1. Motivation and Leading Technical People Preview Two contrasting views (Theories X and Y) Approaches to Motivation a. Content Theories (based on human needs) b. Process Theories (behavior is determined by expected outcomes) Nature of Leadership Effectively motivating Technical Professionals Assoc.Prof.Dr.B.G.Çetiner

2. Motivation and Leading Technical People Motivation: An inner state that energizes, activates, or moves and that directs or channels behavior toward goals. Company Goals Motivation is the feeling that directs the person toward goals Assoc.Prof.Dr.B.G.Çetiner

3. Motivation and Leading Technical People We can define motivation in terms of three measures 1. Direction Direction (When several alternatives are available) Assoc.Prof.Dr.B.G.Çetiner

4. Motivation and Leading Technical People We can define motivation in terms of three measures 2. Strength of behavior when choice is made Direction Strength Bigger heart shows larger motivation Assoc.Prof.Dr.B.G.Çetiner

5. Motivation and Leading Technical People We can define motivation in terms of three measures 3. Persistence of Behavior Strength Persistence shows the consistency and continuousness Assoc.Prof.Dr.B.G.Çetiner

6. Motivation and Leading Technical People There is only one way if you want the people to make something for you Making them want to do it. In other words, motivate them. Assoc.Prof.Dr.B.G.Çetiner

7. Motivation and Leading Technical People McGregor’s Theory X and Theory Y Two sets of assumptions to motivate people Theory X 1. Management is responsible for organizing the elements of productive enterprise (money, materials, equipment, people) 2. We have to motivate people, direct their efforts, control their actions and modify their behavior to fit the needs of organization 3. If we don’t do this people would be passive even resistant to organization needs. They must be persuaded, rewarded, punished, and controlled by management. Assoc.Prof.Dr.B.G.Çetiner

8. Motivation and Leading Technical People Summary of Theory X People always have to be motivated by management Manager Assoc.Prof.Dr.B.G.Çetiner

9. Motivation and Leading Technical People Theory X Behind this conventional theory there are several beliefs to support 1.The average person is by nature indolent 2. He lacks ambition, dislikes responsibility, prefers to be led. 3. He is self-centered, indifferent to organizational needs. 4. He is by nature resistant to change. 5. He is gullible, not very bright, the ready dupe of charlatan and demagogue Assoc.Prof.Dr.B.G.Çetiner

10. Motivation and Leading Technical People Theory X This is carrot-and-stick approach Assoc.Prof.Dr.B.G.Çetiner

11. Motivation and Leading Technical People Theory Y Theory Y is opposite of the Theory X as following; Assoc.Prof.Dr.B.G.Çetiner Theory Y 1. Management is responsible for organizing the elements of productive enterprise (money, materials, equipment, people) Same as Theory 1 2. People are not passive by nature. They have become so as a result of experience in organizations. 3. The motivation, potential, and the readiness to direct behavior toward organization goal are all present in people. 4. Main task of management is to arrange organizational conditions and methods of operation so that people can achieve their own goals.

12. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner Theory X relies upon external control of human behavior. Treats people as child Not valid for knowledge workers such as engineers Not valid even for manual workers of developed societies Theory Y relies upon self-control and self direction. Knowledge has to be self-directed.

13. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner CONTENT THEORIES Based on human needs and and satisfaction of them Behavioral choices are made more rationally based on expected outcomes PROCESS THEORIES OTHER THEORIES

14. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner CONTENT THEORIES: Maslow’s Hierarchy of Needs In this theory, there are 5 needs and each need rests on the prior satisfaction of another.

15. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner CONTENT THEORIES: Maslow’s Hierarchy of Needs In this theory, there are 5 needs and each need rests on the prior satisfaction of another. Physiological Needs Safety and Security NeedsAffectionate NeedsEsteem Needs Self-actualization Needs Minimum Level

16. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner CONTENT THEORIES: Maslow’s Hierarchy of Needs Physiological Needs Safety and Security Needs Affectionate Needs Esteem Needs Self-actualization Needs

17. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner CONTENT THEORIES: Herzberg’s two-factor theory: Factor 1 is called hygiene factors. Factor 2 is called motivation factors. Physiological Needs Safety and Security NeedsAffectionate NeedsEsteem Needs Self-actualization Needs Hygiene Factors 1 Motivation Factors (motivators) 2

18. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner CONTENT THEORIES: McClelland’s trio of needs: Mixture of three needs Need for achievement Need for power Need for affiliation

19. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner CONTENT THEORIES: McClelland’s trio of needs: Mixture of three needs

20. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner PROCESS THEORIES: In process based theories, human need is part of mechanism. These theories put greater emphasis on the expectation of favorable consequences or rewards

21. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner PROCESS THEORIES: Equity Theory: Based on the simple belief that people want to be treated fairly relative to the treatment of others. Job 1 = Job 2 Money 1 = Money 2....... =......

22. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner PROCESS THEORIES: Expectancy Theory: Relates the effort a person puts forward to the expectation of achieving some desired goal. Effort-to-Performance Expectancy 1 Performance-to-outcome Expectancy 2

23. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner PROCESS THEORIES: Expectancy Theory: Relates the effort a person puts forward to the expectation of achieving some desired goal. Effort-to-Performance Expectancy Performance-to-outcome Expectancy Effort PerformanceOutcomes Environment Ability

24. * Satisfaction influences future effort OutcomesPerformance * Performance, in turn, leads to intrinsic and extrinsic rewards as in expectancy Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner PROCESS THEORIES: Porter-Lawler Extension to Expectancy Theory: It adds satisfaction to the Expectancy Theory. Effort * Personal effort, abilities, role perceptions, environment determine performance * The perceived equity determines the satisfaction Satisfaction

25. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner PROCESS THEORIES: Porter-Lawler Extension to Expectancy Theory: It adds satisfaction to the Expectancy Theory. OutcomesPerformance Expectancy Theory + Satisfaction + Feedback for future effort Effort Satisfaction

26. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner PROCESS THEORIES: Behavior Modification (Reinforcement Theory): Motivation (behavior) followed by an event (reinforcement) which affects the repetition of behavior. OutcomesPerformance Effort Satisfaction Event Reinforcement

27. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner PROCESS THEORIES: Behavior Modification (Reinforcement Theory): Motivation (behavior) followed by an event (reinforcement) which affects the repetition of behavior. Satisfaction Event Reinforcement

28. Motivation and Leading Technical People PROCESS THEORIES: Behavior Modification (Reinforcement Theory): Motivation (behavior) followed by an event (reinforcement) which affects the repetition of behavior. Reinforcement Positive Reinforcement: Increases the repetition of desired behavior by providing a reward (promotion, recognition etc) Negative Reinforcement: Increases the repetition of desired behavior by letting the employee escape from undesired consequences Punishment: Decreases the repetition of undesired behavior by imposing penalties Extinction: Decreases the repetition of undesired behavior by simply ignoring and using positive reinforcement

29. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner PROCESS THEORIES: Behavior Modification (Reinforcement Theory): Motivation (behavior) followed by an event (reinforcement) which affects the repetition of behavior. Reinforcement - Negative Reinforcement Punishment Reinforcement + Positive Reinforcement Extinction

30. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner LEADERSHIP Process of getting cooperation of other people to achieve a desired goal. Ability to get men to do what they don’t want to do and like it. Mixture of persuasion and compulsion NATURE OF LEADERSHIP The great leader is the one who can show people that their self-interest (benefit) is different from that which they perceived.

31. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner Mixture of persuasion and compulsion NATURE OF LEADERSHIP

32. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner Leadership is formal (titular) or non-formal. NATURE OF LEADERSHIP They have the authority (power of reward and punishment) They are true leaders

33. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner There are 4 personal characteristics for leadership LEADERSHIP TRAITS (PERSONAL CHARACTERISTICS) Physical Qualities: Health, Vitality, Endurance Personal Attributes: Personal Magnetism, Cooperativeness, enthusiasm, ability to inspire, persuasiveness, forcefulness, and tact Character Attributes: Integrity, Humanism, Self-discipline, Stability and Hard working Intellectual Qualities: Mental capacity, ability to teach others, scientific approach to problems

34. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner They measure personal preferences on four scales, each made up of two opposite preferences: MYERS-BRIGGS PREFERENCES Extroversion E (Focused on the outer world of people and things) versus Introversion I (Focused on the inner world of ideas) Intuition N (focused on the future, with a view toward patterns and possibilities) versus Sensing S (focused on the present feelings) Thinking T (basing decisions on logic and objective analysis of cause and effect) versus Feeling F (subjective evaluation-emotional) Judging J (preferring to have things settled-a planned and organized approach to life) versus Perceiving P (preferring to keep options open-a flexible and spontaneous approach to life)

35. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner Two successful groups are MYERS-BRIGGS PREFERENCES ENTJ (Extroversion-Intuition-Thinking-Judging) Engineering managers INTJ (Introversion-Intuition-Thinking-Judging) Scientists, Researchers ISFP (Introversion-Sensing-Feeling-Perceiving) Worst case, non-experienced professional

36. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner Special Characteristics of technical professionals are as follows: LEADING TECHNICAL PEOPLE GENERAL NATURE OF TECHNICAL PROFESSIONAL High Need for Achievement Desiring Autonomy (Independence) Tending to identify first with their profession (then company) Seeking to maintain their expertise

37. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner Scientists versus Engineers LEADING TECHNICAL PEOPLE DIFFERENCES AMONG TECHNICAL PROFESSIONALS Higher value on independence in science people True scientist is assumed to have doctorate but typical engineer begins with B.S. Degree and later MS.c degree Scientists put a high value on professional autonomy and publication of results Scientists look for reputation outside the company Scientist tries to add his new findings to literature whereas new findings of engineer are usually proprietary information to company

38. Motivation and Leading Technical People Assoc.Prof.Dr.B.G.Çetiner Successful technical leaders should master five strategic dimensions LEADING TECHNICAL PEOPLE Dimensions of Technical Leadership 1. Coach for peak performance: listen, ask, facilitate, integrate, provide administrative support 2. Run Organizational Interference: Obtain resources, support professionals and minimize the bureaucracy 3. Orchestrate Professional Development 4. Expand Individual Productivity through Teamwork 5. Facilitate Self-management