...to apply extrinsic motivators to affect their intrinsic motivators. Third, leaders have to lead by example to reinforce and evaluate team performance. The following describes a motivation plan for cautious and dominate type personalities based on the DiSC Assessment and the position of territory managers for DermaTran Health Solutions for members of Learning Team C. Territory Manager Position Description “DermaTran Health Solutions is a group of compounding pharmacies that specialize in the compounding topical pain creams based on a prescription from a physician” (DermTran Health Solutions Compounding Pharmacies, 2015). Territory Managers are sales people hired to increase market penetration of compounded topical creams. Successful, Territory Managers must develop relationships with physicians and physician assistants to explain the compounding benefits of topical creams to influence them to write prescriptions tailored to the patient’s treatment. Determining Values Territory Managers have high-risk jobs and endure several challenges, constant rejection, fear of job loss, and face bruises to their ego every day. They are sales people expected to perform at high levels of expectation. Logically, matching large compensation incentives to meet the challenges makes sense to motivate a sales team to increase business. However, managers have to determine what the real motivator is in relation to compensation or bonuses. In other words, the real motivator is identifying what...
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...Motivation Plan LDR 531 Nelson Garcia Soto December 23, 2013 Denna Atkinson “Motivation is the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal” (Robbins and Judge, 2013, p 202). An effective leader motivates his or her followers or subordinates to perform. Leaders encourage other to be moved by something. The degree of motivation and the type of motivation are both important. The degree of motivation is how much is someone motivated and the type of motivation concerns with what brings that motivation. Both extrinsic and intrinsic motivation are mentioned as catalysts of the explained behavior. Several theories of motivation try to explain the concept and its origins. The purpose of this paper is to explain key ideas of some of the theories as they relate to a team of six members and a mentor who is in a leadership position. The DISC assessment tool will be used to compare and contrast the individuals of the team based on their personalities. Both extrinsic and intrinsic motivators exist. Extrinsic motivation means doing something that leads to a separable outcome and intrinsic motivation means doing something because it is inherently interesting or enjoyable (Ryan and Deci, 2000). In consequence, the behaviors portrayed are different. Intrinsic motivation comes natural and is even associated with behaviors since one is a child....
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...McHugh and McHugh, 2012) managers and leaders are two unique individuals that should merge into one person, if they wish to run organizations effectively in the current changing business environment. Managers are responsible for planning, organizing, leading and controlling input factors of production of an organization in order to achieve the enterprise’s goals, while a leader is responsible for motivating a group of individuals in order to achieve a common goal (Nickels, McHugh and McHugh, 2012). With that being said, we can assume that in order to manage a group of individuals effectively one requires leadership features. For example, let us look at my Management 101 class as being the group of individuals I have to manage in order to assure that every student will partake on every given task and perform at their best ability. Firstly, I would draw up a management 101 structure in which the class is divided in groups of four students with only one group leader that will report to one of the six members of the golden circle. As suggested by Huitt (2009) students perform best in a non-threatening environment and one of the least threatening working environments is group work according to McClelland (1987). Also dividing students in groups would lead to an increase of motivation. Motivation is the external or internal reasons that cause one to perform at the best of their ability (Ryan and Deci, 2002). Through working in groups, I as the leader would expect students to perform every...
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...Are Leaders Born or Made? Professional Development-MBA 525 St. Leo University Bruce Hammond February 10, 2013 Abstract This paper will discuss whether the greatest leaders are made or born. While many people are born with natural, instinctive leadership qualities and traits; many people can become great leaders with the training, earned respect and situations or environment. This paper will also discuss what makes an effective leader. Paper Section Whether great leaders are born or are they made is a greatly debated subject. Some people are certainly born with leadership instinct(s) that may never be fully realized and developed. Others may have traits that may not be traditionally thought of as natural born leader traits but they possess other skills and the desire to lead that can turn them into an effective leader. "Leaders are developed. Leadership is nothing more than a collection of skills, that when employed, produces results." (Garic, 2006) In today's ever-changing job market and economy, many leaders and many types of effective leaders will be needed. Leadership development is the way to mold various personal traits: personality, talent, honesty, ability, sincerity, skill, confidence, integrity, into a good leader. As Pace states: "There are no set rules for what makes a good leader, but most successful leaders can draw on several qualities to help them lead." (Pace, 2006) Leaders draw on personal experience, as well as, training, knowledge...
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...Essay Question Compare and Contrast Two theories of motivation. Suggest how a team leader might use these theories to motivate their team. Motivation according to Vroom (1964) is based within the individual , which influences one to complete a task. It is important for team leaders to motivate their team in order to 'improve productivity' (Hyun and Oh ,2011, P103) and ensure that employees enjoy their jobs. Many theories of motivation have been developed, which allows team leaders use in work to motivate their teams The theory's which will be compared and contrasted in this essay are:- Herzbergs two-factor theory and Adams equity theory. Herzbergs theory, has become widely used as well as an respectable theory for explaining motivation and job satisfaction( Oscar,2005). Whilst Adam theory of equity explains the concept of perception of equitability and inequitability experience by the individual which determines how motivation they are. (Al-Zawahreh and Al-Madi 2012) Herzbergs (Herzbergs 1968) two factor theory of motivation was developed from responses of workers through the use of an 'critical incident' interviewing technique , in comparison to the equity theory which was developed through the use of the laboratory. (French et al, 2011). Hence the methodology issues raised in both questions the reliability of the theory's. This being, for the former (two-factor theory) although gathered data from real life industries of work,socially desirable answer may...
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...All three phrases basically refer to looking forward to the end of the work week. We spend most of our lifetime working at our career, job, or our personal business. Positive motivation is important in both our professional and personal time during the day; it brings in happiness and health into our lives. Because we spend most of our time at work, I’m going to talk about the benefits of intrinsic and extrinsic motivation at our jobs. In the appendix of this paper is an article called, “The Impact of Intrinsic and Extrinsic Motivators on Employee Engagement in Information Organizations” by Rajesh Singh. This paper will go over a summary of the article and how the article relates to motivation. Additional references will be made from the text book, “Management” by Schermerhorn, J., & Bachrach, D., for a comparison and contrast to the article. Lastly, all the information presented in this paper will show how a manager could become a more effective leader in the 21st century. Let’s begin with a summary of the article Research study This is a research article that was conducted from St. John’s University in New York, within the division of Library and Information Science (LIS). Ninety-eight students from the LIS management class held a research study from spring of 2013 to spring of 2014. This study was to prove that intrinsic motivation was more effective than the traditional rewards and punishment methods, or sometimes referred to as “carrot and stick”. Before the research...
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...What are your top 3 motivators? In their jobs or in their everyday life style, people use motivators to help them get through the work they have to do. Everyone has different ways to motivate themselves; some people like to work on challenging projects, and others like to be able to have friendly interactions with their coworkers or even have the power to be in charge of the project that they’re working on. If an employer is able to have motivated employees, it help them run their business successfully. For my first motivator, I like to be rewarded for a job well done. If I know that after I’m done doing a job or simply a school project, it will give me a reason to work harder for it. It will motivate me to do a good job on it and my employer happy. If I were to go in for a shift one day and know that I won’t be getting paid I would consider that like volunteer work that I didn’t volunteer for. I’m not saying that doing volunteer work is a bad thing but for me being able to have something to look forward to will make me work harder at my job or assignment. As a second motivator would be being able to work with friends or people that I like. If I were to be stuck working with people I didn’t enjoy being with I would have almost zero motivation to work. If I have to work with people I don’t like I probably won’t be able to get along with them and that would just cause conflict in our group. Some people are able to work like that because they take their part of the work and go...
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...the perfect leader and does he or she exist. * The shape of the perfect leader he or she must have: i. A vision of the future (where are we going) ii. The ability to encourage followers to jump into that experience (work through the many changes that are required to achieve that vision). iii. Make a self-improvement for themselves and their followers. It can make them to be a good coaches and mentors. iv. Empowering their followers to get things done (delegates). * There are no perfect leaders because a good leaders always trying to improve themselves through self-study, education, mentorship, making mistakes and then learning from that mistake. These statements give us the answer that the perfect leader does not exist. The perfect leader should not think that they are the perfect one because they should improve their qualities by learning from the situational and their followers. * Even though there is NO perfect leader, the GOOD LEADER still exist. That means the good leader requires deep human qualities, beyond conventional notions of authority. A good leader would be able to identify the organizations goals or specific targets. The leader than should be able to impart these goals to his team members and commit them to work hard and intelligently to achieved the desired organizational goals. 2. Does a leader need to be motivated? How can leaders maintain themselves to stay motivated? * Great motivation secret of GREAT LEADERS. * A leader...
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...happiness. Employees who are adequately motivated to perform will be more productive, more engaged and feel more invested in their work. Employee motivation has always been an issue, I believe, for leaders and managers. Unmotivated employees are likely to spend little or no effort in their jobs, avoid the workplace as much as possible, exit the organization if given the opportunity and produce low quality work. On the other hand, employees who feel motivated to work are likely to be persistent, creative and productive, turning out high quality work that they willingly undertake. Reality however is that every employee has different ways to become motivated and as leaders and managers we need to get to know, and understand, our employees well and be able to use different tactics to motivate each of them based on their personal wants and needs. Motivation can also be defined as something inside a person that drives them to action. This motivation varies in different people. We can also say that motivation is the willingness to work at a certain level of effort. Motivation emerges, in theories, out of needs, values, goals, intentions, and expectation. Motivation comes from within, so, as leaders need to cultivate and direct the motivation that our employees already have. As leaders, we need to develop and encourage good employee performance, and good performance comes from strong employee motivation - but we can’t motivate employees, it’s down to them! Motivation is an internal...
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...Theory X assumes that the average person is lazy, and only work for money and security. So the only way to get people to work is by using strict control. Theory Y assumes that most people are motivated by those things at the top of Maslow’s hierarchy. In 1966, Herzberg found that what motivated people at work, and then he divided the causes into motivators and hygiene factors. Motivators give workers job satisfaction, such as responsibility, while hygiene factors give job dissatisfaction to employees, such as wages and working conditions. However, this conclusion is subjective because he only interview 200 accountants and engineers, so same improvement might be asked for following years. In conclusion, the theories can be divided into two groups. The scientific management/Theory X/hygiene factors group argues that workers are lazy, need controlling and are only interested in monetary rewards. The Maslow’s hierarchy of needs/Theory Y/motivators group argues that workers have many needs that might be achieved if they have more control and responsibility. Market...
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...enumerating or discussing all of Dr. McClelland’s contributions to the scientific community; rather my intent is to present a critique of his conceptualization of leadership, outline his theoretical grounding, and discuss the key features of his theories. Contributions McClelland’s contributions to leadership are centered on human motivation and how these motivations affect people in the managerial context. In 1961, he published “The Achieving Society” in which he identified three motivators that were common to everyone in varying degrees: 1) Achievement 2) Power 3) Affiliation (McClelland, 1977) According to McClelland, each of these motivators exists to varying degrees in each of us, and are learned, or socially developed. Individual action is to a significant degree driven by the combination of these attributes. In “The Achieve Society”, McClelland point out that in most cases people aren’t normally aware of what drives them, despite the fact that the combination of these motivators significantly impacts how they work with others and the types of roles that best suites them (McClelland, 1961). Achievement Achievement oriented people are driven to master complex challenges, to overcome goals, find solutions, and they enjoy positive feedback on their success. They are also highly motivated by standards of excellence, well-defined objectives, and clear roles. High achievement oriented people tend to set challenging goals for themselves and are more apt to take...
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...2010-1-183 NUR-A- ALAM 2010-1-184 ALI AKBAR 2010-1-185 TAREQ IQBAL 2010-1-186 to mr. ahsan habib leading L eading is considered as the third basic managerial function. It is the set of processes used to get members of organization to work together to advance the interests of the organization. Leading involves directing, influencing & motivating employees to perform tasks. The people who can influence the behavior of others without having to rely on force, those are accepted by others as leaders. So a manager is necessarily a leader, but a leader may not be a manager. Leadership: The word leadership comes from the word “LEAD” which means to guide, to conduct or to direct. In general, Leadership is the ability to influence others. Leadership is the process of directing the subordinates to accomplish the organizational goal in a way that the group members are driven to perform according to their highest capability. According to Newstorm,’Leadership is the process of encouraging & helping others to work enthusiastically towards objectives.’ H.Rooky says, ‘Leadership is the art or process of influencing people so that they will strive willingly...
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...Developing a Motivational Plan Gina Smith Grand Canyon University: EDA-575 Educational Leadership in a Changing World February 10, 2013 Motivating Teachers In any work environment one of the most important things to learn about human relations is how to motivate people to do things. One of the most obvious objectives in a job is pay, but there are other motives in the line of work they chose. School environments differ from business environments by their objectives. In a school environment, the product that is to be constructed is the knowledge that students will gain. School leaders seek to motivate their teachers in order to motivate students to become successful learners. The projected outcome in a school environment is that all students became successful learners. I have worked in my school for nine years. During this time, I have worked for two different principals and worked with a variety of teachers. I have worked with different personalities and I have witnessed what motivates people to do what they do. I have witnessed teachers who were motivated by the results of their students’ progress. Some teachers were simply there for the paycheck and did not seek to further challenge their students’ academic abilities. In our current situation, we have been working with a new principal and counselor for two years now. This change took some time for everyone to adjust. Our former principal was goal driven, respected, and was very convincing and motivating...
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...collegial style as a leader running his team in New York. Although aggressive, his leadership style was portrayed as a participative, often called democratic. The participative leadership style helps employees accept changes easily because they play a role in the process. His Ideas move freely and his discussions were discus openly. As a leader Ron Powell encourage people to share their Ideas, and then synthesizing that information into the best possible decision. Ron offered a great deal of flexibility and a better way of doing things. Ron’s democratic leadership style brought the best out of his subordinates in New York. He capitalizes on their skills and talents by allowing them to share their views, rather than expecting them to conform. Ron was able to keep the communication process open and respect the Ideas of his team. As a result, his team members had a high job satisfaction and high productivity. Ron was recognized throughout the organization as a great leader for his style of leadership and turning around that division. 2. Explain this situation in terms of one or two motivation theories. According to the passage, Ron’s motivation can be base on the Cognitive Evaluation Theory. The basic perspective of motivation is needs, behavior, and satisfaction. Cognitive Evaluation Theory suggests that there are actually two motivation systems: Intrinsic and Extrinsic * Intrinsic motivators: Achievement, responsibility and competence, motivators that come from the...
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...Deana Lawrence, 70211 Organizational Management JFT2 Task 1 A. Analysis Document A1. Bill Bailey Bill Bailey’s position in the decision of whether or not the merger should happen is not simply a business decision. With these different aspects to be considered with the merger, utilizing Vroom’s Expectancy Theory will help to guide his very difficult decision. This theory offers a framework to utilize the director position as leader to influence others and persuade them to support the merger. First and foremost are the community objections to the merger. This is where both the opera and the symphony received the majority of their funding so it would have to be taken into account that the public was opposed mostly due to the fact that the opera and symphony were so different in nature and they were concerned that the two would be melted into one big pot instead of keeping their identities separate. The biggest reason for the supporter concerns with this melting possibility is that they want their donations to go to specific performances and if all the funds received all went to a big pot, their donations wouldn’t be reaching the programs they are donating to. Vroom’s Expectancy Theory has three areas; Expectancy, Instrumentality, and Valance. Expectancy: To put Vroom’s theory into action, Mr. Bailey would need to guarantee that the merger would benefit both performing arts companies through positive revenue for the symphony plus providing more exposure for the opera. Instrumentality:...
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