Lesson-2( Chapter-3: Motivating Environment+ Chapter-4:Leadership: Trait and Attitudinal Approaches )

DQ1. Are the motivation theories discussed in this chapter exclusive to the United States or are they more widespread? What are the popular motivational theories in different countries? Are they the theories discussed in chapter 3 or are there other theories of motivation? How do these other theories, if any, compared to the traditional motivation theories?

QD.1: Answer:

Are the motivation theories discussed in this chapter exclusive to the United States or are they more widespread?

The word ‘motivation’ has been derived from the word motive, which means will to do something. Motivation is goal-directed behavior. It is the set of forces that direct an individual’s behavior to achieve organizational goals. When we talk about motivational theories, it is essential to relate them to the situations (environment). Before determining whether these theories are exclusive to the United States or more widespread, it is better to have an idea about how theories are made. Behavioral theories cannot be developed by studying a single person’s behavior, but it includes a set of research activities conducted over a large number of people from different background so that its results or outcomes could be more applicable to all people in all situations.

Motivational theories are mainly concerned with the various factors which affect people to behave in a certain ways. It always seeks to answer why some people are highly motivated and others are not. Although people have no exact behaviors, they may have more or less the same types of behaviors whether they are in United States or any parts of world. Therefore, these motivational theories are not different from country to county but it is true that they need to be applied according to the situational frameworks because different people may get motivated by different ways in different situations.

What are the popular motivational theories in different countries?

The popular motivational theories in different counties are as follows:

·         Maslow’s needs theory: In this theory, there are 5 hierarchical need from lower level to higher level such as Physiological needs, safety needs, social needs, esteem needs and self-actualization needs. Once a lower level need is fulfilled, people try to satisfy a higher level of need. For this reason, motivation occurs as people progress from lower level to higher level needs.

·         Alderfer’s ERG theory: This theory explains the needs of people in three ways. First, E stands for Existence needs which is needed for human survival (similar to Maslow’s physiological and safety needs). Second, R stands for relatedness needs which is needed for being social with others (similar to Maslow’s social and esteem of others’ needs). Third, G stands for growth needs which is necessary for higher growth (similar to Maslow’s needs for self-esteem and self –actualization).

·         Herzberg’s Motivation-hygiene theory: This theory says that two factors such as motivators and hygiene factors play a pivotal role in determining the level of people’s satisfaction. Motivators (job content, recognition and growth etc.) motivate and satisfy, whereas hygiene factors (work relations, security and money etc.) can create or reduce dissatisfaction but do not motivate people.

·         McClelland’s theory: This theory is mainly concerned with three basic needs such as need for affiliation (similar to Maslow’s social need), need for power (similar to Maslow’s esteem need) and need for achievement (similar to Maslow’s self-actualization). According to McClelland, everyone has some level of these needs to some extent, but people with high need for achievement can do perform better than others.

·         Theory X and theory Y: Theory X believes that most people are by nature lazy so that they prefer to be directed, don’t involved in taking responsibility and only want safety, whereas theory Y believes that most people are not by nature lazy so that they can be reliable, self-directed and creative at work if motivated properly.

·         Immaturity-maturity theory: This theory tells us that how immature people (like infants) can be changed into mature people (like adults). This theory also believes that mature people having characteristics like active, independent, many behaviors, more interests, long perspective, leadership, self-awareness can be very effective in achieving organizational goals.

·         Other theories: There are lots of other theories which are more or less associated with motivating people. They are, Expectancy theory, Equity theory, Goal setting theory, and Reinforcement theory etc.

Are they the theories discussed in chapter 3 or are there other theories of motivation?

In chapter 3,   the following theories have been discussed as important motivational theories:

·         The hawthorne studies

·         Theory X and theory Y

·         Informal work groups

·         Increasing interpersonal competence

·         Immaturity-maturity theory

·         Motivation-hygiene theory

There are lots of other theories of motivation which are also very important for understanding and motivating people in an effective way. They are somehow different but the core thing is, all these theories are associated with motivating people in different ways. Some of these important theories have been already discussed above so it is not necessary to explain again here.

How do these other theories, if any, compared to the traditional motivation theories?

Let’s talk about traditional theories, the theories which were developed very long time ago when there were no any or very few theories were made. These traditional theories are the breeding grounds for developing the modern theories so that they have contributed lots for making new modern theories. For instance, Maslow’s hierarchical needs theory is considered as one important theory of the traditional theories. The modern theories, like Alderfer’s ERG theory, Herzberg’s motivation-hygiene theory, McClelland’s theory and Argyris’s theory, are more or less related with Maslow’s theory. Therefore, it is certainly true that traditional theories are the foundation for emergence of modern theories, and

These modern theories will be the cornerstone for making a new theory in days to come.

The comparisons of the most important motivational theories are shown in the following table:

Maslow’s needs theory	Argyris’s theory	Herzberg’s Motivation-Hygiene	Alderfer’s ERG theory	McClelland’s     theory
Self-Actualization	Maturity	Motivators	Growth	Needs for Achievement
Ego or esteem Needs				Needs for power
Social Needs	Immaturity	Hygiene factors	Relatedness	Needs for Affiliation
			Existence
Safety Needs
Physiological  Needs

References:

P. Hersey, Kenneth H.Blanchard, Dewey E. Johnson. (2008). Management Of Organization Behavior: Leading Human Resources. New Jersey: Pearson prentice Hall.

DQ No.2. Are there traits that have been identified with successful leaders? Do research in popular business periodicals and identify traits that seem to be associated with managerial success. Are these traits applicable in all situations? Can a person’s future success be predicted by knowing that person’s traits? Why or why not?

DQ No.2: Answer:

Are there traits that have been identified with successful leaders?

Leadership is the process of leading and influencing people towards achieving organizational goals. People may not become successful leaders easily until and unless having leadership traits. Although many experts have identified different traits associated with successful leaders such as empathy, consistency, honesty, direction, communication, flexibility and conviction, Warren Bennis has categorized them into following four common traits:

1.      Management of Attention

It is the ability of a leader in which leader precisely communicates organizational goals or directions so that it gets more attention from followers.

2.      Management of meaning:

This is the ability to create an organizational meaning so that followers can understand the common goals clearly.

3.      Management of trust:

Leaders should be reliable and consistent with the followers. They should be able to create a credible and honesty environment which allow for better performance and growth within the organization.

4.      Management of self:

A successful leader should have an ability to identify one’s self and to apply one’s skills within the limits of one’s strengths and weaknesses.

Traits that seem to be associated with managerial success:

The managerial success is not just the result of traits but having traits can improve the probability of being a successful organization. By doing research in popular periodicals, the following traits have been identified which are more or less associated with the effective performance of any organizations. They are shown below:

—  Communication

—  Leadership

—  Adaptability

—  Emotional Intelligence

—  Hard work and conscientiousness

—  Alert to social environment

—  Ambitions and achievement-oriented

—  Assertive

—  Integrity  and commitment to growth

—  Cooperative

—  Decisiveness

—  Dependable

—  Dominant(Ability to influence others)

—  Energetic(High Activity Level)

—  Persistent

—  Self-Confident

—  Willing to assume risks and responsibilities  

  Are these traits applicable in all situations?

Yes, personal traits could be more or less applicable in all situations whether it could be autocratic or democratic leadership styles. After doing more research on Traits, Bennis found out that these traits are more or less applicable in the following 7 characteristics of Effective Performance:

1.      Business Literacy: personal traits help to know what the business is all about.

2.      People Skills: person’s traits can be used to motivate or to bring out the best in people.

3.      Conceptual Skills: these traits could be helpful to think systematically, creatively, and inventively to solve various problems.

4.      Track Record: Managers could use these traits to know the progress of an activity and track recording accordingly.

5.      Taste-: managerial traits can have ability to choose the right people who are really necessary for the organization.

6.      Judgment: personal traits can help to make quick decisions with new information.

7.      Character: these traits will clearly reflect the character of each individual.

Can a person’s future success be predicted by knowing that person’s traits? Why or why not?

An individual’s success or failure cannot be determined fully by considering just one’s traits as a major factor. There are lots of things in our lives which play an integral part to make us successful. Thus, we cannot say exactly whether the person is going to succeed or not by knowing his/her personal traits. However, they could be plus points for making one’s success. For clear understanding, it can be expressed in the following equation:

Person’s success=F (PT, OP, SV)

Where, PT=Person’s traits

              OP= Other People

              F= Function

             SV= Situational Variables (environment, objects, events and coincidence etc.)

From above education, it can be said that an individual’s success is the function of various factors such as person’s traits (persons having more such traits are likely to be successful in the future), Other people (persons who stay in touch with successful people are inclined to be successful), and situational Variables (persons who work under the perfect environment will get more opportunities to succeed). We have to note here is that an individual may be failure too if these factors play negative roles.

Hence, it can be said that having particular traits increases the probability that an individual will be successful and it is sure if we keep other factors constant. Therefore, person’s success can be predicted partially but not surely because individual’s success or failure is more or less affected by all the above factors.