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Module 2

Module 2. Building Effective Working Relationships. Examine a range of motivation theories Review and plan improvements to existing communication systems Refresh or learn methods to deal with difficult situations/behaviours

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Module 2

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  1. Module 2 Building Effective Working Relationships

  2. Examine a range of motivation theories Review and plan improvements to existing communication systems Refresh or learn methods to deal with difficult situations/behaviours Learn and practice key approaches which will empower and motivate people What we’ll be doing

  3. Simulations Critical Incidents Discussions Practical Exercises How We’ll Do It.

  4. Why did you bother to come here, on this programme? What motivated you? What specifically do you want? But First, Answer These

  5. The Jack Stone Project

  6. Management is the efficient, effective and economic use of resources to achieve results with and through the efforts of other people. Definition Of Management

  7. Examine a range of motivation theories Session 1

  8. 7 Theories Of Employee Motivation: 1. Maslow’s Hierarchy 2. Herzberg’s Two-Factor Theory 3. McGregor’s Theory X and Theory Y 4. Ouchi’s Theory Z 5. Equity Theory 6. Expectancy Theory 7. McClelland’s Achievement Need

  9. Respect Positive Culture Promotions Pleasant Environment Involvement Appreciation Adequate Compensation Morale Boosters:

  10. Right now, how many exist for you? Right now, how many exist for your boss? Right now, how many exist for your team? Morale Boosters:

  11. Perspectives On Motivation: Classical Theory of Motivation Money is the sole motivator for workers (Taylor) “Hawthorne Effect” Employees respond to positive attention they receive (Mayo) What works best today: Money or Attention?

  12. “Hawthorne Effect” The major finding of the study was that almost regardless of the experimental manipulation, worker production seemed to continually improve. One reasonable conclusion is that the workers were happy to receive attention from the researchers who expressed an interest in them.

  13. Importance of Motivation Strategies: • Motivation is a process that affects all the relationships within an organization and influences pay, promotion, job design, training opportunities, and reporting relationships • Employees are motivated by the nature of • their jobs, relationships with their supervisors, • and characteristics of the organization

  14. Importance of Motivation Strategies: • Because definitions of success vary, motivational tools must vary, as well. Different strokes for different folks

  15. Maslow’s Hierarchy of Needs: A theory that arranges the five basic needs of people(physiological, security, social, esteem, and self actualization) into the order in which people strive to satisfy them.

  16. According to Maslow… The more basic needs at the bottom of the hierarchy must be satisfied before higher level goals can/will be pursued (i.e. must have shelter before you can think about studying for a degree.)

  17. Physiological needs (water, food, clothing) Security needs (safety, finances, car) Social needs (friends, love, companionship) Esteem needs (self-respect, respect from others) Self-Actualization needs (being the best you can be– maximizing your potential) The Hierarchy Applied To Your Life Are some needs unmet?

  18. Herzberg Two-Factor Theory: - Adequate wages - Fair agency policies - Comfortable/safe working conditions - Job security Hygiene Factors vs. Motivational Factors Hygiene Factors relate to the work setting

  19. Herzberg Two-Factor Theory: Hygiene Factors vs. Motivational Factors Motivational Factorsrelate to the content of the work:- - Achievement - Responsibility - Advancement - Recognition - Involvement - Learning

  20. McGregor’s Theory X & Theory Y Theory X • People inherently dislike work, • People must be coerced or controlled to do work • or achieve objectives • People prefer to be directed

  21. McGregor’s Theory X & Theory Y Theory Y • People view work as being as natural as play or rest • People will exercise self-direction and self-control towards achieving objectives they are committed to, • People learn to accept and seek responsibility

  22. Collective responsibility Employee participation in all aspects of company decision-making Managers and workers share responsibilities Long-term employment and job security Concern for a total person, including their family Ouchi Theory Z:

  23. Equity Theory How much people are willing to contribute to an organization depends on their assessment of the fairness, or equity, of the rewards they will receive in exchange.

  24. Motivation depends not only on how much a person wants something, but also on how likely he or she is to get it. Vroom Expectancy Theory: • Although individuals may have different • sets of goals, they can be motivated if • they believe that:

  25. There is a positive correlation between efforts and performance, Favourable performance will result in a desirable reward, The reward will satisfy an important need, The desire to satisfy the need is strong enough to make the effort worthwhile. Vroom Expectancy Theory:

  26. A person who wants something and has reason to be optimistic will be strongly motivated Vroom Expectancy Theory: • A person who wants something, but believes • they will not get it, may not even be • motivated to try.

  27. McClelland’s Motivation Theory n.ach The need to Achieve n.affl The need to Affiliate n.infl The need to Influence

  28. Work Groups

  29. Applying The Theories

  30. And Another Thing, When you went to work yesterday what was motivating you? Remembering back to your first day at work, and then your first day with SEELB, what was motivating you back then?

  31. Home Work

  32. Motivation In Practical Terms • What about you? • What sorts of things are you really good at? • What sorts of things do you excel at? • - As an employee? • - As a manager? • What motivates you then?

  33. So, what about you? • What is most important to • you in what you do? • How do you do it when • it’s something you don’t • want to do? • What do we need to do to • influence you ? • What switches you off?

  34. Modelling NLP = The Study of Excellence

  35. Pick Something You Like Doing & that you do really very well How do you do it? In pairs, go find out

  36. Strategies

  37. NLP Definition of Strategy A STRATEGY is the model’s internal thought: a sequence of representations a person goes through in order to achieve their outcome.

  38. NLP Definition of Strategy A STRATEGY is the model’s internal thought: a sequence of representations a person goes through in order to achieve their outcome. How does Tiger Woods get it right more often than anyone else?

  39. Strategies V. A. K. O. G. = Representation Systems • Input • Processing • Output

  40. Strategies

  41. Strategies Vic- Ki-

  42. Strategies Vic- Ki- Vic+ Ki+

  43. Getting Out Of Bed Strategy

  44. Review and plan improvements to existing communication systems Session 2

  45. Forms of Communication

  46. Maps Of The World “The map is not the territory”

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