TBL 2: Motivating and Coaching Others Flashcards
Describe the levels in Maslow’s Hierarchy of Needs (starting from the highest-level)
- Self actualisation needs: to maximise one’s skills and talents (self-realisation,
self-expression and self fulfilment) - Self-esteem/ego-status needs: to be held in esteem by both oneself and others (power, prestige and self-confidence)
- Social needs: to belong and be accepted by others.
- Security/safety needs: physical, social and financial security.
- Survival/physiological needs:
basic animal requirements such as food, water, shelter, warmth and sleep.
Describe how Maslow’s Hierarchy of Needs works
Generally referred to as a fixed order (the lower level of need needs to be met before progression to the next one) but it is not necessarily rigid or universally applicable
- Creative people, for example, are often
driven by self-actualisation rather than by lower satisfactions
As you progress up the hierarchy, the lower levels may become less satisfying to achieve but they are still important to maintain (become entitlements)
- As their impact as a positive
incentive decreases, their ability to create dissatisfaction and act as a disincentive increases
Describe Herzberg’s Hygiene Factors
Hygeine factors = lower level needs. Required as an animal to avoid pain and deprivation
Motivators = Higher level needs. Required as a human being to grow psychologically
Herzberg’s theory proposes that most factors that contribute to job satisfaction are
motivators and most factors that contribute to job dissatisfaction are hygiene elements.
Give examples of motivators (Herzberg’s theory)
People achieve job satisfaction through the motivators
- Security (support available, will not be fired, good at their work)
- Interest (use existing knowledge, acquire new knowledge, responsibility, pride in work quality)
- Recognition (value of work recognised, gain respect)
- Advancement (more responsibility, more challenging work)
Give examples of hygeine factors (Herzberg’s theory)
People suffer job dissatisfaction because of the hygiene factors
- Money
- Hours of work
- Holidays
- Pension
- Parking and canteen provision
- Healthcare provision
- Office space and furniture
- Range of equipment
What element of Herzberg’s theory is debated?
Whether salary/pay is a motivator or hygeine factor
Although
pay may have some short term motivational value, it is difficult to conceive of it as a long
term motivator in the same manner as responsibility and achievement.
Describe the Expectancy theory
Argues that people will put effort into work if they think that it will lead to some
form of reward.
The reward is often a result of achieving an outcome from putting in the
effort
E.g. Put in effort to write a report. The report would be the first-level
outcome .However, by writing a good report you may get recognition and praise, and enjoy
the satisfaction of knowing you’ve done a good job (second level outcome - reward)
What is are the two types of managers outlined by Douglas McGregor?
Theory X and Theory Y
Describe a Theory X manager
Have little regard for people and tend to be very authoritarian.
Feel they need to closely supervise their team’s work for things to be done. They find it difficult to believe to trust people to get on with their jobs.
They believe
that people:
- Have an inherent dislike of work and will avoid it whenever they can
- Are intrinsically lazy
- Must be coerced, controlled and pushed if results are to be achieved
- Resist change on principle.
Describe a Theory Y manager
They believe that people are capable of
undertaking responsible and creative work, and accepting that people will work willingly
and well, provided that they understand and are committed to whatever it is they are doing.
They believe that people:
- Enjoy challenging and interesting work
- Will use imagination, creativity and ingenuity to solve work problems if they are
given the opportunity
- Will accept responsibility and will exercise self-direction and self-control
- Will actively seek to develop their skills and abilities to achieve objectives that they
find meaningful and are therefore committed to.
Theory Y managers are needed by organisations who are moving towards a more cooperative
psychological contract.
What are the traits of a successful manager?
Successful managers pay
attention to enhancing their staff members’ abilities and skills, because they know that,
ultimately, they will reap the rewards of developing their people
What are the benefits of coaching?
Coaching can be used to help someone to develop any kind of knowledge, skill or attitude.
People can acquire:
- Knowledge through discussion, and through reading the appropriate books,
journals or reports
- Skills by watching a skilled person perform a task
- Attitudes by having those attitudes “modelled” for them-“this is how I do it,
now you copy me”.
What are the most effective techniques for developing staff?
- Increasing responsibility
- More complex tasks
- Reviews
- Special projects
- Discussions
- Briefings
- Feedback sessions
What makes an effective coach?
Spends most time watching and listening
Coaching is a necessary part of the learning process. Everyone needs a role model, and
everyone needs to know:
- how to do something
- whether or not they are doing it “right”
- what they could do to do it “better”.
Describe the GROW model of coaching
Goal: what is the desired goal? When you get there, what will it look like? Why is this
important to you?
Reality: How near are you to achieving your goal? What personal strengths will help
you to achieve your goal? What help will you need? What research have you
completed?
Options: What other possibilities are there? What other opportunities can you
create? What are the consequences of inaction? What are the implications?
Will: How committed are you to achieving this goal? How motivated are you on a
scale of 0-10? Tell me what you are going to do? What support do you need and how
are you going to get it? How often will you review your progress?
