MOTIVATION & LEADERSHIP IN ENGINEERING MANAGEMENT Lecturer : Yılmaz Bayar References : 1) Managing Engineering and Technology, Daniel L. Babcock and Lucy C. Morse, Prentice Hall, 2002. 2) Lecture notes of Prof. B. Gültekin Çetiner, Department of Industrial Engineering, Istanbul Tecnical University, 2011. 1

PLAN OF PRESENTATION 1) MOTIVATION 2) TWO CONTRASTING VIEWS (THEORIES X AND Y) 3) APPROACHES TO MOTIVATION A. CONTENT THEORIES B. PROCESS THEORIES 4) LEADERSHIP 5) LEADING TECHNICAL PEOPLE

Motivation: An inner state that energizes, activates, moves, directs or channels behavior toward goals. 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. Motivation is the feeling that directs the person toward goals Company Goals

We can define motivation in terms of three (3) measures: Direction: When several alternatives are available. 2. Strength of behavior when choice is made: Bigger heart shows larger motivation. 3. Persistence of Behavior: Persistence shows the consistency and continuousness.

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.

Summary of Theory X: People always have to be motivated by management. Manager

Theory X: This is carrot - and - stick approach.

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, ready to be duped by charlatan and/or demagogue.

Theory Y: Theory Y is opposite of the Theory X as follows; 1. Management is responsible for organizing the elements of productive enterprise (money, materials, equipment, people). 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.

Comprasion of Theory X & Y: 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.

APPROACHES TO MOTIVATION (OTHER THEORIES) A. CONTENT THEORIES B. PROCESS THEORIES Behavioral choices are made more rationally based on expected outcomes Based on human needs and satisfaction of them

Physiological (Biological) CONTENT THEORIES Maslow’s Hierarchy of Needs: (Each need rests on the prior satisfaction of another.) Self-Actualization Needs Esteem (Ego) Needs (Minimum Level) Affectionate (Social) Needs Safety and Security Needs Physiological (Biological) Needs

Herzberg’s Two-Factor Theory: CONTENT THEORIES Herzberg’s Two-Factor Theory: Factor 1 is called Hygiene Factors. (+) No change (-) Great probability of unsatisfaction Factor 2 is called Motivation Factors. (-) No change (+) Great probability of satisfaction

Comprasion of Maslow’s Theory & Herzberg’s Theory: CONTENT THEORIES Comprasion of Maslow’s Theory & Herzberg’s Theory: 2 Self-actualization Needs Motivation Factors (Motivators) Esteem Needs Hygiene Factors 1 Affectionate Needs Safety and Security Needs Physiological Needs

PROCESS THEORIES In process based theories, human need is a part of motivation mechanism. These theories put greater emphasis on the expectation of favorable consequences or rewards.

Job 1 = Job 2 Money 1 = Money 2 ....... = ...... 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 ....... = ......

Effort-to-Performance Performance-to-outcome 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

Effort-to-Performance Performance-to-outcome PROCESS THEORIES Expectancy Theory: Relates the effort a person puts forward to the expectation of achieving some desired goal. Environment Effort Performance Outcomes Ability Effort-to-Performance Expectancy Performance-to-outcome Expectancy

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

NATURE OF LEADERSHIP: Mixture of persuasion and compulsion.

NATURE OF LEADERSHIP: Leadership is formal (titular) or non-formal. They have the authority (power of reward and punishment) They are true leaders

(PERSONAL CHARACTERISTICS) LEADERSHIP TRAITS (PERSONAL CHARACTERISTICS) There are four (4) personal characteristics for leadership; 1) Physical Qualities: Health, Vitality, Endurance Personal Attributes: Personal Magnetism, Cooperativeness, Enthusiasm, Ability to Inspire, Persuasiveness, Forcefulness. Character Attributes: Integrity, Humanism, Self-discipline, Stability, Hard working Intellectual Qualities: Mental capacity, Ability to teach others, Scientific approach to problems.

LEADING TECHNICAL PEOPLE: (GENERAL NATURE OF TECHNICAL PROFESSIONAL) Special characteristics of technical professionals are as follows; High need for achievement, Desiring autonomy (independence), Tending to be identified first with their profession (rather than company), Seeking to maintain their expertise.

LEADING TECHNICAL PEOPLE: DIMENSIONS OF TECHNICAL LEADERSHIP Successful technical leaders should master five strategic dimensions; 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.