A Motivation

8/7/2019 A Motivation

1/17

Motivation & ProductivityMotivation & Productivity


2/17

MOTIVATIONMOTIVATION

To inspire employees to work, individually or in groups, such as toTo inspire employees to work, individually or in groups, such as toproduce the best of results ( maximum output )produce the best of results ( maximum output )

Motivation Involves abilities to :Motivation Involves abilities to :

CommunicateCommunicate

Set exampleSet example

ChallengeChallenge

EncourageEncourage

DelegateDelegate

TrainTrain RewardReward


3/17

PRODUCTIVITYPRODUCTIVITYThe level of output a manager is able to generate withinThe level of output a manager is able to generate within

the limits of given inputs & constraints in thethe limits of given inputs & constraints in theorganizationorganization


4/17

Link betweenLink between

Motivation & ProductivityMotivation & ProductivityDirectly LinkedDirectly Linked

Motivated employees automatically are more productiveMotivated employees automatically are more productive

BecauseBecause

They are more satisfied with their job and work hard toThey are more satisfied with their job and work hard to

grow alonggrow along--with the organization.with the organization.


5/17

Process of stimulating people to action toProcess of stimulating people to action to

accomplish organizational goalsaccomplish organizational goals

More stress on external motivationMore stress on external motivation

-- Desires & Aspirations of employeesDesires & Aspirations of employees

Western Philosophy on MotivationWestern Philosophy on Motivation


6/17

Indian ( Vedantic )Indian ( Vedantic )

Approach to MotivationApproach to Motivation

Motivation is not External , but , INTERNALMotivation is not External , but , INTERNAL

Every person (soul) has immense potentialEvery person (soul) has immense potential

Motivate by removing the obstacles, hurdles & confusion in the mindMotivate by removing the obstacles, hurdles & confusion in the mind

during performance of dutyduring performance of duty

In Gita : Lord Krishna did not offer any incentives to Arjuna , but ,In Gita : Lord Krishna did not offer any incentives to Arjuna , but ,

motivated him by clearing his doubtsmotivated him by clearing his doubts


7/17

The Gita Shows Five Stages Of MotivationThe Gita Shows Five Stages Of Motivation

Patient listeningPatient listening

Putting stress on good pointsPutting stress on good points

Discussing on intellectual levelDiscussing on intellectual level

Showing the action plan to achieve the goalShowing the action plan to achieve the goal

Discussing the consequences of proposed planDiscussing the consequences of proposed plan


8/17

Two Important Factors In MotivationTwo Important Factors In Motivation

Being an Being an AcharyaAcharyaManager can motivate if he himself lives up to the ideals he speaks ofManager can motivate if he himself lives up to the ideals he speaks of

Divinity of ManDivinity of Man

Every person is Divine ( Part of God ) , hence, he has unlimitedEvery person is Divine ( Part of God ) , hence, he has unlimitedpotential for growthpotential for growth

Do not criticize ones weak points onlyDo not criticize ones weak points only

Rather highlight his strong aspects. This will motivate him and makeRather highlight his strong aspects. This will motivate him and make

him more productivehim more productive

Bhagwat Gita teaches how to motivate a person from withinBhagwat Gita teaches how to motivate a person from within


9/17

Maslows Theory of MotivationMaslows Theory of Motivation

Physiological NeedsPhysiological Needs

Safety NeedsSafety Needs

Social NeedsSocial Needs

Esteem NeedsEsteem Needs

SelfSelf--Actualization NeedsActualization Needs


10/17

When one need is satisfied, then the next need becomes dominantWhen one need is satisfied, then the next need becomes dominant

Three Basic Premises :Three Basic Premises :

1.) Man always wants more & more1.) Man always wants more & more

2.) Satisfied need cannot motivate , only Un2.) Satisfied need cannot motivate , only Un--satisfied need cansatisfied need can

motivatemotivate

3.) Need Hierarchy : Only when lower level need is satisfied, then, the3.) Need Hierarchy : Only when lower level need is satisfied, then, the

higher level need emergeshigher level need emerges

Maslows Theory of MotivationMaslows Theory of Motivation


11/17

Vedantic Hierarchy of NeedsVedantic Hierarchy of Needs

1.) Desire1.) Desire\\Need for Existence (SAT)Need for Existence (SAT)

2.) Desire for Knowledge (CHIT)2.) Desire for Knowledge (CHIT)

3.) Desire for Happiness (ANANDA)3.) Desire for Happiness (ANANDA)


12/17


13/17

Leadership Styles (For Motivation)Leadership Styles (For Motivation)

Human Touch & Job SecurityHuman Touch & Job Security

Getting work done through :Getting work done through :

SaamSaam BrotherhoodBrotherhood

DaamDaam MoneyMoney

DandDand PunishmentPunishment

BhedBhed Creating DifferencesCreating Differences


14/17

Three Types Of Employees (Gita)Three Types Of Employees (Gita)

TAMSICTAMSIC : No Vision, Less Ability, Avoid Responsibility: No Vision, Less Ability, Avoid Responsibility

-- DAND management strategyDAND management strategy

RAJASICRAJASIC:

High ability but, want high returns:

High ability but, want high returns-- Managed by DAAMManaged by DAAM

SATVIKSATVIK : Intelligent, Able & Productive: Intelligent, Able & Productive

-- Managed by BHED (Delegating Authority)Managed by BHED (Delegating Authority)


15/17

Theory Theory II Management Management (India)(India)

Most IndiansMost Indians ValueValue

EmotionsEmotions

Growth OpportunitiesGrowth Opportunities Culture & Tradition ,Culture & Tradition ,

ButBut

Lack organizational objectives (holistic)Lack organizational objectives (holistic)

Lack ofDrive & Passion for workLack ofDrive & Passion for work


16/17

Human Touch & Job Insecurity. Human Touch & Job Insecurity. ii

Leadership StylesLeadership Styles Tamas , Rajas , SatwasTamas , Rajas , Satwas

Human touch is important, but, must not lead toHuman touch is important, but, must not lead to

permanent job security or complacencypermanent job security or complacency

Job insecurity leads to less productivityJob insecurity leads to less productivity

High job security leads to complacencyHigh job security leads to complacency

Hence, a proper balance must be maintainedHence, a proper balance must be maintained

LeaderLeader Equilibrium level of job security to ensureEquilibrium level of job security to ensuremaximum productivitymaximum productivity


17/17

FOLLOWERSHIPFOLLOWERSHIP

Type of Employee Follower-ship

Style

Important

Characteristics

Less AbilityLess Ability

Avoid ResponsibilityAvoid Responsibility

BHAKTIYOGISBHAKTIYOGIS

(B

lind/Faithful/(B

lind/Faithful/Unquestioning)Unquestioning)

Full faith in leaderFull faith in leader

Take Regular AdviseTake Regular AdviseUrge to learn & growUrge to learn & grow

Mature , AbleMature , Able

& Responsible& Responsible

KARMAYOGISKARMAYOGIS

(Work is Worship)(Work is Worship)

Act responsiblyAct responsibly

Guide subordinatesGuide subordinates

Future leadership abilityFuture leadership ability

Very MatureVery Mature

High AbilityHigh Ability

GYANYOGISGYANYOGIS

( Visionary and( Visionary and

Change agents )Change agents )

Work independentlyWork independently

High performanceHigh performance

Change agentsChange agents

Given due respectGiven due respect

Documents

A Motivation