UNIT 6

Motivation
Motivation is a psychological and human aspect. It is the process of creation of willingness
among the employees to do the work in best possible efficiency. People do something to fulfill
their basic need, social needs. Motivation is an instrument through which management
understands why and how workers interact and work in accordance with organizational
requirement. It energizes the behavior of subordinates and directs them towards the
attainment of organization common goals. In Motivation, a manager must have the knowledge
of why and how people act in accordance with organizational requirements. S/he must have
the knowledge to do a particular work with clear vision.

"Motivation means a process of stimulating people to action to achieve desired goal.”

– William G. Scott

“Motivation is willingness to expert high level of effort to reach organizational goals,

conditioned by the effort’s ability to satisfy some individual need.” – Decenzo and Robbins

“Motivation can be defined as willingness to work to expand energy to achieve a goal or

reward.” - Dale S Beach

Features of Motivation
1. Psychological process
2. Continuous process
3. Complex and unpredictable
4. Pervasive function
5. Influences the behavior
6. Concentrated on whole individual
7. Positive or negative
Motivation theories
1. Hierarchy of Need Theory
2. Two Factor Theory
3. Theory X and Theory Y
Hierarchy of Need Theory
Abraham Maslow, a human psychologist developed this theory in 1943. According to him,
People always have needs, and when one need is relatively fulfilled, other emerges in a
predictable sequence. People have a set of five needs which are arrangement in a hierarchy.
Abraham Maslow’s theory is based on following assumptions;
• Human needs and motives are complex
• Needs form of hierarchy
• Unsatisfied needs motivate workers
• People seek growth and development
Two Factor Theories
In 1959, Frederick Herzberg, a behavioral scientist proposed a two-factor theory or the
motivator-hygiene theory. According to Herzberg, there are some job factors that result in
satisfaction while there are other job factors that prevent dissatisfaction. This theory is based
on the contents of interviews conducted on 200 engineers and accountants.
From the research, he found that there are two sets of factors namely;
1. Hygiene Factors
2. Motivating Factors
Hygiene Factors
It is also known as dissatisfies or maintenance factors. There are some job conditions which
operate primarily to dissatisfy employees when these conditions are absent. These factors are
called hygiene factors. When these factors are present they do not motive in a strong way,
when absent they dissatisfy, that is why these factors are called dissatisfies.
Hygiene factors are:
• Company policy and administration: They guide decisions.
• Supervision: It is guiding of subordinates.
• Interpersonal relations with superiors, peers and subordinates.
• Salary: Financial reward for work done.
• Job security: Tenure of employment.
• Personal life: Personal life at work place.
• Work conditions: Environment at work place.
• Status: Rank at work place.
Theory X and Theory Y
In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human
behavior at work. In other words, two different views of individuals (employees): one of which
is negative, called as Theory X and the other is positive, so called as Theory Y. According to
McGregor, the perception of managers on the nature of individuals is based on various
assumptions.
Theory X
Theory X is the process of forcing people to carry out their work not by reward but treat or
punishment. In this motivation, different actions are taken against the employees if they don’t
work in accordance with direction line disciplinary action, demotion, dismiss etc. Negative
motivation is required when people show negative attitude towards the work and organization.
Assumptions of Theory X;
• An average employee essentially does not like work and tries to escape it whenever
possible.
• Since the employee does not want to work, he must be persuaded, compelled, or
warned with punishment so as to achieve organizational goals.
 • A close supervision is required on part of managers.
• The managers adopt a more dictatorial style.
• Many employees rank job security on top, and they have little or no aspiration/
ambition.
• Employees generally dislike responsibilities.
• Employees resist change.
• An average employee needs formal direction.
Theory Y
Theory X/ positive motivation is the process of persuading the people to carry out the work. In
this motivation, the people are given different incentive like promotion, reward, increase
payment etc. Positive motivation includes people to do work in the best possible manner and to
improve their performance. In most cases, positive motivation greatly works. It helps in
winning the heart of the employees to make the work done efficiently, significantly and
effectively.
Assumptions of Theory Y
• Employees can perceive their job as relaxing and normal. They exercise their physical
and mental efforts in an inherent manner in their jobs.
• Employees may not require only threat, external control and coercion to work, but they
can use self-direction and self-control if they are dedicated and sincere to achieve the
organizational objectives.
• If the job is rewarding and satisfying, then it will result in employees’ loyalty and
commitment to organization.
• An average employee can learn to admit and recognize the responsibility. In fact, he can
even learn to obtain responsibility.
• The employees have skills and capabilities. Their logical capabilities should be fully
utilized. In other words, the creativity, resourcefulness and innovative potentiality of the
employees can be utilized to solve organizational problems.

LEADERSHIP
Leadership is an important and necessary skill for achieving group performance. Leadership is
an art of influencing and inspiring the behavior of others in accordance with requirement. It is a
personal quality of an individual and directs them to achieve common objectives. In fact,
leadership is a process of influencing the human behavior. The person who can influence
others by giving instruction, guidance and suggestions for common goal is called leader. Only
successful leader is able to influence his followers/subordinates.
Leadership is applicable to the managers. Thus, the manager/leader must have complete vision
of how to operate resources and achieve organizational objectives.
Thus, it can be concluded that leadership is the ability to influence the behavior and
performance of an individual or group of individuals towards the achievement of organizational
common goals.
"Leadership is the activity of influencing people to strive willingly for mutual objectives.
(George R. Terry)
“Leadership is the ability to influence a group toward achievement of common goal”
(Stephen P. Robbins)
Characteristics of Leadership
1. Process of interpersonal influence
2. Leader and followers
3. Common Goals
4. Continuous Exercise
5. Rest on power
6 Leadership is situational
7. Mix of inspiration, Motivation and communication

Leadership Styles
1. Autocratic Leadership
2. Democratic Leadership
3. Laissez-Faire/Free Rain Leadership
4. Paternalistic Leadership

Management Grid Theory

Us Industrial psychologists R.R. Black and J.S. Mo a managerial grid based on the style of concern for
'People' and concern for 'Production'. Black and Mouton assume that people and production are
complementary rather than mutually exclusive. The grid is a 9x9 matrix outlining 81 different leadership
styles. Five styles of leadership have been found important. They are based on the combination of
concern for people and concern for production.
 • Impoverished (1,1) style: This style has little concern for both people and production. It is also
called laissez-faire management.

• Country club (1,9) style: This style reflects a minimum concern for production but a high degree
of concern for people.

• Middle road (5,5) style: This style reflects a moderate concern for both. Most of the managers
prefer to follow it.

• Tasks (9,1) style: This style has highest concern for production but has lowest concern for
people problem. It is most useful in crisis management period.

• Team Builder (9,9) style: It is the best style according to this model. It shows a maximum
concern for both production and people.

Black and Mouton claim that many organization have used training programs to develop (9, 9)
managers. Still today, it is one of the most popular leadership theories.

Conflict
Conflict refers to all kinds of opposition or antagonistic interaction among individuals and
group. It is also situation where the interest, needs, goals or values of individuals or group differ
and they interfere each other. Differences in stakeholders/individual interests are main causes
of conflict in the organization. It is result of misunderstanding among person, among groups
and among organizations. Conflict is a common occurrence in any work environment. To
effectively manage workplace conflict, supervisors need to understand first the nature and
source of conflict among their team. Supervisors need to recognize and address staff issues
effectively because, if not managed properly, it could escalate into stress, job dissatisfaction,
endless disputes and many other detrimental effects that will affect job efficiency. Conflict may
occur in any level of the organization. It is a part of organization reality.

"Conflict is opposition or dispute between persons, groups or ideas.” -Joe Kelly

“Conflict involves disagreement about of allocation of scare resources or a clash of goal,
statuses, values, perception or personalities.” - James Stoner
“Conflict is Consists of all kinds of opposition or antagonistic interaction. It is based on scarcity
of power, resources or social position and differing value structures.” - Stephen P. Robbins
Different views of conflict
1. The traditional view
• It states that all conflicts are harmful and avoidable.
• Conflict is viewed negatively
• It is associated with turbulence, nervousness, destruction, irrationality and violence.

2. The human relations view:

• This view is behavioral scientists.
• They argue conflict is a natural outcome and it should be accepted.
• Conflict is unavoidable and not always be harmful.
• Under certain condition, it could lead to more innovative solutions to problems.
3. The internationalist View:
• The modern view regards conflict as not only harmful but useful.
• They argue that if harmony, peace and cooperativeness succeed in an organization
for long time, it likely to become non-responsive to innovation and change.
• A minimum level of conflict is required to enhance competency and make itself
critical and creative.
Sources/causes of conflict
There are various sources of conflict. The major sources of them are as follows:

1. Intra-personal conflict ( conflict within the individuals)

Intrapersonal conflict arises inside an individual due to different goals and multiple roles. It
may also occur due to role ambiguity/ uncertainty. Role Ambiguity occurs when an
individual is not clear regarding his duties and responsibility.
2. Interpersonal conflict (conflict between individuals)
It is the conflict between two or person interacts with each other in an organization. Such
interaction may take place between peers or seniors or subordinates. Conflict between
them may arise due to the difference between the choices made by them. The main causes
 of interpersonal conflict are personality differences, perceptions, clash of value and
interest, power and status differences, scarcity of resources etc.
3. Inter-group conflict
Conflict between two or more groups of an organization is called inter-group conflict. Such
type of conflict arises due to organizational causes than interpersonal causes. Examples of
group conflict are conflict between line and staff, production and sales department,
management and union etc. The major causes of inter-group conflict are competition for
scarce resources, joint decision making, task interdependence, introduction to change and
incompatible goals etc.
4. Inter-organizational conflict
Conflict that arises between two organizations is called inter-organizational conflict. Such
types of conflict are the result of business competition, when both organizations provide
similar types product and services. Both parties become barriers in each others’ success.

Conflict Resolution
Managers can use a number if techniques to resolve conflict. Some of common approaches
are as follows;
1. Avoidance
Some managers who are uncomfortable dealing with conflict can choose to avoid the
conflict and hope that it will go away. If conflicts are minor and attention is required for
other issues then this method is suitable to adopt. There are several mechanisms to avoid
conflict;
• Ignoring the conflict- base on principle that many conflict die in course of time itself.
• Imposing a solution- Pressed to accept the solution planned by superiors.

2. Diffusion
This approach involves postponement or delaying decisions to cool down the aroused
tempers. It may also involve focusing on unnecessary issues to avoid the main problem for
sometimes. This involve following two approaches;
• Smoothing- decreasing the strength of conflict, emphasizes to common interests
• Appealing to subordinates goals.
3. Containment/control
Some conflict is allowed to surface. Containment is keeping something restricted or under
control peacefully environment. It is contained but tightly controlling the issues. It involves
the following approaches;
• Bargaining
• Structuring the interaction- win-win approach
4. Confrontation
This is facing conflict. In this approaches, all the issues causing conflict are brought into
open. A mutually satisfactory solution is found through face-to-face meeting of the both
parties. Confrontation involves following approaches;
• Organizational redesign
• Integrative problem solving