) Physiological 36
  • 37. The framework involved a pyramid (or hierarchy) of human needs. Social (Affiliation) Safety (Security) Physiological 37
  • 38. The framework involved a pyramid (or hierarchy) of human needs. Esteem (Recognition) Social (Affiliation) Safety (Security) Physiological 38
  • 39. The framework involved a pyramid (or hierarchy) of human needs. Self-Actualization Esteem (Recognition) Social (Affiliation) Safety (Security) Physiological 39
  • 40. Other researchers began to focus on the emotional or “softer” side of organizational behavior. 40
  • 41. Mary Parker Follett Saw the importance of relationships. Advocated employee participation. Recommended power sharing. 41
  • 42. Elton Mayo … Studied workplace environment. Discovered the relationship factor. 42
  • 43. Lillian Gilbreth discovered … That wages are not the only motivators. The importance of affirmation. The importance of communication. The value of training in “emotion work.” Graham, L. (2000) Lilian Gilbreth & the mental revolution at Macy's, 1925-1928. Journal of Management History 6(7), 285-305. 43
  • 44. Douglass McGregor brought a new dimension to the study of worker motivation . . . the manager's perspective on the nature of people. McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill. 44
  • 45. Theory X Sees People as … • Lazy • Irresponsible • Lacking in ambition • Needing someone to prod and control them. 45
  • 46. Theory Y Sees People as … • Intrinsically motivated • Responsible • Enjoying work • Highly productive … when empowered 46
  • 47. Researchers began to notice that motivation has a two-dimensional character. B =f (P, S) Kurt Lewin 47
  • 48. Researchers began to notice that motivation has a two-dimensional character. Individual behavior (B) is a function of (f) psychological factors (P) and the work situation (S) Kurt Lewin 48
  • 49. Rensis Likert discovered that close supervision often reduces motivation. Number of First-Line Supervisors Who Use . . . Close Supervision General Supervision High-Producing Sections 1 9 8 4 Low-Producing Sections Hersey, P., Blanchard, K. H. & Johnson, D. E. (1996). Management of organizational behavior (7th ed.). Upper Saddle River, NJ: Prentice Hall, p. 109. 49
  • 51. Two-Dimensional Management Concern for Productivity 51
  • 52. Two-Dimensional Management Concern for People Concern for Productivity 52
  • 53. Two-Dimensional Management Concern for People No Relationship (Indifference) Concern for Productivity 53
  • 54. Two-Dimensional Management Concern for People Command and No Relationship Control (Indifference) Relationship Concern for Productivity 54
  • 55. Two-Dimensional Management Concern for People Paternalistic Relationship Command and No Relationship Control (Indifference) Relationship Concern for Productivity 55
  • 56. Two-Dimensional Management Concern for People Paternalistic Empowering Relationship Relationship Command and No Relationship Control (Indifference) Relationship Concern for Productivity 56
  • 57. So, what are the motivational issues of the future? 57
  • 61. Information Overload 61