1. 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

2. 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

3. 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

4. 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.

5. 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.

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

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

8. 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.

9. 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.

10. 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.

11. 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

12. 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

13. 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

14. 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

15. 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.

16. 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 =

17. 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

18. 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

19. 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.

20. NATURE OF LEADERSHIP:
Mixture of persuasion and compulsion.

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

22. (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.

23. 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.

24. 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.