MODULE III

MOTIVATION

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MOTIVATION DEFINATIONS:
• Berelson and Steiner :“A motive is an inner state that energizes,
activates, or moves and directs or channels behaviour goals.”
• Lillis:“It is the stimulation of any emotion or desire operating upon
one’s will and promoting or driving it to action.”
• Dubin :Motivation is the complex of forces starting and keeping a
person at work in an organization.”
• Vance :“Motivation implies any emotion or desire which so conditions
one’s will that the individual is properly led into action.

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Characteristics of Motivation:

• Motivation is an inner feeling which energizes a person to work more.

• The emotions or desires of a person prompt him for doing a particular
work.
• There are unsatisfied needs of a person which disturb his equilibrium.
• A person moves to fulfill his unsatisfied needs by conditioning his
energies.
• There are dormant energies in a person which are activated by
channelizing them into actions.

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 CLASSIFICATION OF MOTIVE
Human motives can be classified into two;

• Primary motives:
Primary needs are mainly physiological/biological and unlearned. They
include need for food, water, clothing and shelter, sleep, sex and other
material concerns

• Secondary motives:
Are mainly psychological and learned. And they include belongingness,
power prestige, competence recognition and achievement.

For organizational behaviour, as the society develops economically and

becomes more complex, the primary motives give way to secondary motives
in motivating behaviour.
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• Managers play a significant role in motivating the subordinates. They
identify employees’ talents, skills, creativity and innovative ideas and
energises them to put these into action.

• The managers help to convert the innovative and creative ideas of

their subordinates into worthwhile actions. Managers play a
significant role in motivating their subordinates by channelling the
employee’s potentialities and work behaviour towards the
organisational goals.

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Eg of key secondary needs & The relationship among motive, motivating and
motivation:

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 NATURE OF MOTIVATION
• Motivation is a Continuous Process: Human wants are unlimited. New wants emerge when the
present wants are satisfied. Wants are to be satisfied one after another continuously. Motivation
is also a continuous and an unending process.
• Motivation is a Psychological Concept: The level of satisfaction, contentment, etc. by using the
same reward/ incentive varies from person to person. This is due to variations in aspirations
attitudes, feelings and perceptions of the individuals.
• The Entire Individual is Motivated: Motivation is a psychological concept interacting with the total
organs of an individual. each individual is an integrated and comprehensive system. The entire
system of an individual reacts to the motivation.
• Frustrated Individual fails to be motivated: Some individuals are frustrated despite of the rewards
due to the wide gap between his/her aspirations and rewards. Some of the frustrated persons
become mentally ill and these persons cannot be motivated.
• Goals Lead to Motivation: Goal achievement results in the satisfaction of want. Goal fulfilment
leads to reduction of drives and fulfils deficiencies. Goal achievement ends the motivation process.
• The self-Concept as a Unifying Force: Self concept is the life position of a person that he
formulates about himself during his childhood. Those who formulated a positive view about
themselves during the childhood will be motivated by themselves in the rest of the life time. And
the vice versa is true in case of negative self concept.

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 Features of Motivation
• Individual’s Internal Feeling: Individual needs/desires are the feelings in the mind
of a person regarding the deficiencies. These deficiencies include physical, social
and psychological.
• Concerned with the Total Person: Motivation is Concerned with the Total Person:
Individuals are self-contained & all his needs are interrelated. His feelings in the
social area affect his physical and psychological areas also.
• Motivation =anticipated values x Perceived Probability: Motivation is the product
of anticipated values from an action and the perceived probability that these
values would be attained by the action. Anticipated value=‘Valence’ Perceived
probability=‘Expectancy’
Therefore; Motivation = Valence x Expectancy
• Motivation is the willingness to exert high levels of effort towards organisational
goals, conditioned by the efforts and the ability to satisfy some individual need.
• Motivation involves the arousal, direction and maintenance of behaviour towards
a goal.

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Motivations involves;

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MOTIVATION PROCESS

• Process of motivation lies in the meaning of and relationship among

needs, drives and incentives.

Need: Need is deficiency. Needs are created whenever there is a physiological or

psychological imbalance.
Drive: Drive is a deficiency with direction. They are action-oriented and provide an
emerging thrust towards goal accomplishment.
Incentives: Incentive is anything that will alleviate a need to reduce a drive

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 The basic motivation process

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This process shows that these are three phases in motivation.
Basic phases of motivation include:
• Effort: The strength of a person’s work related behaviour is
determined by the amount of effort devoted for the activity.
• Persistence: Motivation should also be persistence in the efforts.
Therefore, individuals put their efforts continuously until the goal is
achieved. Once the predetermined goal is achieved, the individual
selects or chooses further higher goal.
• Direction: The goal achievement requires a clear direction in addition
to persistent hard work. Direction enhances the level and quality of
output. The efforts should be directed towards the organizational
goals. Clear direction ensures that the persistent efforts are put for
the right purpose in the right level and in the right time.

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 THEORIES OF MOTIVATION:
The theoretical approaches to motivation can be classified into there:
• The content theories: –(which go as far back as early 1900)
1900 – Scientific management theories (Fredrick Taylor which emphasized wages and incentives
as motivators.
1940s – Hawthorne Studies (Elton Mayo) emphasizes working conditions and need for affiliation
as motivators.
1950s/1960s - Maslow’s Hierarchy of needs Theory
- Douglas McGregor Theory X and Y
- Herzberg two factor theory
- Alderfer Expectancy, Relatedness and Growth (ERG) theory
• Process theories:
1960s Vroom Expectancy Theory
Porter Lawler Performance/satisfaction model
• Contemporary theories:
Stacy Adams equity Theory of work motivation
1961 McClelland Achievement Motivation model

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MASLOW’S HIERARCHY NEED THEORY
• According to Maslow, human
needs from a hierarchy, starting at
the bottom with the physiological
needs and ascending to the highest
need of self-actualization.
• When one set of needs are
satisfied, they no longer work as
motivation as a man seeks to
satisfy the next higher level needs.
• Abraham Maslow said that a
person’s motivation could be
arranged in hierarchical manner.

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 :
Five levels in his hierarchy of needs
Basic or Physiological Needs:
These are the needs which must be satisfied to maintain life.
• The basic needs - food, water, air and shelter.
These needs can be met by providing basic salary or wage and safe working conditions.

Safety or Security Needs:

• Safety needs,
• Desire for protection from physical danger,
• Quest for economic security,
• Desire for an orderly predictable world,
• Emotional & physical safety
• Need for a stable environment relatively free from threats
These needs can be met by job security, joining trade union and fringe benefits such as
insurance or medical scheme, severance pay, pension plans.

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Social Needs /love and belongingness:
• The desire to belong,
• To be accepted,
• To give and receive friendship and affection.
Social needs are met by compatible formal and informal work groups,
friendship at work, joining clubs, societies and social groups.
Ego or Esteem Needs: Self esteem needs can be broken into two categories.
• The first category reflects our need for competence and achievement or
success. This can be satisfied intrinsically.
• The second category of esteem needs include the desire for reputation,
prestige and recognition from others.
Ego or self –esteem needs can be met by promotion or merit pay increase,
high status job title, less direct supervision, delegation of authority.

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Self-Actualization or Self-Fulfillment Needs:
Self-actualization or self-fulfilment is the highest level in the hierarchy.
These are the individual needs for realizing his or her own potential for
continued self development and creativity.
• It is a feeling of accomplishment and of being satisfied with one’s elf or
become the best one is capable of becoming.
• Self actualization is the persons motivation to transform self
perception into reality
Self – actualization needs can be met by challenging jobs, creative tasks,
advancement opportunities, and achievement in work. Realization of
one’s potential.

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DOUGLAS MCGREGOR THEORY X AND THEORY Y: McGregor saw two different set of
assumption made by managers about their employees – X and Y
Theory X:
Regards employees as being inherently Lazy –
The average human being has an inherent dislike for work and will avoid it if he can
Because of the laziness, most people require coercion and control, direction, threat with punishment to get the
work done
Avoids responsibility
Has relatively little ambition and only seeks security
Theory Y:
This theory sees people in a more favorable light.
Employees are seen as liking work –
which they see as natural as rest or play
Work is seen as a source of satisfaction
Employees do not have to be controlled or coerced so long as they are committed to the organisation
objectives.
Employees will exercise self control and self direction to achieved objectives
Under proper conditions, they will not only accept but also seek responsibility
Employee exercise imagination and ingenuity at work

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HERZBERG’S MOTIVATION- HYGENE THEORY (TWO FACTOR THEORY) 1959
Frederick Herzberg`s theory is also called motivation-hygiene theory. Herzberg believed that
individual`s relation to work is a basic one.
Individual`s attitude towards work determines his/her success or failure on the job.
Herzberg conducted a motivational study on about 2000 accountants and engineers employed by
firms around Pittsburg, Pennsylvania. The interviews focused on satisfactory and dissatisfactory
feelings about the job (experiences) The interviewees were asked two questions:
1. When did you feel particular good about your job – what turned you on?
2. When did you feel exceptionally bad about your job – what turned you off?

OUTCOME OF THE STUDY: Certain factors tend to frequently lead to job satisfaction and other facts led
frequently to job dissatisfaction.
The factors leading to satisfaction were called motivators
Those giving rise to dissatisfaction were called hygiene factors
The two factors that are associated with employee satisfaction and dissatisfaction are called;
Hygiene factors (dissatisfies) and
Motivators (satisfiers)

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Criticisms: This theory suffers from the following Criticisms.
• The procedure used by Herzberg in limited by its methodology.
• The reliability of the methodology used by Herzberg is questioned.
• The conclusions of this theory are related to job satisfaction and job
dissatisfaction. Therefore, it is not a theory on motivation.
• This theory does not provide measurement to find out the total job
satisfaction or job dissatisfaction.
• This theory ignores situational variables and
• Herzberg did not cover the relationship between job satisfaction and
productivity, though he assumed that there is a relationship between
these two factors.

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Motivators (satisfiers):
The study showed that good feelings (motivators) were associated with job
experience and job content. For example an accounting supervisor felt good
about being given the job to install new computer equipment.
The most important motivators or satisfiers that emerged were;
• Achievement
• Recognition
• The work itself
• Responsibility
• Advancement -Opportunity for advancement or professional growth
Satisfiers are those benefits above and beyond the basic elements of the job.
Satisfiers tend to enhance motivation Commitment and loyalty of employees.

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Hygiene Factors:
The study showed that bad feeling were associated generally with the
surrounding environment or peripheral aspects of the job – the job
context.
For example the boss/subordinate relationship.
The most important hygiene factors to emerge were;
• The company policy and administration
• Supervision – the technical aspects
• Salary
• Interpersonal relationship – with supervisor
• Working conditions

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Herzberg concluded that;
1. Job satisfaction is related to job content ( motivators)
2. Job dissatisfaction is related to job context (hygiene factors)
The term hygiene refer to (as it does in health) factors that are preventive. In
Herzberg theory, hygiene factors are those that prevent dissatisfaction, but
do not make a positive contribution to employees well being (at least not in a
lasting way)
3. Motivators can bring about positive satisfaction whereas hygiene factors
can only prevent dissatisfaction. i.e.
if motivators were absent form the job, the employees is likely to experience
real dissatisfaction
if the hygiene factors are provided, they will not in themselves bring about
substantial job satisfaction.
Hygiene doe not positively promote good health but acts to prevent ill health

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Hygiene factors do not act as motivators but when they are withdrawn,
they create dissatisfaction and may result in lower productivity.
Employees take hygiene factors for granted as part of the job.
Hygiene factors include company policy and administration,
supervision, working conditions, salaries and fringe benefit, status and
security.
Hygiene factors are not intrinsic part of the job, but are related to the
conditions or the working environment under which the job is
performed.

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Hygiene Factors:
• The study showed that bad feeling were associated generally with the
surrounding environment or peripheral aspects of the job – the job
context.
• For example the boss/subordinate relationship.
• The most important hygiene factors to emerge were;
• The company policy and administration
• Supervision – the technical aspects
• Salary
• Interpersonal relationship – with supervisor
• Working conditions

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 LEADERSHIP
• A Leader should also have the ability to effectively demonstrate confidence
in his people.
• Respect, trust and acceptability should be gained, and not commanded.
• A good leader should master the art of listening to his team, being
sensitive to his people's needs, and above all, to lead by example

IMPORTANCE OF LEADERSHIP:
• Leadership facilitates organizational success by creating responsibility and
accountability among the members of the organization.
• In short, it increases value in an organization.
• Leadership involves the exercise of influence on the part of the leader over
the perception, motivation, communication, personality and ultimately
over the behavior of other people (preferably followers).
• Leadership is therefore, the study of leader's influence over the thoughts,
feelings, opinions, beliefs, attitudes and actions of followers.
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The following points justify the importance of leadership
• Initiates action
• Motivation
• Providing guidance
• Creating confidence
• Building morale
• Builds work environment
• Co-ordination
• Basis for Co-operation
• Aid to Authority
• Needed at All Levels of Management

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FUNCTIONS:

• Mutual Influences of Leader and Follower

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Effectiveness of Leaders:
• Ensure that the necessary tasks are accomplished
• Build and reinforce the team and foster teamwork and team spirit
• Develop each member of the team.

Task Achievement: Leaders ability to contribute to the task accomplishment depends on:
• Clarity of purpose, formulating it with enthusiasm and reinforcing the followers of it
quite often.
• Understanding clearly the long-run and short plant of the company and know how the
task fits in the overall plans.
• Planning in advance the process of task accomplishment.
• Determining all kinds of resource necessary to accomplish the task and provide them.
• Making the organisational structure as adaptable as possible to do the task efficiency.
• Pacing progress towards achievement of task.
• Feeding information forward and back up to evaluate the results.

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Development of Individuals: Leaders should remember that their
followers are human beings with their own values, aspirations, needs
and attitudes.
• Have satisfaction from personal achievement in the job they do
• Have a feel that they make a worthwhile contribution to the
objectives
• Have a feel that the job is challenging, demanding the best of them
and give them higher responsibilities
• Be recognized adequately for their achievement
• Have control over the jobs/tasks delegated to their followers
• Have a feel that they grow, develop and advance as human beings.

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Building the Teams:
Organizational activities are done in teams. Leader should build teams,
understand the needs of his team. Leader should respond to the team
even by leading from behind. To achieve the team effectiveness, the
leader should:
• Formulate and maintain team policies, objectives and standards.
• Involve all the team members in achievements of objectives.
• Communicate and brief the team members face-to-face regarding the
matters affect them at work.
• Consult and involve the team members in decision-making which
affect them.

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Make the Vision Tangible:
• Leaders formulate vision, mission and purpose.
• Formulation of objectives and goals to be achieved for successful achievements of
mission.
• Analysis of external environment for opportunities and threats.
• Appraise the organization to know the strengths, weaknesses, competitive
advantages and core competencies of the company.
• Formulation of strategic alternatives to achieve the goals.
• Develop the organization structure appropriate for the strategy.
• Create organization climate necessary to achieve the strategy.
• Formulation of the tactics necessary to achieve the strategy.
• Development of feed forward and feedback system to evaluate the strategic
management process.
• Implement the strategy and modifying it. If necessary, based on the
environmental changes.

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Qualities of a Good Leader: A successful leader secures desired behaviour from his
followers.
• Good personality.
• Emotional stability.
• Sound education and professional competence.
• Initiatives and creative thinking.
• Sense of purpose and responsibility.
• Ability to guide and teach.
• Good understanding and sound judgment.
• Communicating skill.
• Sociable.
• Objective and flexible approach.
• Honesty and integrity of character.
• Self confidence, diligence and industry.
• Courage to accept responsibility

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Leader Vs Manager:
Leader: Manager:
• People follow him. • Responsible for directing and controlling the
• Guides or directs others. work and staff in an department
/organization.
• Works by example • Dictates expectations
• Innovator and creator. • Is a commander
• Can’t be a manager • Manager is more than a leader.
• Does what is right • Makes things right.
• Deals with change • Plans for a change
• Relate ideas to people in more intuitive and • Work with people
empathic ways
• Cope up with change
• Brings change
• Plans for everything that is to be done
• Develop a vision and direction for the future.
• Controls people
• Gives direction to do something
• Deals with organizing and staffing
• Encourages people.
• Handles communication, credibility, and
empowerment

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 • fight with the environment and • surrender to the external
create new environment. environment
• If a leader goes against the • If a manager goes against the
example he or she is trying to rules, that will tarnish his
set, that will be seen as a position as a manager.
setback. • Managers tend to be impersonal
• Leaders take active and towards goals
personal attitude towards • Managers tend to view work as
goals. an enabling process
• Leaders work from high task
positions, seek out risk and
danger when opportunity and
reward appear high.

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Warren G. Bennis presents the differences between manager and Leader as

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 LEADERSHIP STYLES: Different leadership styles exist in work environments. The culture and
goal of an organization determine which leadership style fits best .
Free-rein or Laissez-faire Style:
• These leaders avoid authority and responsibility.
• They mostly depend upon the group to establish objectives and goals, formulate
policies and programmers.
• The group members train and motivate themselves.
• Contrary to the autocratic style the leader play minor or negligible roles and
depend upon the group.
• A laissez-faire leader does not directly supervise employees and fails to provide
regular updates to those under his supervision.
• Highly experienced and trained employees with minimal requirement of
supervision fall under the laissez-faire leadership style.
• This leadership style blocks the production of employees needing supervision.
• The laissez-faire style implements no leadership or supervision efforts from
managers, which can lead to poor production, lack of control and increasing costs.

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Autocratic Style
• Autocratic leaders centralize power of decision-making in themselves.
• Followers have no say either in decision-making or in implementation.
• They have to completely obey and follow the instructions of the leaders.
The leaders take full authority and full responsibility.
Autocratic leaders are classified into:
• (a) Strict autocrat who follows autocratic style completely where the
method of influencing subordinates is thoroughly negative ;
• (b) Benevolent autocrat who typically gives awards to the followers ; and
• (c) Incompetent autocrat who adopts autocratic style with a view to hide
his incompetency.
• This leadership style benefits those who require direct supervision.
Creative employees who participate in group functions detest this
leadership style.
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Democratic Style:
• Democratic leaders: They values the input of team members and peers, but the
responsibility of making the final decision rests with the participative leader.
• They decentralise authority and encourage subordinates to express their opinion
in decision- making as well as in implementing the decision. However, decisions
are taken by the leaders. Thus, decisions are arrived at by consultation.
Participative Style: There is no clear-cut leadership style which is applicable
universally and in all circumstances. Therefore, the leaders have to adopt
appropriate style depending upon the situational requirements.
• Participative leadership motivates employee morale because employees make
contributions to the decision-making process.
• It accounts to a feeling that their opinions matter. When an organization needs
to make changes within itself, that is internally, the participative leadership style
helps employees accept changes easily as they play a role in the process.
• This leadership style meets challenges when companies need to make a decision
in a short period of time.
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Transactional leadership style:
• Is formed by the concept of reward and punishment.
• They believe that the employee's performance is completely
dependent on these two factors.
• When there is an encouragement, the workers put in their best effort
and the bonus is in monetary terms in most of the cases.
• In case they fail to achieve the set target they are given a negative
appraisal.
• Transactional leaders pay more attention to physical and security
requirements of the employees.

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Transformational leadership:
• It has the ability to affect employee's perceptions through the returns
that organization gets in the form of human capital benefits.
• These leaders have the ability to reap higher benefits by introducing
knowledge management processes, encouraging interpersonal
communication among employees and creating healthy organizational
culture.
• It helps in flourishing organizational innovation by creating a
participative environment or culture.
• It promotes a culture where the employees have autonomy to speak
about their experiences and share knowledge.
• It has been seen that transformational leaders are more innovative
than transactional and laisse-faire leaders.
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Traditional theory: Based on different traits of a human beings.
• It assumes that leaders are born and not made.
• According to this theory, leadership behavior is the sum total of all traits that a leader possess.
Thus this theory gives the profile of a successful and complete leader. According to this theory,
there are five human traits.
They are −
Physical trait − it includes energy, activity, appearance, and height.
Ability trait − it includes judgement, knowledge, and fluency in speech.
Personal trait − it includes self-confidence, creativity, and enthusiasm.
Work trait − it includes organization and achievement.
Social trait − it includes interpersonal skill, cooperativeness, popularity and prestige.
Drawbacks Following are the major drawbacks of this theory −
• Traits are not arranged according to their importance.
• There is no quantitative tool to judge the human traits.
• This trait can’t be used universally.
• This trait can be achieved and developed.
• Situational factors are avoided.

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Leadership styles based on modern theories: Leaders of the modern, high-
technology and highly competitive organisations exhibit inspirational style
with vision and perform the work effectively i.e., do the right things. The
leadership styles based on the charismatic and transformational theories are
classified into three viz., envisioning, energising and enabling.
Envisioning: This style includes creating a picture of the future or a desired
future state with which people can identify. Envisioning generates
excitement. Thus, this style emphasises on articulating a compelling vision
and setting high goals and expectations.
Energising: The leaders in this style directs the generation of energy, the
motivation to act among the organizational employees. This style also
includes demonstrating personal excitement and confidence, seeking, finding
and using success.
Enabling : The leader helps the followers psychologically to act or perform in
the face of challenging goals. This style includes empowering, expressing
personal support and emphathising.

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Followership Styles – A New Approach There is a misconception that an effective leader is
enough to mould and direct in group behaviour towards the attainment or organisational
goals. But attainment of organisational goals more or less equally depends on the committed
and effective followers. A brief clarification of the followers styles is as follows:
(1) No-Boss Style: The follower in this style is a non-obliging type. He says ‘No’ to the leader
for his instruction/orders irrespective of the nature and magnitude of the instruction.
(2) Yes-Boss Style: The follower in this style blindly says yes to leader for his instructions
irrespective of the nature and magnitude of the instructions and he carries out the orders
without critically evaluating them. Excessive humility in this style may be referred to as
sub-servant style of the followership.
(3) Grumbling Style: Follower in this style grumbles while responding to the order of
instructions of the leader only to show his reluctance for carrying out the instructions.
However, he carries out the orders.
(4) Escaping Style: The follower in this style responds positively to the instructions of the
leader, but escapes himself in carrying out the orders.
(5) Intellectual Arrogancy Style: Some followers may be highly qualified, more than the
leader either in terms of formal educational qualifications or intelligence or knowledge.
Such followers in some situations think that they can function effectively than their
leaders as they are more intelligent than their leader. The followers in such style respond
arrogantly to the orders of their leaders. Cush style is referred to as Intellectual Arrogancy

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(6) Critical Style: Followers in this style ‘do not respond either
positively or negatively to the orders of their leaders. They critically
appraise the instruction/orders of the leaders, consider the pros and
cons of the decision of the leader and then if the order is wise they
carry it out.
• All of us belong to the categories of both the follower and the leader,
but we may be leaders in some situations and followers in other
situations.
• The leader-followers interaction would be effective when there is
harmony between the style of the leader and the followers,
otherwise the interaction would not be effective and it may lead even
to the leader-follower conflict.

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 Managerial Grid Industrial psychologists Blake and Mouton developed the managerial grid basing
on the Ohio State Study. The managerial grid identifies a range a management behaviour based
on the different ways how production/service-oriented and employee-oriented styles interact
with each other

• The model is based on two behavioral dimensions:

• Concern for People: this is the degree to which a leader
considers team members' needs, interests and areas of
personal development when deciding how best to accomplish a
task.
• Concern for Results: this is the degree to which a leader
emphasizes concrete objectives, organizational efficiency and
high productivity when deciding how best to accomplish a task.

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 • Impoverished Management – Low
Results/Low People
The Impoverished or "indifferent" manager is
mostly ineffective. With a low regard for
creating systems that get the job done, and
with little interest in creating a satisfying or
motivating team environment this manager's
results are inevitably disorganization,
dissatisfaction and disharmony
• Produce-or-Perish Management – High
Results/Low People
Also known as "authoritarian" or "authority-
compliance" managers, people in this category
believe that their team members are simply a
means to an end. The team's needs are always
secondary to its productivity.
This type of manager is autocratic, has strict
work rules, policies and procedures, and can
view punishment as an effective way of
motivating team members. This approach can
drive impressive production results at first, but
low team morale and motivation will ultimately
affect people's performance, and this type of
leader will struggle to retain high performers.

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• Middle-of-the-Road Management – Medium Results/Medium People
A Middle-of-the-Road or "status quo" manager tries to balance results and
people, but this strategy is not as effective as it may sound. Through
continual compromise, they fail to inspire high performance and also fail to
meet people's needs fully. The result is that their team will likely deliver only
mediocre performance.

• 4. Country Club Management – High People/Low Results

The Country Club or "accommodating" style of manager is most concerned
about their team members' needs and feelings. They assume that, as long as
their people are happy and secure, they'll work hard.

What tends to be the result is a work environment that is very relaxed and
fun, but where productivity suffers because there is a lack of direction and
control.
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• Team Management – High Production/High People
According to the Blake Mouton model, Team Management is the most effective leadership style. It
reflects a leader who is passionate about their work and who does the best they can for the people
they work with.

Team or "sound" managers commit to their organization's goals and mission, motivate the people
who report to them, and work hard to get people to stretch themselves to deliver great results. But,
at the same time, they're inspiring figures who look after their teams. Someone led by a Team
manager feels respected and empowered, and is committed to achieving her goals.

Team managers prioritize both the organization's production needs and their people's needs. They do
this by making sure that their team members understand the organization's purpose , and by
involving them in determining production needs.

When people are committed to, and have a stake in, the organization's success, their needs and
production needs coincide. This creates an environment based on trust and respect, which leads to
high satisfaction, motivation and excellent results. Team managers likely adopt the Theory Y
approach to motivation, as we mentioned above.

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