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What is Motivation

The willingness to exert high level of

effort towards organizational goals,conditioned by ability to satisfy

individual need.

The 3 key elements are effort, goals

and need.

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McGregors Motivation Theory

McGregor looks at how a manager's

perceptions of what motivates his or

her team members affects the wayhe or she behaves.

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McGregors Theory X

Theory X workers:

Dont like working

Need to be told what to do Cant be trusted to make a decision

Are only interested in MONEY/SAFETY

Must be closely watched

Need to be controlled

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McGregor's Theory Y

Theory Y workers:

Enjoy their work

Will work hard to get rewards Participate in decision making

Are motivated by things other than money

Have self control

Are innovative and creative

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ASSUMPTIONS OF THEORY X VERSUS

THEORY Y MANAGERS

EMPLOYEES:

Dislike/avoid workRequire coercion

Shun responsibility

Have little ambition

Seek security

EMPLOYEES:

Naturally expend effortWill exercise self-discretion

Accept and seek responsibility

Have creative capacity

Have high level needs

TM 2-3

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc., 1998

School System Administrators

TEACHERS TEACHERSMotivate by:

Threats

Supervision

Sing-In Sheets

Fear

Intimidation

Motivate by:

Trust

Shared Responsibility

Encouragement

Risk-taking

Creativity

Collaboration

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Understanding the Theory

Your management style is strongly influenced

by your beliefs and assumptions about whatmotivates members of your team:

If you believe that team members dislike work,you will tend towards an authoritarian style ofmanagement.

On the other hand, if you assume thatemployees take pride in doing a good job, youwill tend to adopt a more participative style.

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