Quản trị kinh doanh - Chapter 15: Communicating and motivating others

Chapter 15Communicating and Motivating OthersExplain how managers use motivation and communication to achieve resultsUnderstand how to apply communication to pursue and achieve goals efficiently and effectivelyDescribe how challenging work and goals motivate individuals and teamsIllustrate how positive reinforcement enables managers to motivate others to achieve superior resultsFormulate and communicate a performance-based reward system that motivates individuals and teams to achieve organizational objectivesLearning ObjectivesMotivationIncentive or drive to complete a task, function, or ideaAll our behaviors are motivated by an intrinsic desire to do wellManagers need to know what motivates their employeesCommunicationAct of transmitting information, thoughts, and processes through various channelsHow Managers Achieve Great Results with Others (p. 374)Maslow’s hierarchy of needs (p. 375)People are motivated by a number of needs that are displayed in a hierarchyPhysiological – basic items that we need to ensure our survivalSafety – need for an environment that is safe, both physically and mentallyAffiliation/belongingness – desire to be accepted by others and to find our place in social settingsEsteem – need to be respected and appreciated by othersSelf-actualization – need for personal growth and self-developmentEsteem and self-actualization are particularly important and relevant for today’s fluid workplaceHow Managers Achieve Great Results with Others (cont.)ERG theory (p. 375)System that sets out three categories of human needsExistence needs – describe our physiological and safety needsRelatedness needs – reflect our desire for good relationships with othersGrowth needs – need for personal fulfillment, self-development, and accomplishmentMovement within the hierarchy can be up or downHow Managers Achieve Great Results with Others (cont.)Two factor theory of motivation (p. 375)Theory based on job satisfaction and/or job dissatisfaction and the extent to which attitudes influence motivationHygienes – e.g., working conditions, wages, job security, and company policy (p. 376)If these factors considered poor or below average, job dissatisfaction likely to be higherMotivators – opportunities for personal growth, such as recognition, achievement, and advancementWhen absent, employees experience ambivalence toward their rolesWhen effective, employees are highly stimulated and satisfied with their rolesHow Managers Achieve Great Results with Others (cont.)Process of communicatingCommunicating with Others (p. 377)Figure 15.1Process of communicating (cont.)Sender – encodes and transmits message through a chosen communication channel (p. 378)Receiver – decodes and interprets the meaning of the messageProvides feedback to the sender to assure that message was received and understoodCommunicating with Others (cont.)Oral communication (p. 378)Provides verbal discussions, ideas, and processes, either one-on-one or as a group (face-to-face)Advantages Helps to build relationshipsAccelerates decision making and problem solvingProvides a forum for immediate feedbackDisadvantagesInformal nature may lead to vague or reckless statementsUnless recorded, messages may be unreliable, unstable, and incompleteCommunicating with Others (cont.)Written communication (p. 378)System in which sender prepares written documentsAdvantages Greater time may be devoted to message preparationMessage can be archivedReceiver has more time to interpret the messageDisadvantagesTime and effort required to prepare an effective statementDoes not permit spontaneous or immediate feedbackSender does not know whether message has been interpreted as intendedCommunicating with Others (cont.)Electronic communication (p. 378)Includes emails, Skype, instant messaging, videoconferencing, and social networking (e.g., Twitter, Facebook)AdvantagesCan be delivered instantly to a large audienceMessages can be sent and delivered from any locationEffective way for group members to stay in touchDisadvantages (p. 379)May be hampered by technical problemsMessages open to misinterpretationUsers subject to hacking and cyber criminalsCommunicating with Others (cont.)Communicating with Others (cont.)Figure 15.2Channel richness (p. 379)Capacity to convey as much information as possible during the communication processFace-to-face is the richest communication channelPermits direct personal contact, immediate feedback, and immediate clarificationBody language – person’s facial expression and body movements that express communication and emotion without the use of wordsTelephone conversation is the next richest channelBody language and direct eye contact are absentVerbal cues express level of emotionCommunicating with Others (cont.)Barriers to communication (p. 380)Obstacles that interrupt the flow of conveying and receiving messagesCommunicating with Others (cont.)Figure 15.3Barriers to communication (cont.)Filtering – message is screened before being passed on to the receiver (p. 381)May be resolved with simple language and reliance on several communication channelsEmotion – mood affects communicationMay be overcome with awareness of one’s feelings and constraining them when communicatingInformation overload – large amounts of information can lead to confusionPrioritize work to avoid simultaneous waves of informationDiffering perceptions – imposing one’s own realityOvercome by examining our assumptions and seeking constructive feedbackCommunicating with Others (cont.)Overcoming communication barriers (p. 381)Listening – active effort to understand, learn, and obtain information from othersGive speaker full attentionAvoid distractionsDon’t interruptRead nonverbal cuesIn the case of global networks, learn to understand different culture and teach teams to communicate effectively in virtual organizations Communicating with Others (cont.)Communication networks (p. 381)System of resources used as a channel for groups of people to connect to each otherGrapevine (p. 382) - informal line of communication where information is passed from one person to anotherGossip chain - several individuals spread information through an organization, which is sometimes false or misleadingCluster chain - group of people that disseminate information within their group or clusterEffective and consistent management communication required to control rumors Communicating with Others (cont.)To become a more effective communicator and motivator a manager must display: (p. 382)CompassionConscientiousnessForgivenessGratitudeGritHumilityHypo-egoic –heightened self-awareness that signals leaders when their actions are inhibiting others or are based on satisfying their own needs (p. 383)MindfulnessOpennessWisdom Communicating with Others (cont.)Expectancy theory (p. 384)Holds that individuals are more likely to be motivated and perform well if they expect to receive desired rewardsOutcomes – the results of a process or undertakingValence – individual’s opinion of the value of outcomes (p. 385)Effort-to-performance expectancy – effort devoted to role will result in high performance Individuals confident in their ability to perform will have high motivationPerformance-to-outcome expectancy – perception that desired performance will lead to desired outcomesIf performance-to-outcome expectancy is high, motivation will be highPower of Challenging Work (p. 383) Porter-Lawler introduced two types of rewards into expectancy theory (p. 385)Intrinsic rewards – positive feelings experienced as a result of achieving the taskExtrinsic rewards – concrete rewards (e.g., bonuses, promotions)Goal setting theoryMotivation will be increased by clear, challenging, specific goals where employees are fully committed and encouraged to give feedbackGoals focus attention and direct efforts to achieve a specific targetAchieving goals produces a sense of accomplishment and satisfactionPower of Challenging Work (cont.)Reinforcement theoryBehavioral construct where individuals may be rewarded or punished based on the consequences of their behaviorReinforcement schedulesFixed-intervalVariable intervalFixed ratioBehavior modification – method of shaping actions by the use of positive reinforcementPositive reinforcement – reward given to motivate a person or group which is usually stated verbally or with ‘pats on the back’ and words of encouragementReinforcing Positive Behaviors (p. 386)Reinforcement theory (cont.)Avoidance learning – benefits theory, also called negative reinforcement, which postulates that behavior is strengthened by the removal of negative statements or actions (p. 386)Extinction – behavioral method that involves withholding praise or a positive rewardEmpowerment the sharing of decisions, information, and responsibility with others Reinforcing Positive Behaviors (cont.)Reward systemTheory that provides prizes, incentives for tasks and jobs well done, and special recognitionMerit-based rewards – positive reinforcement based on specific accomplishments, with rewards given for achievement of specified measurementsPiece-rate incentives – awards and prizes given at a specific rate as accomplishments occur, rather than all at one timeScanlon plan – system that recognizes and rewards individuals for collaboration, leadership, education, and training given to another individual or group cohesivelyRewarding Performance (p. 388)Equity theory (p. 390)System that holds that individuals are more motivated if they perceive that they are being treated as fairly as their fellow workers or those in other firmsStock options (p. 390)Company stocks given to employees as additional compensation or incentives, usually at a discounted price for a limited timeGain sharingSystem that allows employees to share in any cost savings made by the firm Rewarding Performance (cont.)