Motivation
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Leadership & Motivation (issues in International Market)
IZHAR AHMAD ROLL NO: 49 MBA III semester
1
MOTIVATION
Psychological feature that contributes to a person’s degree of commitment.
Also includes the factor that cause, channel and sustain human behavior in particular committed direction.
It is the management process of infusing people’s behavior on this knowledge of “ What Makes People Tick”
2
Contd….
Motivation and motivating, both deal with range of conscious human behavior somewhere between 2 extremes :
Reflex actions such as a sneeze or flutter of the eyelids.
Learned habits brushing one’s handwriting skills.
such teeth
as or
3
Motivation and motivating
Basic Assumptions Motivation is commonly assumed to be good thing.
Motivation is one of the several factors that goes into a person’s performance.
Motivation is in short supply and is need of periodical replenishment.
Motivation is a tool with which manager can arrange job relationships in organizations.
4
Theories of Motivation 1.
Early views of motivation
2.
Contemporary views of motivation
5
Early views of motivation
Motivation was one of the earliest concepts. Traditional model:
Workers had been expected to accept management’s authority in return for higher wages.
Human Resources Model:
This model focused on more factors and not only on money.
people want to contribute to meaningful cause.
Human relations’ model:
People wanted to be recognized as individual. People want to feel useful and important.
6
Contemporary Views of Motivation
Need theory A
person is motivated if a certain levels of satisfaction is not attained with one’s life. A satisfied need is not a motivator.
7
Maslow hierarchy of Needs Self Self Actualization Actualization needs needs Esteem Esteemneeds needs
Belongingness Belongingnessneeds needs
Safety Safetyand andsecurity securityneeds needs
Physiological Physiologicalneeds needs 8
ERG Theory
Existence needs Relatedness needs Growth needs
9
Two Factor Theory of Motivation
Dissatisfier (hygiene factors)salaries, working conditions and company policy. Satisfiers (motivating factors)achievement, responsibility and advancement.
10
Issues in international market
Motivational difference on the basis of1. Religion. 2. Uncertainty avoidance 3. Power distance
11
1. Religion
People of different countries have different religions . Different values accompanying those religions. For e.g.- religions in India place greater emphasis on allowing events to develop in their own way. On the other hand North Americans are more likely to practice religions that teach them to try to control matters. 12
Uncertainty avoidance
How willing people are to face uncertainty? How much do they prefer to know what is happening and not to take too many risks? People who thrive on uncertainty may not have strong job assuring needs. So these people have different kind of motivational needs.
13
Power distance
People in US,UK,Canada and other countries havetrouble accepting the ides that others have more power than they do. On the other hand people in india,moxico and korea do not.
14
LEADERSHIP
Is a process of directing and influencing the task-related activities of group members. It involves other people. It involves unequal distribution of powers between leaders and group members.
15
In the past business believed that a leader was like the captain of ship:cool,calm and collected But now we see that leaders need to be human,they need to be in touch, they need to be emphatic,and they need to be with people. 16
Leaders need to be a part of what’s going on and not apart from what’s going on.
17
Theories of leadership
Traditional theories of lesdership. Modern theories of leadership.
18
Traditional theories of lesdership.
Trait theory of leadership. From traits to states and skills development. Group and exchange theories of leadership. Follower’s impact on leaders. The Leader-Member Exchange (LMX) Model. 19
Trait theory of leadership.
The scientific analysis of leadership started off by concentrating on the trait approach to leadership. Attention was given to the search for universal traits possessed by leaders. The result of this voluminous research effort were generally very disappointing. 20
It was found that leaders were more intelligent than average of the group being led,but, interistingly was not the most intelligent of the group.
21
From traits to states and skills development.
Moving away from fixed traitlike approach ,here main focus was on development of skills. Here development of skills were considered very necessary for leaders to meet today’s challenge.
22
Group and exchange theories of leadership.
This theory have roots in social psychology. Acccording to this theory there must be positive exchange between the leaders and followers in order for group goals to be accomplished.
23
Follower’s impact on leaders
This theory states that followers may actually affect leaders as much as leaders affect followers. This indicated that leaders and followers have two way affect over each other.
24
The Leader-Member Exchange (LMX) Model.
This theory says that leaders treat individual followers differently. Leaders and their associates develop (two person) relationships that affect the behavior of both.
25
Modern theories of leadership
Charismatic leadership theories. Transformational leadership theory A Social cognitive approach Authentic leadership
26
Charismatic leadership theories
It is the old concept which states that leaders are those who “by force of their personal abilities are capable of having profound and extraordinaryeffects on followers”
27
Transformational leadership theory
This theory is based on leaders shifting the values,beliefs,and needs of their followers. This is done for changing situations for better. Developing followers into leaders. Inspiring people
28
A Social cognitive approach
In this leadership approach,followers are actively involved in the process. Together with the leader they concentrate on their own and one another’s behavior.
29
Authentic leadership
It is a process that draws from both positive psychological capacities and a highly developed organizational context,which results in both greater self-awareness and selfregulated positive behaviors on the part of leaders and associates,fostering positive self-development. 30
Leadership issues in international market
Power distance Uncertainty avoidance Humane orientation Institutional collectivism In-group collectivism Assertiveness Future orientation Performance orientation 31
Power distance
The degree to which members expect power to be distributed equally. People in US,UK,Canada and other countries havetrouble accepting the ides that others have more power than they do. On the other hand people in india,moxico and korea do not. 32
Uncertainty avoidance
How willing people are to face uncertainty? How much do they prefer to know what is happening and not to take too many risks? People who thrive on uncertainty may not have strong job assuring needs. So these people have different kind of motivational needs. 33
Humane orientation
It is reflecte in the degree to which organizations encourages and rewards individuals for being fair,generous,caring, and kind to others.
34
Institutional collectivism
It is described as the degree to which organizational and societal institutional practices encourage and reward the collective distribution of resources and collective actions.
35
In-group collectivism
It is the degree to which individuals express pride,loyalty,and cohesiveness in their organizations or familes. It differs from country to country.
36
Assertiveness
It is defined as the degree to which individuals are k ,confrontational,and aggressive in their relationships with others.
37
Future orientation
Is the extent to which individuals engage in future-oriented behaviors such as delaying gratification,planning,and investing in the future.
38
Performance orientation
It is suggested by the degree to which an organization encourages and rewards group members for performance improvement and excellence.
39
CASE STUDY Korn/Ferry International - IMA India leadership study
Korn/Ferry International (NYSE:KFY), a premier global provider of talent management solutions, announced the early findings of a study of C-level executives in India conducted in association with International Market Assessment (IMA) India, a boutique research firm. Utilizing Korn/Ferry’s unique Strategic Management Assessment process, approximately 100 top Indian executives from IMA’s India CEO Forum and India CFO Forum were evaluated to gauge how their leadership styles compare to the “best in class” profiles of over top executives in North America. Interestingly, the Indian leaders assessed demonstrated remarkably different leadership styles and emotional competencies from their western counterparts, while proving to be just as strategic in terms of their decision-making and thinking styles. 40
Findings of the KFI-IMA Indian Leadership Study
Indian Leaders Exhibit “Task-Focused” and “Intellectual” Styles Similar to Executives in the Four Dragon Countries: Korn/Ferry’s assessment model measures how leaders present themselves to those they want to influence, i.e., their “leadership style.” The Firm’s assessment work internationally has found that as managers move up through an organization, they typically adopt less formal leadership styles to encourage knowledge sharing and cooperation. The study shows a significant difference between the leadership styles of C-level Indian executives and their North American counterparts, however, indicating that they are much more task-focused and intellectual and less social and participative. In other words, they are more hierarchical and less concerned about building consensus. In this way, Indian leaders ranked most closely to executives assessed earlier from the “Four Dragons” countries (Hong Kong, Korea, Singapore and Taiwan).
41
Strategic Decision-Making and Thinking Styles Bode Well for Indians on the Global Stage: How managers use information and make decisions are based on habits formed through experience, and these “thinking styles” are expressed when an executive is alone. The study revealed that Indian executives were highly action-focused, complex and creative, which means they make decisions considering many options with a focus on highquality. In other words, they are strategic – in fact, they are as strategic as Western best-in-class executives. This bodes well as focusing on strategic vision was listed as the most critical Western leadership practice for Asian companies seeking to “go global” to embrace, according to another Korn/Ferry survey conducted with the Economist Intelligence Unit last year. 42
Emotional Competencies Key to Success in the Long Term: The Indian execs’ emotional competencies diverged the most from those in the West, ranking lower in terms of ambiguity tolerance, empathy, energy and confidence, all of which impact their interpersonal communication and ability to access information, which is a key to success. 43
Questionsssss?????????
44
…..THANK YOU……..
45
IZHAR AHMAD ROLL NO: 49 MBA III semester
1
MOTIVATION
Psychological feature that contributes to a person’s degree of commitment.
Also includes the factor that cause, channel and sustain human behavior in particular committed direction.
It is the management process of infusing people’s behavior on this knowledge of “ What Makes People Tick”
2
Contd….
Motivation and motivating, both deal with range of conscious human behavior somewhere between 2 extremes :
Reflex actions such as a sneeze or flutter of the eyelids.
Learned habits brushing one’s handwriting skills.
such teeth
as or
3
Motivation and motivating
Basic Assumptions Motivation is commonly assumed to be good thing.
Motivation is one of the several factors that goes into a person’s performance.
Motivation is in short supply and is need of periodical replenishment.
Motivation is a tool with which manager can arrange job relationships in organizations.
4
Theories of Motivation 1.
Early views of motivation
2.
Contemporary views of motivation
5
Early views of motivation
Motivation was one of the earliest concepts. Traditional model:
Workers had been expected to accept management’s authority in return for higher wages.
Human Resources Model:
This model focused on more factors and not only on money.
people want to contribute to meaningful cause.
Human relations’ model:
People wanted to be recognized as individual. People want to feel useful and important.
6
Contemporary Views of Motivation
Need theory A
person is motivated if a certain levels of satisfaction is not attained with one’s life. A satisfied need is not a motivator.
7
Maslow hierarchy of Needs Self Self Actualization Actualization needs needs Esteem Esteemneeds needs
Belongingness Belongingnessneeds needs
Safety Safetyand andsecurity securityneeds needs
Physiological Physiologicalneeds needs 8
ERG Theory
Existence needs Relatedness needs Growth needs
9
Two Factor Theory of Motivation
Dissatisfier (hygiene factors)salaries, working conditions and company policy. Satisfiers (motivating factors)achievement, responsibility and advancement.
10
Issues in international market
Motivational difference on the basis of1. Religion. 2. Uncertainty avoidance 3. Power distance
11
1. Religion
People of different countries have different religions . Different values accompanying those religions. For e.g.- religions in India place greater emphasis on allowing events to develop in their own way. On the other hand North Americans are more likely to practice religions that teach them to try to control matters. 12
Uncertainty avoidance
How willing people are to face uncertainty? How much do they prefer to know what is happening and not to take too many risks? People who thrive on uncertainty may not have strong job assuring needs. So these people have different kind of motivational needs.
13
Power distance
People in US,UK,Canada and other countries havetrouble accepting the ides that others have more power than they do. On the other hand people in india,moxico and korea do not.
14
LEADERSHIP
Is a process of directing and influencing the task-related activities of group members. It involves other people. It involves unequal distribution of powers between leaders and group members.
15
In the past business believed that a leader was like the captain of ship:cool,calm and collected But now we see that leaders need to be human,they need to be in touch, they need to be emphatic,and they need to be with people. 16
Leaders need to be a part of what’s going on and not apart from what’s going on.
17
Theories of leadership
Traditional theories of lesdership. Modern theories of leadership.
18
Traditional theories of lesdership.
Trait theory of leadership. From traits to states and skills development. Group and exchange theories of leadership. Follower’s impact on leaders. The Leader-Member Exchange (LMX) Model. 19
Trait theory of leadership.
The scientific analysis of leadership started off by concentrating on the trait approach to leadership. Attention was given to the search for universal traits possessed by leaders. The result of this voluminous research effort were generally very disappointing. 20
It was found that leaders were more intelligent than average of the group being led,but, interistingly was not the most intelligent of the group.
21
From traits to states and skills development.
Moving away from fixed traitlike approach ,here main focus was on development of skills. Here development of skills were considered very necessary for leaders to meet today’s challenge.
22
Group and exchange theories of leadership.
This theory have roots in social psychology. Acccording to this theory there must be positive exchange between the leaders and followers in order for group goals to be accomplished.
23
Follower’s impact on leaders
This theory states that followers may actually affect leaders as much as leaders affect followers. This indicated that leaders and followers have two way affect over each other.
24
The Leader-Member Exchange (LMX) Model.
This theory says that leaders treat individual followers differently. Leaders and their associates develop (two person) relationships that affect the behavior of both.
25
Modern theories of leadership
Charismatic leadership theories. Transformational leadership theory A Social cognitive approach Authentic leadership
26
Charismatic leadership theories
It is the old concept which states that leaders are those who “by force of their personal abilities are capable of having profound and extraordinaryeffects on followers”
27
Transformational leadership theory
This theory is based on leaders shifting the values,beliefs,and needs of their followers. This is done for changing situations for better. Developing followers into leaders. Inspiring people
28
A Social cognitive approach
In this leadership approach,followers are actively involved in the process. Together with the leader they concentrate on their own and one another’s behavior.
29
Authentic leadership
It is a process that draws from both positive psychological capacities and a highly developed organizational context,which results in both greater self-awareness and selfregulated positive behaviors on the part of leaders and associates,fostering positive self-development. 30
Leadership issues in international market
Power distance Uncertainty avoidance Humane orientation Institutional collectivism In-group collectivism Assertiveness Future orientation Performance orientation 31
Power distance
The degree to which members expect power to be distributed equally. People in US,UK,Canada and other countries havetrouble accepting the ides that others have more power than they do. On the other hand people in india,moxico and korea do not. 32
Uncertainty avoidance
How willing people are to face uncertainty? How much do they prefer to know what is happening and not to take too many risks? People who thrive on uncertainty may not have strong job assuring needs. So these people have different kind of motivational needs. 33
Humane orientation
It is reflecte in the degree to which organizations encourages and rewards individuals for being fair,generous,caring, and kind to others.
34
Institutional collectivism
It is described as the degree to which organizational and societal institutional practices encourage and reward the collective distribution of resources and collective actions.
35
In-group collectivism
It is the degree to which individuals express pride,loyalty,and cohesiveness in their organizations or familes. It differs from country to country.
36
Assertiveness
It is defined as the degree to which individuals are k ,confrontational,and aggressive in their relationships with others.
37
Future orientation
Is the extent to which individuals engage in future-oriented behaviors such as delaying gratification,planning,and investing in the future.
38
Performance orientation
It is suggested by the degree to which an organization encourages and rewards group members for performance improvement and excellence.
39
CASE STUDY Korn/Ferry International - IMA India leadership study
Korn/Ferry International (NYSE:KFY), a premier global provider of talent management solutions, announced the early findings of a study of C-level executives in India conducted in association with International Market Assessment (IMA) India, a boutique research firm. Utilizing Korn/Ferry’s unique Strategic Management Assessment process, approximately 100 top Indian executives from IMA’s India CEO Forum and India CFO Forum were evaluated to gauge how their leadership styles compare to the “best in class” profiles of over top executives in North America. Interestingly, the Indian leaders assessed demonstrated remarkably different leadership styles and emotional competencies from their western counterparts, while proving to be just as strategic in terms of their decision-making and thinking styles. 40
Findings of the KFI-IMA Indian Leadership Study
Indian Leaders Exhibit “Task-Focused” and “Intellectual” Styles Similar to Executives in the Four Dragon Countries: Korn/Ferry’s assessment model measures how leaders present themselves to those they want to influence, i.e., their “leadership style.” The Firm’s assessment work internationally has found that as managers move up through an organization, they typically adopt less formal leadership styles to encourage knowledge sharing and cooperation. The study shows a significant difference between the leadership styles of C-level Indian executives and their North American counterparts, however, indicating that they are much more task-focused and intellectual and less social and participative. In other words, they are more hierarchical and less concerned about building consensus. In this way, Indian leaders ranked most closely to executives assessed earlier from the “Four Dragons” countries (Hong Kong, Korea, Singapore and Taiwan).
41
Strategic Decision-Making and Thinking Styles Bode Well for Indians on the Global Stage: How managers use information and make decisions are based on habits formed through experience, and these “thinking styles” are expressed when an executive is alone. The study revealed that Indian executives were highly action-focused, complex and creative, which means they make decisions considering many options with a focus on highquality. In other words, they are strategic – in fact, they are as strategic as Western best-in-class executives. This bodes well as focusing on strategic vision was listed as the most critical Western leadership practice for Asian companies seeking to “go global” to embrace, according to another Korn/Ferry survey conducted with the Economist Intelligence Unit last year. 42
Emotional Competencies Key to Success in the Long Term: The Indian execs’ emotional competencies diverged the most from those in the West, ranking lower in terms of ambiguity tolerance, empathy, energy and confidence, all of which impact their interpersonal communication and ability to access information, which is a key to success. 43
Questionsssss?????????
44
…..THANK YOU……..
45
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