DIRECTING 4.
Motivation – Maintenance Theory
• Is the fourth universal function of • Frederick Herzberg, Bernard Mausner, and
management and it refers to the process of Barbara Syndeman – developed a theory of
motivation, communication, and leadership. work motivation.
Theory of Work Motivation is referred to by
several names:
MOTIVATION
1. Motivation Maintenance Theory
• The motivation comes from the Latin word 2. Dual Factor Theory or Motivation Hygiene Theory
“movere” which means to move.
• Numerous definitions are given for them. [Link]’s Theory X & Y (McGregor)
Usually include are such words as: • theory X views human beings as inherently
lazy and hence must be motivated by force.
• Aim • theory Y contends that external force or
• Desire punishment is not the best way of motivating
• End individuals because they are capable of
• Impulse exercising self-direction and self-control.
• Intention
6. Achievement theory (David McClelland)
• an individual’s ambition to do things better or
3 Common Characteristics of Motivation achieve something is due to a very specific
motive or need.
1. Motivation is concern with what activates
human behavior. 7. Bernard-Simon’s Theory of Equilibrium
2. Motivation is concerned with what directs • states that the inducements provided by the
this behavior toward a particular goal. organization must be kept in equilibrium with
the contributions made by the employees.
3. Motivation is concern with how this
behavior is sustained. 8. Vroom’s Preference-Expectancy Theory
(Vroom)
• is based on the premise that an individual
Theories of Motivation assigns values to the outcome of each
alternative course of action.
1. Traditional Theory (Frederick W. Taylor)
9. Reinforcement Theory (B.F. Skinner)
• the traditional theory of motivation is
based on the assumption that money is Components of motivated behavior:
the primary motivator.
1. Stimulus – the environmental setting
2. The Hierarchy of Needs (Abraham W. in which behavior occurs
Maslow)
2. Response – the behavior level itself
• one of the most theory of motivation.
Abraham W. Maslow stated that human 3. Reinforcement – the reward given for
needs in the form of a hierarchy should good performance only
be satisfied in order, from the lowest to 10. Maturity Theory (Chris Argyrie)
the highest needs.
• he proposed a theory of motivation on
maturity –immaturity.
• he contends that as people grow
(psychologically) and mature they strive
toward the highest level of need in Maslow’s
need hierarchy.
3. Achievement – Power – Affiliation –
Theory (David McClelland)
• this theory holds that all people have three
needs:
3.1. a need to achieve Job Enlargement VS Job Enrichment
3.2. a need for power
3.3. a need for affiliation
COMMUNICATION
Types of Communication:
• Formal Communication
• Informal Communication
• Communication Between Groups
• Vertical Communications
• Upward Communications
• Downward Communications
• Lateral Communications
WAYS TO COMMUNICATE
THE COMMUNICATION PROCESS 1. Informal talk or “grapevine”
communication. This is the most
fundamental form of communication
usually adopted by an informal
organization.
2. Memoranda
3. Telephone calls
4. Interoffice News
5. Letters
6. Reports
7. Conferences/Conventions
GRAPEVINES
8. Meetings
The grapevine aids in management in efficiency.
9. Bulletin Board Notices
1. The grapevine is a permanent part of the
10. Exhibits and Displays
formal organizational structure. It should be
used to facilitate effective communication. 11. Visual Aids
2. Managers should have knowledge of what
the grapevines are spread to a greater
number of employee-most employees hear Communication Networks
grapevine information for the first time • This refers to the pictorial definitions of
from management. Therefore, all levels of informal channels
management should be provided with the
total and accurate information so that the
messages they communicate through the
BARRIERS TO COMMUNICATION
grapevine are accurate.
1. Distance
2. Distortion
3. Semantics
4. Lack of Leveling
5. Lack of Trust
6. Inaccessibility
7. Lack of Clear Responsibilities
8. Personal Incompatibility
9. Refusal to Listen
10. Failure to Use Proper Media
11. Communication Gap
12. Lack of Direction
LEADERSHIP
Types of Leadership:
1. Dictatorial Leader – accomplishes tasks
through fear of penalties and maintain a
highly critical and negative attitude in
relations with subordinates.
2. Autocratic Leader – assumes a
paternalistic role which forces subordinates
to rely on the leader for their satisfaction.
3. Democratic Leader – depends not only
on their own capabilities but encourage
consultation of subordinates.
4. Laissez-faire Leader – depends
completely on subordinates to establish
their own goals and to make their own
decision.
ASSUMPTION ABOUT PEOPLE
Types of Skills
1. Technical Skill – is the ability to perform
a manager’s job.
2. Human Skill – is the ability to work with
others by getting along with them,
motivating them, and communicating
effectively with others.
3. Conceptual Skill – is the ability to
coordinate and integrate the entire
organization’s interest and activities.