Previously, the term "motivation" was simply a word I often used interchangeably with "inspiration". I thought the two were one in the same. After further enhancing my knowledge of the subject, I found that I was very wrong in my thoughts, and motivation was a word and subject all its own.
In the article, Wellborne presents the concept of fear and ways in which it is used within organizations to drive results that align with the company's goals. In my current work setting, several supervisors manage their teams by instilling fear of unwanted consequences. Other supervisors manage their teams by withdrawing the aspect of fear, in hopes that by lowering the thought of consequence and increased focus on the task or goal itself, desired departmental goals will be achieved. Not all supervisors that instill fear are successful, nor are supervisors that neglect to instill fear. The reading was interesting to me in terms of researching factors and methods other than fear that produce an organization's desired results from employees.
Shah and Shaw mention that motivational drives differ among individuals and that individuals are motivated based upon their area of interest. I find this statement to be agreeable, as differing interest result in the need for various motivational approaches among individuals. Expressing to me the need to keep my house clean so that guests will be impressed means nothing to me if I do not care to have guests over, thus I will not be motivated to clean. However, by expressing the need clean in order to avoid ants or roaches will motivate me to act immediately, as I have a fear of insects and definitely would avoid their presence at all costs.
The reading mentions that when fear is presented, employees will weigh the fear-induced event against their ability to cope with the consequence(s). This theory is one in which I never considered and found it to be significantly relevant to my organization. As mentioned above, supervisors within my organization have different methods of motivating their teams to produce desired results. The finding of this concept provides insight as to why supervisors may or may not be successful when they attempt to instill fear as a means of achieving department/organizational goals. For example, employees who do not achieve monthly goals allow the risk of being terminated. If the employee can cope with losing his or her employment with the organization (consequence), they may be less motivated to achieve monthly goals, versus an employee who cannot afford to lose their job with the organization. In this scenario, the supervisor may manage both employees and instill fear; however, the outcome will differ.
Jeremy Bentham's "The Carrot and the Stick Approach" theory of motivation most applies to the current work setting within my organization. This theory is working, in some aspect. Various contests are conducted to increase sales and production rates among employees with prizes being small, such as a free lunch in the cafeteria or a company t-shirt. Again however, as each individual is motivated in differently, these contests may be effective to some employees who desire recognition for their sales, or the prize offered. Other employees may not be interested in recognition or the prize; therefore their efforts will be minimal.
When motivating others in a global and multi-cultural organization, it is critical that the communication be ethical. Leaders must understand that all cultures differ, and motivational communication must be scripted as such. Persons of various cultures have different values and goals; therefore any motivational means must be tailored to provoke action based on the cultural values and goals of the audience. Context also must be acknowledged among cultures so that the communication is not offensive to the audience. When understood and executing accordingly, leaders can successfully motivate individuals of various cultures.
To be a successful leader in the 21st Century, leaders should understand various theories and concepts of motivation (Carrot and the stick, achievement, power, etc.). Leaders should also understand that these theories should be applied base upon the audience in which they are trying to motivate. Fear is often used as a way to motivate others to act, however this method may not always be appropriate for the situation. By understanding this, leaders will have the capability to efficiently motivate audiences to act to achieve desired results.
The website www.learningandteaching.info, provides further detail of what motivates others to act. The website introduces two concepts to the motivation theory: intrinsic/expressive and extrinsic/instrumental. The intrinsic individual would be motivated to act based on a reward which would benefit his or herself. The extrinsic individual would be motivated to act based on other reasons. Wellborne does not segment the audience intended to be motivated, and does not acknowledge that individuals differ and motivation purposes should be communicated as such.
In my terms, Motivation is triggering others to act in a way in which desired results of the motivator are achieved. My newfound knowledge on the theories and concepts of motivation will allow me to improve my communication by providing me the necessary tools to properly encode communication to my audience and achieve desired results. I now understand that as individual differ, they also require different approaches for motivational purposes. Reward in exchange for a desired outcome must also vary among individuals, and knowing this I now understand that rewards must differ when possible to increase the success of my communication and achieve desired results. Knowing this will allow me to tailor my message appropriately for various audiences.
In the article, Wellborne presents the concept of fear and ways in which it is used within organizations to drive results that align with the company's goals. In my current work setting, several supervisors manage their teams by instilling fear of unwanted consequences. Other supervisors manage their teams by withdrawing the aspect of fear, in hopes that by lowering the thought of consequence and increased focus on the task or goal itself, desired departmental goals will be achieved. Not all supervisors that instill fear are successful, nor are supervisors that neglect to instill fear. The reading was interesting to me in terms of researching factors and methods other than fear that produce an organization's desired results from employees.
Shah and Shaw mention that motivational drives differ among individuals and that individuals are motivated based upon their area of interest. I find this statement to be agreeable, as differing interest result in the need for various motivational approaches among individuals. Expressing to me the need to keep my house clean so that guests will be impressed means nothing to me if I do not care to have guests over, thus I will not be motivated to clean. However, by expressing the need clean in order to avoid ants or roaches will motivate me to act immediately, as I have a fear of insects and definitely would avoid their presence at all costs.
The reading mentions that when fear is presented, employees will weigh the fear-induced event against their ability to cope with the consequence(s). This theory is one in which I never considered and found it to be significantly relevant to my organization. As mentioned above, supervisors within my organization have different methods of motivating their teams to produce desired results. The finding of this concept provides insight as to why supervisors may or may not be successful when they attempt to instill fear as a means of achieving department/organizational goals. For example, employees who do not achieve monthly goals allow the risk of being terminated. If the employee can cope with losing his or her employment with the organization (consequence), they may be less motivated to achieve monthly goals, versus an employee who cannot afford to lose their job with the organization. In this scenario, the supervisor may manage both employees and instill fear; however, the outcome will differ.
Jeremy Bentham's "The Carrot and the Stick Approach" theory of motivation most applies to the current work setting within my organization. This theory is working, in some aspect. Various contests are conducted to increase sales and production rates among employees with prizes being small, such as a free lunch in the cafeteria or a company t-shirt. Again however, as each individual is motivated in differently, these contests may be effective to some employees who desire recognition for their sales, or the prize offered. Other employees may not be interested in recognition or the prize; therefore their efforts will be minimal.
When motivating others in a global and multi-cultural organization, it is critical that the communication be ethical. Leaders must understand that all cultures differ, and motivational communication must be scripted as such. Persons of various cultures have different values and goals; therefore any motivational means must be tailored to provoke action based on the cultural values and goals of the audience. Context also must be acknowledged among cultures so that the communication is not offensive to the audience. When understood and executing accordingly, leaders can successfully motivate individuals of various cultures.
To be a successful leader in the 21st Century, leaders should understand various theories and concepts of motivation (Carrot and the stick, achievement, power, etc.). Leaders should also understand that these theories should be applied base upon the audience in which they are trying to motivate. Fear is often used as a way to motivate others to act, however this method may not always be appropriate for the situation. By understanding this, leaders will have the capability to efficiently motivate audiences to act to achieve desired results.
The website www.learningandteaching.info, provides further detail of what motivates others to act. The website introduces two concepts to the motivation theory: intrinsic/expressive and extrinsic/instrumental. The intrinsic individual would be motivated to act based on a reward which would benefit his or herself. The extrinsic individual would be motivated to act based on other reasons. Wellborne does not segment the audience intended to be motivated, and does not acknowledge that individuals differ and motivation purposes should be communicated as such.
In my terms, Motivation is triggering others to act in a way in which desired results of the motivator are achieved. My newfound knowledge on the theories and concepts of motivation will allow me to improve my communication by providing me the necessary tools to properly encode communication to my audience and achieve desired results. I now understand that as individual differ, they also require different approaches for motivational purposes. Reward in exchange for a desired outcome must also vary among individuals, and knowing this I now understand that rewards must differ when possible to increase the success of my communication and achieve desired results. Knowing this will allow me to tailor my message appropriately for various audiences.
References
Welbourne, T. (1995, March). Fear: The Misunderstood Component of Organizational Transformation. Human Resource Planning, 18(1), 30-37. Retrieved February 26, 2009, from Business Source Complete database.
Shah, K. & Shaw, P. (n.d) Motivation. Retrieved February 26, 2009, from http://www.laynetworks.com/Motivation.html.
Learning and teaching. (2007).Motivation to learn. Retreived February 26, 2009, from http://www.learningandteaching.info/learning/motivation.htm.
Tutor2u. (2007). Motivation in theory-herzberg two factor theory. Retreived February 26, 2009, from http://www.tutor2u.net/business/people/motivation_theory_herzberg.asp.
Shah, K. & Shaw, P. (n.d) Motivation. Retrieved February 26, 2009, from http://www.laynetworks.com/Motivation.html.
Learning and teaching. (2007).Motivation to learn. Retreived February 26, 2009, from http://www.learningandteaching.info/learning/motivation.htm.
Tutor2u. (2007). Motivation in theory-herzberg two factor theory. Retreived February 26, 2009, from http://www.tutor2u.net/business/people/motivation_theory_herzberg.asp.
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