1. C.S.J.M.[I.B.M.]1 MOTIVATION & LEADERSHIP Presentation by Fiedler Group Presented to :- Anubhav Dixit. Mr. S. K. Srivastava. Bhavna Dixit. Raj Kumar. M.B.A.[F.T.] Swati Singh Tomer. I.B.M. 1 st sem. Vishnu Kumar Gupta.

2. *What is motivation? *Why motivation? *Importance of motivation *Better motivation *How to be motivated?

3. C.S.J.M.[I.B.M.]3 MOTIVATION Motivation is a process which begins with a physiological or psychological need or deficiency which triggers behaviour or a drive that is aimed at a goal or an incentive. 3

4. Theories of Motivation Some important theories:  Maslow’s Hierarchy of Needs Theory  Alderfer’s ERG therory  Herzberg’s Motivation-Hygiene theory  Mcgregor’s Theory ‘x’ and ‘y’  Carrot and stick approach of motivation C.S.J.M.[I.B.M.] 4

5. Maslow’s Hierarchy of Needs Theory C.S.J.M.[I.B.M.]5

6. Alderfer’s ERG Theory Need hierarchy ERG Theory Self actualisation Esteem -self -others Social Security Physiological C.S.J.M.[I.B.M.]6

7. Herzberg’s motivation-hygiene theory Rti, Jammu7

8. Mcgregor’s theory ‘x’ and ‘y’ C.S.J.M.[I.B.M.]8

9. Carrot and stick approach COMBINATION OF REWARDS & PUNISHMENT C.S.J.M.[I.B.M.]9

10. Satisfaction vs. Dissatisfaction Motivators Achievement Growth Recognition Responsibility Hygiene Compensation Fringes Supervision Work Conditions

11. What Employees Want  Maintainers.  Motivators

12. Maintainers  Working conditions.  Company policies.  Job security.  Pay and benefits.  Relationships with coworkers.  Supervision.  Status.

13. Motivators Security (physical, food, psychological) Power (position, money, authority) Sex Social (peer-esteem, love, belonging) Expression (creativity, achievement, identity) I was saying "I'm the greatest” long before I believed it. It's not that I'm so smart, it's just that I stay with problems longer.

14. NEED WANT SATISFACTION CHAIN TENSION Give rise to WANTS NEEDS Which cause in Which Give rise to ACTIONS Satisfaction Which results in

15. Instrumental Goal Relief Need, Drive

16. CHARACTERISTICS / FEATURES OF MOTIVATION Psychological process Initiative by manager Continuous activity Goal and action oriented. Broad concept Beneficial to employees and management Varied measures available for motivation

17. NEEDS AND IMPORTANCE OF MOTIVATION Attending to human needs Raising moral Reduces absenteeism and labor turn over Maintaining human relations Stimulating employees Reduces accidents

18. Expectancy Model of Motivation PerformanceReward Effort Perceived effort – performance probability Perceived value of reward Perceived performance – reward probability “What are my chances of getting the job done if I put forth the necessary effort?” “What are my chances of getting the rewards I value if I satisfactorily complete the job?” “What rewards do I value?”

19. Moral Maturity Moral Maturity – the measure of a person’s cognitive moral development Morally mature people behave and act based on universal ethical principles. Morally immature people behave and act based on egocentric motivations.

20. Cultural Differences Motivational theories are culturally bound Research results differ among cultures U.S. Results Other Cultural Results =

21. Ways to Motivate People Training Coaching Task assignments Rewards contingent on good performance Valued rewards available

22. Methods of motivation 1.Monetary(Financial) Salaries and Wages Bonus Incentives Special individual incentives

23. 2. Non Monetary (Non Financial) Status or Job title Delegation of Authority Working Conditions Job Security Job Enrichment Worker Participation

24. C.S.J.M.[I.B.M.]24 PERSONALITY “Personality Development is a tool through which you bring out your capabilities and your strengths making yourself aware of your innerself and become more confident to face the outside world".

26. C.S.J.M.[I.B.M.]26

27. C.S.J.M.[I.B.M.]27 Personality development program enable individuals to improve their personal needs, their health, their career prospectus, their relationship, their beauty and so many to go on. As we have many things in our queue to choose, we should try to know what we actually need. We offer a wide range of 52 topics that one individual can think of, improving himself. In today's competitive environment one can't wait for the opportunity to be lost. In this course we follow different kind of methodology that will help an individual to get those changes that he desires. More practical less theory. 1-to-1 interactions Performance analysis

28. C.S.J.M.[I.B.M.]28 Easy Way to build self-confidence 1. Dress Sharp 2. Walk Faster 3. Good Posture 4. Personnal Commercial 5. Gratitude 6. Compliment other People 7. Sit in Front Row 8. Speak up 9. Work Out 10. Focus on Contribution

30. Leadership is the ability to persuade others to seek defined objectives enthusiastically.it is the human factor which binds a group together and motivates it towards goals. Leadership is the process of influencing behaviour and supporting others to work enthusiastically towards achieving objectives.

31. IMPORTANCE OF LEADERSHIP Creating confidence Motivating employees Building morale

32. LEADERSHIP THEORIES Charismatic theory Trait theory Behaviour theory Situational theory

33. CHARISMATIC THEORY “A leader is born not made” “Charisma is a GOD – gifted attribute in a person which makes him a leader”

34. Qualities of charismatic leader VISION ENERGY CONFIDEN CE

35. TRAIT THEORY “Leadership traits are not completely inborn but can also be acquired through leaning and experience.”

36. Qualities by birth PHYSICAL FEATURES INTELLIGENCE Acquirable qualities EMOTIONAL STABILITY HUMAN RELATION EMPATHY

37. BEHAVIOURAL THEORY “Leadership emphasises that strong leadership is the result of effective role behaviour.” “Leadership is shown by a person`s acts more than by his traits.”

38. SITUATIONAL THEORY “The effectiveness of a leader depends upon the situation in which leadership is exercised.”

39. LEADERSHIP STYLES

40. Leadership style is a manner and approach of providing direction implementing plans and motivating people.

41. C.S.J.M.[I.B.M.] 41 LEDERSHIP STYLE The leadership style we will discuss here are: AUTOCRATIC STYLE DEMOCRATIC STYLE LAISSEZ FAIRE STYLE

42. Autocratic Style Manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments.

43. TYPE OF AUTOCRATIC LEDERSHIP STRICT AUTOCRAT BENEVOLENT AUTOCRAT INCOMPETENT

44. BENEFITS OF AUTOCRATIC STYLE Reduced stress due to increased control A more productive group ‘while the leader is watching’ Improved logistics of operations Faster decision making

45. DEMOCRATIC STYLE 1. Which members of the group take a more participative role in the decision-making process. 2. Manager effectively delegates tasks to subordinates and give them full control 3. Manager welcomes feedback of subordinate. 4. Manager encourages others to become leaders and be involved in leadership development.

46. What is Democratic style ? 1. Manager seeks consultation on all major issues and decisions. 2. Manager effectively delegates tasks to subordinates and give them full control 3. Manager welcomes feedback. 4. Manager encourages others to become leaders and be involved in leadership development.

47. TYPE OF DEMOCRATIC LEDERSHIP persuasive leadership consultative leadership

48. BENEFITS OF DEMOCRATIC STYLE Positive work environment Successful initiatives Creative thinking Reduction of friction and office politics

49. WHEN IS THE DEMOCRATIC STYLE EFFECTIVE 1. In the manufacturing industry. 2. Professionals organizations. 3. Non profit organizations. 4. Creative industries such as advertising and television.

50. Indra Nooyi

51. Laissez- Faire This French phrase means “leave it be” and is used to describe a leader who leaves his/her colleagues to get on with their work.

52. When the Laissez- Faire style effective Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used Employees are trustworthy and experienced.

53. The Perfect Leader A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation.

55. E.Sreedharan

56. WHO/WHY

57. Five MANTRA of e.sreedharan Let deadlines motivate you rather than pressurize you Start your day early, finish your day early Work with honesty, others will co-operate Believe in your self, believe in the impossible

58. What Is The Grid ‘‘The Grid is a visual framework for understanding different behavioral style which reflect the level of concern for people and production grid provide manager with skill to integrate these two concerns towards consistently achieving excellent result’’

59. MANAGERIAL GIRD One of the most widely known approaches of leadership style is the managerial grid developed by ‘BLAKE AND MOUNT ’’

60. C.S.J.M.[I.B.M.]60 The Managerial Grid 1,9 Country club management Thoughtful attention needs of people for satisfying relationships leads to A comfortable, friendly organization atmosphere and work tempo 9,9 Team management Work accomplishment is from committed people, interdependence through a “common stake” in organization purpose leads to relationship of trust and respect 1,1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 5,5 Organization Man Management Adequate organization performance possible through balancing the necessity to get out work with maintaining morale of the people at a satisfactory level 9,1 Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimal degree 1 2 345 6 9 8 7 1 2 3 4 5 6 7 8 9 Concern for productionLow High Low High Concern for people

61. TRIDIMENSIONAL GRID One of the widely known approaches of Indian leadership style is the tridimensional Grid developed by ‘Radhaswami and Ranjnekar’ There is Nine type of leader Concern for Task -I Concern for People-II Concern for Self - III

62. 1,1,1 -SLEEPY SLAM 1,9,1 -JOLLY JOE 9-9-1 -FOOLISH FREIDDY 1-1-9 -PETER THE POLI 9-9-9 -IDEAL INDIAN 9-1-1 -CRAZY CHARLIE 9-1-9- RITHLESSROINEY 1-9-9 GEORGE THE GROUPMAKER 5-5-5 - BOB AND BUFFER Tridimensional Grid

63. C.S.J.M.[I.B.M.] 63 Fiedler Contingency Model Effective groups depend upon a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader LPC measures task- or relationship-oriented leadership style ( think of all the coworkers you have ever had and describe one person you least enjoyed working with)

64. C.S.J.M.[I.B.M.]64 Fiedler-Defining the situation After the individual's basic leadership style has been assessed through the LPC, it is necessary to match the leader with the situation Leader member relations -the degree of confidence, trust, and respect subordinates have on their leader Task structure -the degree to which task assignments are procedurized Position power -influence derived from one's formal structural position in the organization

65. C.S.J.M{I.B.M}65 Narayana Murthy and Infosys Narayana Murthy turned a small software development venture that he had set up with his friends in 1981, into one of the leading companies of the country. Infosys grew rapidly throughout the 1990s. He distributed the company’s profits among the employees through a stock option program and adopted the best corporate governance practice.

67. C.S.J.M.[I.B.M.]67 Be a good Motivator & Leader