The Management of Organizations

Presentation on theme: "The Management of Organizations"— Presentation transcript:

1 The Management of Organizations
Motivation Minder Chen Professor of MIS Martin V. Smith School of Business and Economics CSU Channel Islands

2 What motivate people? (Money, Power, Fame, etc.)
Learning Objectives Management is the art of getting things done through the effort of other people. Need to give people incentives so that they are motivated to do things. What motivate people? (Money, Power, Fame, etc.) How to design performance reward system and/or incentive plan (link)

3 POLC Framework People perspective Systems thinking Process orientation
Planning Organizing Leading Controlling Creating vision & mission Setting goals Formulating strategies Designing organizations structures Fostering organization cultures Providing leadership Making decisions Communicating Working in team Motivating people Managing human resources Measuring performance People perspective Systems thinking Process orientation Resource view

4 Understand need-based theories of motivation
Motivating Employees Understand need-based theories of motivation Understand process-based theories of motivation Learn to use performance appraisals in a motivational way Learn to apply organizational rewards in a motivational way

5 Motivation and Performance
Motivation is defined as “the intention of achieving a goal, leading to goal-directed behavior.” Performance = Motivation (Intrinsic & extrinsic rewards) + Ability (Skills & Knowledge) + Environment (Resource, Information, Support)

6 Intensity is how hard the person tries.
Defining Motivation Motivation - the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. Intensity is how hard the person tries. Direction is how much the person stays on task. Persistence is how long the person keeps trying. Source: Dr. Dylan Cooper

7 Need-Based Theories of Motivation
Maslow’s Hierarchy of Needs ERG Theory Herzberg’s Dual Factor Theory

8 ©2013 Flat World Knowledge, Inc.

9 Clayton Alderfer

10 Two-Factor Theory Frederick Herzberg  Motivator-Hygiene Theory
Motivators: (e.g. challenging work, recognition for one's achievement, responsibility, opportunity to do something meaningful, involvement in decision making, sense of importance to an organization) that give positive satisfaction, arising from intrinsic conditions of the job itself.  More abstract Hygiene factors: (e.g. status, job security, salary, fringe benefits, work conditions, good pay, paid insurance, vacations) that do not give positive satisfaction or lead to higher motivation, though dissatisfaction results from their absence. The term "hygiene" is used in the sense that these are maintenance factors. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.  More concrete

11 Satisfied and Motivated

12 Intrinsic Motivation Intrinsic (internal) motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on external pressures or a desire for reward. Studies has shown that people would engage in playful and curiosity driven behaviors in the absence of reward.

13 Progress in meaningful work
` Inner Work Life (hidden) Creativity Productivity Commitment  Collegiality. Progress in meaningful work Small wins Amabile, T. and Kramer, S. (2011) The Progress Principle ** Teresa Amabile: "The Progress Principle" | Talks at Google 4 min or so.

14 Process-Based Theories: Expectancy Theory
Manage Expectation Organizations need to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients. (Attractiveness) Study this diagram at

15 Rewards and Punishments
Positive enforcement: Rewards Negative enforcement: Punishments "Carrot and Stick Approach" refers to a policy of offering a combination of rewards and punishment to induce behavior.

16 It’s All Relative (regarding rewards)
Employees don’t look only at absolute rewards; they look at relative rewards. People seem to have a great tolerance of overpayment inequities than underpayment, or they are better able to rationalize them. 人生至理~~~共勉之 1、     老王辛苦了一年，年終獎拿了1萬，左右一打聽， 辦公室其他人年終獎卻只有1千。 老王按捺不住心中狂喜，偷偷用手機打電話給老婆： 親愛的，晚上別做飯了，年終獎發下來了， 晚上咱們去你一直惦記著的那家西餐廳，好好慶祝一下！ 2、     老王辛苦了一年，年終獎拿了1萬，左右一打聽， 辦公室其他人年終獎也是1萬，心頭不免掠過一絲失望。 快下班的時候，老王給老婆發了條短信：晚上別做飯了， 年終獎發下來了，晚上咱們去家門口的那家川菜館吃吧。 3、     老王辛苦了一年，年終獎拿了1萬，左右一打聽， 辦公室其他人年終獎都拿了1.2萬。老王心中鬱悶， 一整天都感覺像壓著一塊石頭，悶悶不樂的。 下班到家，見老婆正在做飯，嘟嘟囔囔地發了一通牢騷， 老婆好說歹說勸了半天，老王才想開了些，哎，聊勝於無吧。 把正在玩電腦的兒子叫過來，摸給他一百塊：去，到門口 川菜館買兩個菜回來，晚飯咱們加兩個菜。 4、     老王辛苦了一年，年終獎拿了1萬，左右一打聽， 辦公室其他人年終獎都拿了5萬。老王一聽，肺都要氣炸了， 立馬衝到經理室，理論了半天，無果。老王強忍著怒氣， 在辦公室憋了一整天。回到家，一聲不吭地生悶氣， 瞥見兒子在玩電腦，突然大發雷霆：你個沒出息的東西， 馬上要考試了，還不趕緊去看書，再讓我看到你玩電腦， 老子打爛你的屁股！ 同樣數目的年終獎， 在不同的環境下卻給人造成了截然不同的感受。 因為很多人的快樂，在很多時候，並不在於自己有多好， 而在於比別人好多少。 很多的人痛苦，在很多時候，並不在於自己有多不幸， 而在於比別人更加不幸。 這種無謂的快樂和不幸，不僅浪費了自己的精力與感情， 也使自己變得卑微與渺小。 正所謂，世上本無事，庸人自擾之。 有沒有痛苦，源於你是不是計較。 你快不快樂， 在於你能不能寬容。 生活有多少計較，就有多少痛苦，計較越多，痛苦越多。 計較，總是佔據了心的許多位置，堵塞了氣的正常出入。 人生有幾分寬容，就有幾分歡欣，寬容越多，快樂越多。 寬容總是平息著憤怒的火焰，暢通著全身的血液，包容最好。 心若改變，你的態度跟著改變； 態度改變，你的習慣跟著改變； 習慣改變，你的性格跟著改變； 性格改變，你的人生跟著改變。 很有道理！ 你開著奔馳寶馬，肚子卻頂著方向盤；（累不累） 你掛著LV包，包裡裝著胰島素降壓藥；（苦不苦） 你擁有百萬的豪華床，卻天天失眠；（氣不氣） 你蹲幾十萬的馬桶，卻拉不出來；（難不難） 穿著阿瑪尼出門，效果不如淘寶地攤貨；（冤不冤） 你雖有很多錢，卻要跟醫生去分享；（恨不恨） 在順境中感恩，在逆境中依舊心存喜樂，認真地活在當下。 不必攀比，做好自己。共勉之！ The Truth about Managing People, 3rd edition.

17 Process-Based Theories: Equity Formula (Theory)
? > < It’s All Relative!

18 Increase referent’s inputs (Do you have the authority?)
Reactions to Inequity Distort perceptions Increase referent’s inputs (Do you have the authority?) Reduce own input Increase own outcomes Change referent Leave the situation  Quitting one’s job Seek legal action

19 Fairness Beyond Equity
Distributive Justice The degree to which outputs received from the organization are fair. Procedural Justice The degree to which fair decision-making procedures are used. Ways to identify procedural justice include: advance notice, allowing employee voices into decision making, and explanations Interactional Justice The degree to which people are treated with respect, kindness, and dignity in interpersonal interactions.

20 According to this theory, behavior is a function of its consequences
Reinforcement Theory According to this theory, behavior is a function of its consequences Ivan Pavlov - Behavioral Conditioning B.F. Skinner - Operant Conditioning Watch: Classical Conditioning - Ivan Pavlov (video)

21 Reinforcement Methods
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22 Reinforcement Schedules
Fixed interval schedules (# of time a behavior occurred) Continuous schedule (every occurrence of the behavior) Fixed ratio schedules (specific period of time) Variable ratio (random)

23 Job Design: Alternatives to Job Specialization
Job rotation Moving employees from job to job at regular intervals Relieves the monotony and boredom typical in repetitive jobs Often use for manager trainees Job enlargement Expands the tasks performed by employees to add more variety Job enrichment Gives workers more control over how they perform their own tasks

24 The Truth about Motivation
Recognition motivates (and it costs very little) There’s more to high employee performance than just motivation It’s All Relative! You get what you reward Managing across the generation gap When giving feedback: Criticize behaviors, not people Professional workers go for THE FLOW Not everyone wants to participate in setting their goals Telling employees to “DO YOUR BEST” isn’t likely to achieve their best Why many workers aren’t motivated at work today Happy workers aren’t necessarily productive workers! Ways to motivate low-skill, low-pay employees

25 The End

26 Motivation: Maslow's Hierarchy of Needs

27 Job Rotation