National College of Ireland.Teamwork, Leadership and

Motivation.

Session 1

Admin and Introductions

Outline

• 12 Dec: Intro / Motivation • 8 Jan: Motivational Theory and Practice • 15 Jan: HRM / Employee Involvement • 22 Jan: Leadership • 29 Jan: Teamwork • 5 Feb: Teams, leadership and

motivation.... Integrated. • 13 Feb: Wrap-up. Team Presentations.• 10 Min presentations per group.

Outcomes. Having completed this module, participants will.....

• Have an understanding of the interplay between task, group and individual in the workplace.

• Identify a range of leadership and motivational styles.

• Acknowledge the impact of organisational climate and culture on their work as leaders and team builders.

• Examine challenges and opportunities to the introduction of the mentoring mindset in the workplace.

• Demonstrate an ability to plan for and manage a variety of contingencies within a team context.

Motivation

• So why are you here anyway???

• You could be elsewhere.... having fun.

Motivation

• Curiosity

• Achievement

• Approval

• Acquisitiveness

• Anxiety

• Which of these is the most effective?

Motivation• high performance and productivity

• enthusiasm for work

• achievement of results

• co-operation in overcoming problems

• willingness to accept responsibility

• ability to respond to change and new challenges

• the willingness to "go the extra mile".

Demotivation• poor time keeping / high absenteeism

• apathy and indifference

• increase in grievances / disputes

• lack of co-operation

• resistance to change

• low productivity / poor quality or service

• exaggeration of the effects / difficulties encountered in problems

Motivation• Content theories –Such

theories tend to emphasise factors intrinsic to individuals and their ‘human needs’ (Evans, 1999: 134).

• The need for self advancement and personal growth is a key element of such approaches to motivation.

• Maslow (Hierarchy of Needs),

• Alderfer (ERG Theory), • McClelland (Theory of

Socially Acquired Needs), • Herzberg (Motivation-

Hygiene Theory)

• Process• Expectancy (Vroom) • Path Goal (House)• Equity

• Reinforcement

DISCUSSION POINT!

• Motivation is not a question ... of being nice to your staff; indeed there are times when a firm approach is better, where employees work willingly to future the organisation’s interest because they feel at the same time they are furthering their own interests.

• Evens, D. (1995) Supervisory Management

Key Motivational Strategies

• Effective Feedback• Flexible Leadership Styles• Delegation• Allow Risk Taking• Coach and Develop• Generate High Expectations• Provide Goals• Acknowledge Achievement

Maslow's Need-Satisfaction Model

simple description, partial account - not quantifiable

chronic deficiency drives (motivates) behaviour

gratified needs - equilibriumlower needs mediated by

higher order awareness?

Herzberg

• Maintenance Factors

(Why work here?)

Supervision

Policies and Procedures

Pay and Security

Working Conditions

Environment

(Social and Physical)

• Motivational Factors

(Why work harder?)

Satisfying Work

Responsibility

Achievement

Recognition

Growth

Maslow

• SELF ACTUALISATION  

• SELF ESTEEM• BELONGINGNESS• SECURITY• PHYSIOLOGICAL

Alderfer• GROWTH • Self Esteem• Self Actualisation• RELATEDNESS • Meaningful Social and

interpersonal Relationships

• EXISTENCE• Safety• Physiological

Maslow

• SELF ACTUALISATION  

• SELF ESTEEM• BELONGINGNESS• SECURITY• PHYSIOLOGICAL

Herzberg• MOTIVATORS

• Achievement

• Recognition

• Work itself

• Responsibility

• Advancement

• HYGIENE FACTORS

• Supervision

• Working Conditions

• Relatedness

• Pay

• Company Policies