Motivation and Leading Technical People

Preview
Two contrasting views (Theories X and Y)
Approaches to Motivation
a. Content Theories (based on human needs)
b. Process Theories (behavior is determined by expected outcomes)
Nature of Leadership
Effectively motivating Technical Professionals

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

Motivation: An inner state that energizes, activates, or moves
and that directs or channels behavior toward goals.

Company Goals

Motivation is the feeling that directs

the person toward goals
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

We can define motivation in terms of three measures

1. Direction

Direction
(When several alternatives are available)
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

We can define motivation in terms of three measures

2. Strength of behavior when choice is made

Strength

Bigger heart shows larger motivation

Direction

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

We can define motivation in terms of three measures

3. Persistence of Behavior

Strength

Persistence shows the consistency and continuousness

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

There is only one way if you want the people to make something for you

Making them want to do it.

In other words, motivate them.

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

McGregors Theory X and Theory Y
Two sets of assumptions to motivate people

Theory X
1. Management is responsible for organizing the elements of
productive enterprise (money, materials, equipment, people)
2. We have to motivate people, direct their efforts, control their
actions and modify their behavior to fit the needs of organization
3. If we dont do this people would be passive even resistant to
organization needs. They must be persuaded, rewarded, punished,
and controlled by management.
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

Summary of Theory X
People always have to be motivated by management
er
g
a
Man

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

Theory X
Behind this conventional theory there are several beliefs
to support
1.The average person is by nature indolent
2. He lacks ambition, dislikes responsibility, prefers to be led.
3. He is self-centered, indifferent to organizational needs.
4. He is by nature resistant to change.
5. He is gullible, not very bright, the ready dupe of charlatan
and demagogue
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

Theory X

This is carrot-and-stick approach

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

Theory Y
Theory Y is opposite of the Theory X as following;

Theory Y
1. Management is responsible for organizing the elements of
productive enterprise (money, materials, equipment, people)
Same as Theory 1
2. People are not passive by nature. They have become so as a
result of experience in organizations.
3. The motivation, potential, and the readiness to direct behavior
toward organization goal are all present in people.
4. Main task of management is to arrange organizational conditions
and methods of operation so that people can achieve their own
goals.
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

Theory X relies upon external control of human behavior.
Treats people as child
Not valid for knowledge workers such as engineers
Not valid even for manual workers of developed societies

Theory Y relies upon self-control and self direction.

Knowledge has to be self-directed.
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

OTHER THEORIES
CONTENT THEORIES

Based on human needs and

and satisfaction of them

PROCESS THEORIES

Behavioral choices are made

more rationally based on expected
outcomes

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

CONTENT THEORIES:
Maslows Hierarchy of Needs
In this theory, there are 5 needs and each need rests on the
prior satisfaction of another.

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

CONTENT THEORIES:
Maslows Hierarchy of Needs
In this theory, there are
5 needs and each need
rests on the prior
satisfaction of another.

Minimum Level

Self-actualization Needs
Esteem Needs
Affectionate Needs
Safety and Security Needs
Physiological Needs

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

CONTENT THEORIES:
Maslows Hierarchy of Needs
Self-actualization Needs
Esteem Needs
Affectionate Needs

Safety and Security Needs

Physiological Needs
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

CONTENT THEORIES:
Herzbergs two-factor theory:
Factor 1 is called hygiene factors. Factor 2 is called motivation factors.
Motivation
Factors
(motivators)

2
Hygiene
Factors

1
Assoc.Prof.Dr.B.G.etiner

Self-actualization Needs
Esteem Needs
Affectionate Needs
Safety and Security Needs
Physiological Needs

Motivation and Leading Technical People

CONTENT THEORIES:
McClellands trio of needs:
Mixture of three needs

Need for
achievement

Need for
power

Need for
affiliation
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

CONTENT THEORIES:
McClellands trio of needs:
Mixture of three needs

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

PROCESS THEORIES:
In process based theories, human need is part of mechanism.
These theories put greater emphasis on the expectation of
favorable consequences or rewards

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

PROCESS THEORIES:
Equity Theory:
Based on the simple belief that people want to be treated fairly relative
to the treatment of others.

Job 1 = Job 2
Money 1 = Money 2
....... = ......
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

PROCESS THEORIES:
Expectancy Theory:
Relates the effort a person puts forward to the expectation of achieving
some desired goal.

1
Effort-to-Performance
Expectancy

2
Performance-to-outcome
Expectancy

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

PROCESS THEORIES:
Expectancy Theory: Relates the effort a person puts forward to the
expectation of achieving some desired goal.
Environment

Effort

Performance

Outcomes

Ability
Effort-to-Performance
Expectancy

Performance-to-outcome
Expectancy
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

PROCESS THEORIES:
Porter-Lawler Extension to Expectancy Theory: It adds satisfaction to
the Expectancy Theory.

Effort

Performance

Outcomes

Satisfaction

* Personal effort, abilities, role perceptions, environment determine performance

* Performance, in turn, leads to intrinsic and extrinsic rewards as in expectancy
* The perceived equity determines the satisfaction
* Satisfaction influences future effort

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

PROCESS THEORIES:
Porter-Lawler Extension to Expectancy Theory: It adds satisfaction to
the Expectancy Theory.

Effort

Performance

Outcomes

Satisfaction

Expectancy Theory + Satisfaction + Feedback for future effort

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

PROCESS THEORIES:
Behavior Modification (Reinforcement Theory): Motivation (behavior)
followed by an event (reinforcement) which affects the repetition of
behavior.

Effort

Performance

Outcomes

Satisfact
Event ion

Reinforcement
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

PROCESS THEORIES:
Behavior Modification (Reinforcement Theory): Motivation (behavior)
followed by an event (reinforcement) which affects the repetition of
behavior.
Reinforcement

Satisfact
Event ion

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

PROCESS THEORIES:
Behavior Modification (Reinforcement Theory): Motivation (behavior)
followed by an event (reinforcement) which affects the repetition of
behavior.
Reinforcement
Positive Reinforcement: Increases the repetition of desired behavior by
providing a reward (promotion, recognition etc)
Negative Reinforcement: Increases the repetition of desired behavior by
letting the employee escape from undesired consequences
Punishment: Decreases the repetition of undesired behavior by
imposing penalties
Extinction: Decreases the repetition of undesired behavior by
simply ignoring and using positive reinforcement

Motivation and Leading Technical People

PROCESS THEORIES:
Behavior Modification (Reinforcement Theory): Motivation (behavior)
followed by an event (reinforcement) which affects the repetition of
behavior.
Reinforcement
Positive
Reinforcement

+
Extinction

Punishment
Reinforcement
Negative
Reinforcement
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

LEADERSHIP
Process of getting cooperation of other people to achieve a desired goal.
NATURE OF LEADERSHIP
Ability to get men to do what they dont want to do and like it.
Mixture of persuasion and compulsion
The great leader is the one who can show people that their self-interest
(benefit) is different from that which they perceived.

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

NATURE OF LEADERSHIP
Mixture of persuasion and compulsion

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

NATURE OF LEADERSHIP
Leadership is formal (titular) or non-formal.

They have the authority

(power of reward and
punishment)

They are true leaders

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

LEADERSHIP TRAITS (PERSONAL CHARACTERISTICS)
There are 4 personal characteristics for leadership
Physical Qualities: Health, Vitality, Endurance
Personal Attributes: Personal Magnetism, Cooperativeness,
enthusiasm, ability to inspire, persuasiveness, forcefulness,
and tact
Character Attributes: Integrity, Humanism, Self-discipline,
Stability and Hard working
Intellectual Qualities: Mental capacity, ability to teach others,
scientific approach to problems
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

MYERS-BRIGGS PREFERENCES
They measure personal preferences on four scales, each
made up of two opposite preferences:
Extroversion E (Focused on the outer world of people and things)
versus Introversion I (Focused on the inner world of ideas)
Intuition N (focused on the future, with a view toward patterns and
possibilities) versus Sensing S (focused on the present feelings)
Thinking T (basing decisions on logic and objective analysis of
cause and effect) versus Feeling F (subjective evaluation-emotional)
Judging J (preferring to have things settled-a planned and
organized approach to life) versus Perceiving P (preferring
to keep options open-a flexible and spontaneous approach to life)
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

MYERS-BRIGGS PREFERENCES
Two successful groups are
ENTJ
(Extroversion-Intuition-Thinking-Judging)

INTJ
(Introversion-Intuition-Thinking-Judging)
ISFP
(Introversion-Sensing-Feeling-Perceiving)

Assoc.Prof.Dr.B.G.etiner

Engineering managers

Scientists, Researchers

Worst case,
non-experienced
professional

Motivation and Leading Technical People

LEADING TECHNICAL PEOPLE
GENERAL NATURE OF TECHNICAL PROFESSIONAL
Special Characteristics of technical professionals are as follows:
High Need for Achievement
Desiring Autonomy (Independence)
Tending to identify first with their profession (then company)
Seeking to maintain their expertise

Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

LEADING TECHNICAL PEOPLE
DIFFERENCES AMONG TECHNICAL PROFESSIONALS
Scientists versus Engineers
Higher value on independence in science people
True scientist is assumed to have doctorate but typical engineer
begins with B.S. Degree and later MS.c degree
Scientists put a high value on professional autonomy and publication
of results
Scientists look for reputation outside the company
Scientist tries to add his new findings to literature whereas new
findings of engineer are usually proprietary information to company
Assoc.Prof.Dr.B.G.etiner

Motivation and Leading Technical People

LEADING TECHNICAL PEOPLE
Dimensions of Technical Leadership
Successful technical leaders should master five strategic dimensions
1. Coach for peak performance: listen, ask, facilitate, integrate,
provide administrative support
2. Run Organizational Interference: Obtain resources, support
professionals and minimize the bureaucracy
3. Orchestrate Professional Development
4. Expand Individual Productivity through Teamwork
5. Facilitate Self-management

Assoc.Prof.Dr.B.G.etiner