Management

1. Miss Purnima Sahoo
Asst Professor
Kalinga Institute of Nursing Sciences
KIIT Deemed to be University

2. MOTIVATIONAL AND MODERN
MANAGEMENT THEORIES

3. MOTIVATION
Motivation is a psychological
feature that induces an
individual to act towards desired
goal.
• It is the process that account
for an individual’s intensity,
direction, and persistence of
effort towards attaining a goal.

4. TYPES OF
MOTIVATION
• Extrinsic Motivation.
1. Salary.
2. Bonuses/Perks.
3. Organized activities.
4. Promotion/Grades.
5. Punishment/Layoffs
• Intrinsic Motivation:
1. Learning and Growth opportunity.
2. Social contact and status.
3. Curiosity
4. Respect and Honour.

5. THEORIES OF MOTIVATION
CONTENT THEORIES
The content theories find the answer to what
motivates an individual and is concerned with
individual needs and wants. Following theorists have
given their theories of motivation in content
prospective.
1.Maslow – Hierarchy Of Needs
2.Herzberg’s Motivation-hygiene Theory
3.Mcclelland’s Needs Theory
4.Alderfer’s ERG Theory
5. Douglas McGregor
PROCESSES THEORIES
The process theories deal with “HOW” the
motivation occurs,I .e .the process of motivation and
following theories were given in the context
1.Vroom’s Expectancy Theory
2.Adam’s Equity Theory
3.Goal Setting Theory
4.Reinforcement Theory

7. Physiological Needs
Physiological
needs are those
required to
sustain life, such
as:
–Air
–Water
–Food
–Sleep

8. Safety Needs
Once physiological needs are met,
one's attention turns to safety and
security in order to be free from the
threat of physical and emotional
harm. Such needs might be fulfilled
by:
– Living in a safe area
– MedicalFacilities
– Job security
– Law and Order

9. Social Needs Once a person has met the
lower level physiological
and safety needs, higher
level needs awaken. The
first level of higher level
needs are social needs.
Social needs are
those related to
interaction with
others and may
include:
– Friendship
– Belonging to a group
– Giving and receiving
love

10. Esteem Needs
Esteem needs may be classified as
internal or external.
• Internal esteem needs are those
related to self-esteem such as self
respect and achievement
• External esteem needs are those
such as social status and
recognition. Some esteem needs
are:
– Self-respect
– Achievement
– Attention
– Recognition
– Reputation

11. Self-Actualization Self-actualization is the summit
of Maslow's hierarchy of needs.
It is the quest of reaching
one's full potential as a person.
• Self-actualized people tend to
have needs such as:
– Peace
– Truth & Justice
– Knowledge
– Meaning of life

12. Limitations
of Maslow’s
Theory
• Research have established the
motivational forces for physiological,
safety, love and esteem needs but
have failed to discover a
hierarchical arrangement. For
example, even if safety need is not
satisfied the social need may
emerge.
• The level of motivation may be
permanently lower for some people.
For example, a person suffering
from chronic unemployment may
remain satisfied for the rest of his
life if only he gets enough food.

13. Herzberg’s Motivation-HygieneTheory

14. Hygiene Factors: Herzberg identified ten maintenance or hygiene factors, that are not intrinsic parts
of a job, but are related to the conditions in which the job has to be performed. These are company
policy and administration, technical supervision, job security, working conditions, interpersonal
relationship with peers, subordinates and supervisors, salary, job security, personal life, etc.
Motivational factors: These factors have a positive effect on the functioning of the employees in
the organization. There are six factors that motivate employees: Achievement, Recognition,
Advancement, Work-itself, Possibility of growth and Responsibility. An increase in these factors
satisfies the employees and the decrease in these will not affect the level of satisfaction.
Thus, Herzberg’s Motivation-Hygiene Theory studied the variables which were responsible for the
level of satisfaction and had been applied in the industry that has given several new insights.

15. Herzberg's Motivation-Hygiene Theory
• Factors for Dissatisfaction
• Company Policies
• Supervision
• Relationship with Supervisor and
Peers
• Work conditions
• Salary/Perks
• Status
• Security

16. Herzberg's Motivation-Hygiene Theory
• Factors for
Satisfaction
• Growth opportunity
• The work itself
• Achievement
• Responsibility
• Recognition
• Advancement

17. Limitation of Herzberg's Theory
• The Two Factor Theory assumes that happy employees produce
more.
• Satisfied workers may not actually be more motivated or
more
productive than dissatisfied workers.
• Herzberg's theory is that people differ in their responses to
hygiene and motivating factors. Herzberg's theory does not
account for these individual differences.
• What motivates one individual might be a de-motivator for
another individual.

18. Maslow’s vs Herzberg's Theory

19. McClelland’s
NeedsTheory
• proposed by a
psychologist David
McClelland, who believed
that the specific needs of
the individual are
acquired over a period of
time and gets molded with
one’s experience of the
life. McClelland’s Needs
Theory is sometimes
referred to asThree.

20. Needfor Power(n-pow): Power is the ability to induce or influence the behavior of others.Thepeople
with high power needsseekhigh-level positions in the organization, soasto exercise influence and control
over others. Generally,
• outspoken, forceful, demanding, practical/realistic-not sentimental, andlike to get
• involved in theconversations.
Need for Affiliation (n-affil): People with high need for affiliation derives pleasure from being loved by
all and tend to avoid the pain of being rejected. Since, the human beings are social animals, they like to
interact and be with others where they feel, people accept them. Thus, people with these needs like to
maintain the pleasant social relationships, enjoy the sense of intimacy and like to help and console others at
the time of trouble.
Need for Achievement (n-ach): McClelland found that somepeople havean intense desire to achieve. He
hasidentified the following characteristics of high achievers:

21. • High achievers take the moderate risks, i.e. a calculated risk while
performing.
• High achievers seek to obtain the immediate feedback for the work
done by them, soasto know their progress towards the goal.
• Hence, McClelland’s Needs Theory said that the person’s level of
effectiveness and motivation is greatly influenced by these three basic
needs.

22. Alderfer’s ERG Theory
Alderfer’s ERG Theory is the extension of Maslow’s Needs Hierarchy, wherein
the Maslow’s five needs are categorized into three categories, Viz. Existence
Needs,RelatednessNeeds,and Growth Needs.
An American psychologist Clayton Paul Alderfer had proposed this theory and believed that
each need carries some value and hence can be classified as lower-order needs and higher-
order needs. He also found some level of overlapping in the physiological, security and social
needs along with an invisible line of demarcation between the social, esteem and self-
actualization needs. This led to the formation Alderfer’s ERG theory, which comprises of the
condensed form of Maslow’sneeds.
Existence Needs: The existence needs comprises of all those needs that relate to the
physiological and safety aspectsof human beings and are a prerequisite for thesurvival.

23. • Thus, both the physiological and safety needs of Maslow are grouped into one
category because of their same nature and a similar impact on the behavior of an
individual.
• Relatedness Needs: The relatedness needs refer to the social needs, that an
individual seeks to establish relationships with those for whom he cares. These
needs cover the Maslow’s social needs and a part of esteem needs, derived from the
relationship with otherpeople.
• Growth Needs: The growth needs cover Maslow’s self-actualization needs as well
as a part of esteem needs which are internal to the individual, such as a feeling of
being unique, personnel growth, etc.
• Thus, growth needsare those needsthat influence an
• individual to explore his maximum potential in the existing environment.

24. Douglas McGregor Theory x and y
• Theory X assumes that employees are naturally unmotivated and
dislike working, and this encourages an authoritarian style of
management. According to this view, management must actively
intervene to get things done.
• It summaries that workers need to be constantly watched and
instructed what to do.

25. CHARACTERSTICS
• Intolerant
• Distant and detached
• short temper
• Issues instructions, directions
• Issues threats to make people follow instructions
• Demands
• Does not participate
• Does not team-build
• unconcerned about staff welfare, or morale
• proud, sometimes to the point of destruction
• one-way communicator
• Poor listener

26. THEORY Y
• Theory Y shows a participation style of management that is
decentralized.
• It assumes that employees are happy to work, self motivated,
creative and enjoy working with greater responsibility.
• It emphasizes that staff are self-disciplined and would like to do the
job themselves

27. CHARACERSTICS
• Take responsibility and are motivated to fulfill the goals they are
given.
• Consider work as a natural part of life and solve work problems
imaginatively.
• Assumes that people seek fulfilment through work and are willing to
work hard.
• In Y-Type organizations, people at lower levels of the organization are
involved in decision making.

28. COMPARISON

29. ProcessTheories:
Vroom’s
Expectancy
Theory
States that an individual tends to act in a
certain way based on the expectation that the
act will be followed by a given outcome and on
the attractiveness of that outcome to the
individual.
Key to the theory is understanding and
managing employee goals and the linkages
among and between effort, performance and
rewards.
Effort: employee abilities and
training/development
Performance: valid appraisal systems
Rewards (goals): understanding employee
needs

30. Equity Theory.
1.People value fair
treatment.
2.The structure of equity
in the workplace is
based on the ratio of
inputs to outcomes.

31. Goal Setting Theory
• Goal setting involves establishing SMART goals.
• People are aware of what is expected from them.
• On a personal level, setting goals helps people
work towards their own objectives.
• Goals are a form of motivation that sets the
standard for self-satisfaction with
performance.
• It is considered an “open” theory, so as new
discoveries are made it is modified.

32. Goal setting and Feedback go hand in hand. Without feedback, goal setting is unlikely to work.
Properly-delivered feedback is also very essential, and the following should be followed for good
feedback:
Goal
Create a positive context for feedback.Create
Use constructive and positive language.Use
Focus on behaviours and strategies.Focus on
Tailor feedback to the needs of the individuals.Tailor
Make feedback a two-way communication processMake

34. MODERN
THROEY OF
MANAGEMENT
SYSTEM THEORY
CONTINGENCY THEORY

35. CHARASTICS OF MODERN
MANAGEMENT THEORY
MULTIMOTIVATED
AND
MULTIDISCIPLINAR
Y
OPEN SYSTEM
VIEW
MULTILEVEL AND
MULTI DIMENSIONAL
DYNAMIC
AND
ADAPTIVE

36. SYSTEMS THEORY
Several management theories have evolved over a period of time
•systems theory is one of the important theories in management
•The presentation offers an understanding of the systems theory as it
relates to management.
• System theory provides approach to understanding, analyzing and
thinking about organizations
• systems theory views an organization as an organism made up of
numerous parts (subsystems) that must work together in harmony for
the larger system .
•departments, work groups, business units, facilities and individual
employees can all be viewed as subsystems of the organizations

37. INPUT
Man
Money
Material
PROCESSING
Transformation
of input
• Activity
• operations
OUTPUTS
Services
Goals
profits
FEED BACK

38. CHARACTERISTICS
Communication mechanisms must be in place for organizational systems to
exchange relevant information with its environment
•Provides for the flow of information among the subsystems Systems,
subsystems and supersystem
•Systems: set interrelated parts that turn inputs into outputs through
processing
•Subsystems: do the processing
•Super systems: are other systems in the environment that the system is.

39. TYPES OF A SYSTEM
OPEN SYSTEM
• Continuously interacts with the environment
• There is exchange of materials, energies and information with the
environment
CLOSED SYSTEM
• Theoretical systems that do not interact with the environment
• Not influenced by surrounding.

40. STRENGTHS OF SYSTEMS THEORY
• Deals with complexity
•Takes a holistic view
•Can easily manage change through interaction with the environment
•Utilises feedback – easy to improve
•Recognises importance of supersystems

41. LIMITATIONS OF SYSTEMS THEORY
• Does not specify tools and techniques for practicing managers
• Too abstract – difficult to apply in practical problems
• Does not adequately address power and social inequalities and their
causes.

42. Relevance and usefulness of system theory
• A manager operates with a view to complete all tasks which would
give relevant results to the organization
• He thinks before he acts, evaluates works before and after
implementation.
• It makes a good balance between various parts of organization and
goals.

43. CONTINGENCY THEORY
• In the mid-1960s,the contingency view of management approach
emerged.
• This view emphasized the relationship between organization processes and
the characteristics of the situation.
• It calls for fitting the structure of the organization to various possible or
chance events.
• It questions the use of universal management practices and advocate using
traditional ,behavioral and system viewpoints independently .
• The contingency approach assumes that managerial behavioral is
dependent on a wide variety of elements .Thus it provides a framework for
integrating the knowledge of management thought.

44. IMPORTANT ELEMENTS OF CONTIGENCY THEORY
• Effective management varies with the organization and its environment.
• Spells out the relationship of organization to its environment clearly.
• Each organization is unique
• It is more pragmatic and action oriented
• It tries to identify nature of interdependent between various parts of organization
and their impact on various things.
• A manager is someone skilled in knowing how to analyze and improve the ability
of an organization to survive and grow in a complex and changing world .

45. Management system
INTERNAL ENVIORNMENT
The first level of
management system
involves the organizations
internal environment ,that
takes input (Labor Money
Materials equipment)from
external environment (I,e
outside the world) convert
them to useful products
,goods and services and
make them available to
customers as outputs.
EXTERNAL
ENVIORNMENT
The second level of
management consist of
all the outside the
institutions and forces
that have an actual or
potential interest on the
organizational ability to
achieve its objectives.
Environmental forces
create challenges and
opportunities for the
organization. manager
must react and adopt to
changes in internal and
external environment.