Motivation Culture Flashcards
How does leadership and emotional intelligence intersect
You need to know self first before leading others
you need to know the team and their unique needs and strengths
you need to know the unit culture
see the bigger picture
use communication
know and see virtues and values
Motivation
Is a process of inducing, inspiring, and energizing people to work willingly with zeal, initiative, confidence, satisfaction and an integrated manner to achieve desired goals - it is a moral boosting activity
Motivation is the act of stimulating some one or oneself to get a desired course of action or to push the right button to get a desired reaction
Intrinsic Motivation
Comes from within the individual
often influenced by family unit and cultural values
Extrinsic Motivation
Comes from outside the individual, rewards, and reinforcements are given to encourage certain behaviors / levels of achievement
Team Building Exercises Do What
Encourages trust
Allows goal attainment
Allows cooperation amongst team
Lets you see others views
Improves efficiency
Resolves conflicts
Leader Managers should always be…
leading by example
Practicing what they preach
Ways to Role Model Desired Behaviors
Listen
take action over concerns
uphold values when challenges arise
stay positive
encourage others
demonstrate care at the bedside
accountability
remember our purpose
dont make excuses
Synergism
the cooperative working together of two or more people or organizations when their combined effect is greater than the sum of their individual efforts
How to create synergism in the workplace
Hire the right people
Stay positive when challenged
Go the extra mile
Share common interests and values
Compliment Skills
know you are stronger as a group
empower group members
be committed
How does worker engagement and empowerment change the workers
makes them active in their work
increases performances and outcomes
more than “just a job”
employee loves what they do
committed
balancing work life
make decisions
creative thinking / innovation
know job expectations
Positive Reinforcement
Validation of work effort
Be specific when staying positive
Gives recognition of extra effort
Hire (as a leader) for the fit, not just to fill a vacancy
Shows trust to workers in decisions
Lets employees “create” at work
External rewards are not always positive
give praise during huddles, unit or personnel specific
encourage one another
Leaders can motivate by…
set clear expectations
be fair and consistent
be strong in decision making
create a team atmosphere
be Switzerland (middle guy)
rave individual uniqueness
provide growth opportunities
give credit for ideas
communication of organizational needs
do not micromanage
create trust and being part of a team
be positive
be a role model
listen intently
take self care seriously
Directing Phase of the Management Process
Coordinating or activating phase
the doing phase of management requiring accomplishment using skills
The ___ bears the primary responsibility for meeting organizational goals such as reaching acceptable levels of productivity and quality
manager
Intrinsic Motivation
comes from within the individual
often influences by the family unit and cultural values
Extrinsic Motivation
Comes from outside the individual
rewards and reinforcements are given to encourage certain behaviors and or levels of achievement
Intrinsic motivation can be and often is…
influenced by others
The intrinsic motivation to achieve is directly related to a persons
level of aspiration
Extrinsic motivation is motivation enhanced by…
the job environment or external rewards
Since motivation is so complex, leadership faces..
tremendous challenges in accurately identifying individual and collective motivators
Motivational Theory - Bureaucracy
The idea high productivity means greater monetary incentives for the worker
Maslows Hierarchy of Needs
Positive psychology and humanistic psychology\
Involves Physiological Basic needs as a base –> Security and safety –> Social/Love –> Esteem –> Self Actualization
Self Actualiation
Idea to Maslow that people are born with a desire to self actualize
Occurs when one individual maximizes his or her potential doing the best they can
Embraces the unknown, focus on personal growth, and perceives the self as they truly are
Characteristics of the Self Actualized Person
- Embrace the unknown and the ambiguous
- Accept themselves, together with all their flaws
- Prioritize and enjoy the journey, not just the destination
- While inherently unconventional, do not seek to shock or disturb
- Are motivated by growth, not by the satisfaction of needs
- Have purpose
- Are not troubled by the small things
- Are grateful
- Share deep relationships with a few but also feel identification and affection towards the entire human race
- Are humble
- Resist enculturation
- Are not perfect
Due to Maslows work what did managers start to realized
that people are complex beings and rather than just being motivated by economics there are many need motivating them at any one time
Skinner and Operant Conditioning and Behavior Modification
Idea of Neutral operants, reinforcers and punishers driving behavior
Neutral Operants
responses from the environment that neither increase nor decrease the probability of a behavior being repeated
Reinforcers
responses from the environment that increase the probability of a behavior being repeated
can be positive or negative
Punishers
responses from the environment that decrease the likelihood of a behavior being repeated
punishment weakens behavior
Herzbergs Motivators and Hygiene Factors / Two Factory Theory
Idea that Motivators / Job Satisfiers are present in work itself giving people desire to work and do work well
Hygiene and Maintenance Factors then keep employees from being dissatisfied or demotivated but they themselves do not motivate work
- keep in mind that the opposite of dissatisfaction may not be satisfaction (if these ones are met there is lack of dissatisfaction but not necessarily existence of satisfaction and vice versa where motivator absence does not necessarily case dissatisfaction)
Motivator Factor Examples
achievement
recognition
work
responsibility
advancement
possibility for growth
Hygiene Factor Examples
salary
supervision
job security
positive working conditions
personal life
interpersonal relationships and peers
company policy
status
Vroom Expectancy Model
looks at motivation in terms of the persons valence or preferences based on social norms
so instead of operant conditioning which focuses on observable behavior - this model says a person expectations about his or her environment or a certain event will influence behavior
people are making a conscious decision in anticipation of reward while in operant conditioning people are stimulus-response mode
McClelland and the 3 Basic Needs of Motivation
Achievement
Affiliation
Power
Achievement Oriented People
Actively focus on improving what is
Affiliation oriented People
focus their energies on families and friends
Power Oriented People
motivation by the power that can be gained as a result of a specific action
Stretching
assigning tasks that are more difficult than what the person is used to doing
can motivate people
should not be used routinely or daily as people need time to rest and regroup
The challenge of “stretching” is to..
energize people to enjoy the beauty of pushing themselves beyond what they think they can do
Participation
entails actively drawing employees into decisions affecting their work
drives motivation
Theory X and Theory Y
idea that there are 2 types of employees causing a continuum/spectrum that is directly coming from a managers assumption of the work ethic or motivation of people/employees (whether that is grounded or fact or not)
Theory X Employee Characteristics
avoid work if possible
dislike work
must be directed
have little ambition
avoid responsibility
need threats to be motivated
need close supervision
are motivated by rewards and punishments
Theory Y Employee Characteristics
like and enjoy work
are self directed
seek responsibility
are imaginative and creative
have underutilized intellectual capacity
need only general supervision
are encouraged to participate in problem solving
Is Theory Y better than Theory X
no there is no better management style - the style that is best in use depends on variables inherent in a given situation
Worker/Employee Engagement
occurs when a worker is involved in, enthusiastic about, and committed to their work and work place
not a transactional concept - its an emotional state where staff feels compassionate, committed, and invested in their work
Is Employee Engagement the same as Employee Satisfaction
No - a person can be satisfied with their job but not be engaged
Employee Empowerment
giving employees the ability to make decisions and encouraging them to challenge the status quo, which is critical for organizations to avoid obsolescence in changing, tech driven environments
Positive Reinforcement needs to be ___
specific
IKEA Effect
cognitive bias of people to value something more fi they put effort and labor into it
Over justification Effect
The tendency of extrinsic motivation to interfere and decrease intrinsic motivation
such as excessive rewards
Organizations must be cognizant to the need to offer incentives at a level where employees value them, this requires…
that the organization and its managers understand employees collective values and devise a reward system that is consistent with that value system
People don’t quit their jobs they quit..
their bosses (so relationship to supervisors is very important for motivation)
opposite is true then that an inspiring manger creates more team engagement
Strategies to Create a Motivating Climate
- Have clear expectations for workers and communicate these expectations effectively.
- Be fair and consistent when dealing with all employees.
- Be a firm decision maker using an appropriate decision-making style.
- Develop the concept of teamwork. Develop group goals and projects that will build a team spirit.
- Integrate the staff’s needs and wants with the organization’s interests and purpose.
- Know the uniqueness of each employee. Let each know that you understand his or her uniqueness.
- Remove traditional blocks between the employee and the work to be done.
- Provide experiences that challenge or “stretch” the employee and allow opportunities for growth.
- When appropriate, request participation and input from all subordinates in decision making.
- Whenever possible, give subordinates recognition and credit.
- Be certain that employees understand the reason behind decisions and actions.
- Reward desirable behavior; be consistent in how you handle undesirable behavior.
- Let employees exercise individual judgment as much as possible.
- Create a trustful and helping relationship with employees.
- Empower employees to have as much control as possible over their work environment and the decisions that impact it.
- Be a positive and enthusiastic role model for employees.
With self care, the attitude and energy levels of managers directly affect…
the attitude and productivity of their employees
Most human behavior is motivated by…
a goal that person wants to achieve
