National College of Ireland. Teamwork, Leadership and Motivation. Session 1 Admin and Introductions

Outline 12 Dec: Intro / Motivation 8 Jan: Motivational Theory and Practice 15 Jan: HRM / Employee Involvement 22 Jan: Leadership 29 Jan: Teamwork 5 Feb: Teams, leadership and motivation.... Integrated. 13 Feb: Wrap-up. Team Presentations. 10 Min presentations per group.

Outcomes. Having completed this module, participants will..... Have an understanding of the interplay between task, group and individual in the workplace. Identify a range of leadership and motivational styles. Acknowledge the impact of organisational climate and culture on their work as leaders and team builders. Examine challenges and opportunities to the introduction of the mentoring mindset in the workplace. Demonstrate an ability to plan for and manage a variety of contingencies within a team context.

Performance Individu al TaskGroup

Motivation So why are you here anyway??? You could be elsewhere.... having fun.

Motivation Curiosity Achievement Approval Acquisitiveness Anxiety Which of these is the most effective?

Motivation high performance and productivity enthusiasm for work achievement of results co-operation in overcoming problems willingness to accept responsibility ability to respond to change and new challenges the willingness to "go the extra mile".

Demotivation poor time keeping / high absenteeism apathy and indifference increase in grievances / disputes lack of co-operation resistance to change low productivity / poor quality or service exaggeration of the effects / difficulties encountered in problems

Motivation Content theories –Such theories tend to emphasise factors intrinsic to individuals and their ‘human needs’ (Evans, 1999: 134). The need for self advancement and personal growth is a key element of such approaches to motivation. Maslow (Hierarchy of Needs), Alderfer (ERG Theory), McClelland (Theory of Socially Acquired Needs), Herzberg (Motivation- Hygiene Theory) Process Expectancy (Vroom) Path Goal (House) Equity Reinforcement

DISCUSSION POINT! Motivation is not a question... of being nice to your staff; indeed there are times when a firm approach is better, where employees work willingly to future the organisation’s interest because they feel at the same time they are furthering their own interests. Evens, D. (1995) Supervisory Management

Key Motivational Strategies Effective Feedback Flexible Leadership Styles Delegation Allow Risk Taking Coach and Develop Generate High Expectations Provide Goals Acknowledge Achievement

Maslow's Need-Satisfaction Model  simple description, partial account - not quantifiable  chronic deficiency drives (motivates) behaviour  gratified needs - equilibrium  lower needs mediated by higher order awareness?

Herzberg Maintenance Factors (Why work here?) Supervision Policies and Procedures Pay and Security Working Conditions Environment (Social and Physical) Motivational Factors (Why work harder?) Satisfying Work Responsibility Achievement Recognition Growth

Maslow SELF ACTUALISATION SELF ESTEEM BELONGINGNESS SECURITY PHYSIOLOGICAL Alderfer GROWTH Self Esteem Self Actualisation RELATEDNESS Meaningful Social and interpersonal Relationships EXISTENCE Safety Physiological

Maslow SELF ACTUALISATION SELF ESTEEM BELONGINGNESS SECURITY PHYSIOLOGICAL Herzberg MOTIVATORS Achievement Recognition Work itself Responsibility Advancement HYGIENE FACTORS Supervision Working Conditions Relatedness Pay Company Policies