Motivation

1. Definition of motivation

Motivation is the personal internal "force" that causes people to work to achieve organizational goals and by doing it to satisfy their personal needs.

When we say that a job motivates employees, we mean that it activates this force or the process within employees to behave in a particular way. When it seems that employees work only to achieve the general goals of an organization, they behave in this way only to achieve their own purposes to satisfy their needs.

The task of the manager is to create the possibilities for the employees to satisfy their needs to the full extent as a reward for their work and skills.

Practical management is based on certain scientific theories.

2. Scientific theories of motivation

There are several scientific theories of motivation. Taken to­gether, these models of motivation represent a good "guide book" for managers. We shall consider only some of them.

One of the first approaches to employees' motivation was Fre­derick Taylor's scientific theory. Taylor believed that employees work only for money and that they must be closely supervised and managed. He reasoned that the pay should be tied to output be­cause workers "soldiered" or worked slowly. He said that the more a person produced, the more he or she should be paid. This gave rise to the piece-rate system under which employees are paid a certain amount for each unit of output they produce. This theory didn't take into account social processes in the workplace.

Douglas McGregor labeled this view Theory X and then de­scribed an alternative view called Theory Y which was based on the idea that employees can be motivated to behave as responsible members of an organization when it is clear to them that accomplishing the organizational goals will bring them personal rewards. This leads to the dedication and loyalty to the firm that are in evidence at the Japanese firms with the common desire to do the job well. Dedication and satisfaction of employees' needs can thus increase productivity. People will work towards goals to which they are committed.

McGregor maintained that his theory (Theory Y) was much more effective as a guide for managers. However, human motiva­tion is a complex and dynamic process to which there is no simple key. A variety of factors must be considered in any attempt to in­crease motivation.

III. Find the English equivalents:

внутренняя сила человека, удовлетворять личные нужды, вести себя определенным образом, создавать возможности для служащих, в полной мере, как награда за работу и умения, основываться на научных теориях, вместе взятые, являться хорошим руководством, только за деньги, пристально наблюдать и руководить, работать медленно, платить определенное количество, принимать во внимание, социальные процессы, назвать этот подход теорией Х, альтернативный подход, вести себя как ответственные члены организации, быть ясным для кого-либо, достигая цели организации, приносить личную выгоду (награды), … и преданности компании, всеобщее желание, делать работу хорошо, повысить продуктивность, сложный и динамичный процесс, простое решение (простой ключ), разнообразие факторов, попытка повысить мотивацию.

IV. Complete the sentences.

1. Motivation is the personal internal “force” …

2. When it seems that employees work …

3. The task of the manager is to …

4. One of the first approaches to …

5. This gave rise to the piece-rate …

6. Douglas McGregor labeled this view …

7. This leads to the deduction and …

8. However, human motivation is a …

V. Agree or disagree to the following.

1. Motivation is the personal external “force” that causes people to work.

2. Practical management is based on certain scientific theories.

3. There is one scientific theory of motivation.

4. Scientific theories are of no use for managers.

5. One of the first approaches to employee’s motivation was Fre­derick Taylor's scientific theory.

6. Taylor believed that employees work only for money.

7. Taylor said that the less a person produced, the more he or she should be paid.

8. Taylor’s theory gave rise to the piece-rate system.

9. This theory didn’t take into account social processes in the workplace.

10. Douglas McGregor’s theory was based on the idea that employees can be motivated to behave as responsible members of an organization.

11. At the Japanese firms people have no dedication and loyalty.

12. There’s no connection between satisfaction of employee’s needs and productivity.

VI. Make up a dialogue discussing the ways your supervisors motivate you to work effectively. Do you think the existing means insignificant or of great value?

VII. Decide what features are typical of Theory X and what of Theory Y.

1. Employees work only for money.

1. Employees must be closely supervised and managed.

1. Employees can be motivated to behave as responsible members of an organization.

1. The pay should be tied to output because workers “soldier” or work slowly.

1. Employees realize that accomplishing organizational goals they’ll get personal rewards.

1. Employees have a common desire to do the job well.

1. This theory gave rise to the piece-rate system.

1. This theory didn’t take into account social process in the workplace.

1. Dedication and satisfaction of employee’s needs can increase productivity.

1. People work towards goals to which they are committed.

VIII. Say it in one word:

• smth coming from inside of a person (i…)

• a person, who remembers everything and always fulfils all tasks (r…)

• a number of same things (a…)

• a place, where a person works (w…)

• smth a person gets for a well done job (r…)

• a synonym for “wish” (d…)

• to try to avoid a job (to s…)

• antonym for “to lower” (i…)

IX. Answer the questions.

1. What is motivation?

2. What is the task of the manager?

3. How many scientific theories do you know?

4. What was Frederick Taylor’s approach?

5. Why did he connect the amount of output and money?

6. What is the piece-rate system?

7. What are the disadvantages of this theory?

8. Who suggested an alternative view called Theory Y?

9. What is this theory based on?

10. What firms give us a brilliant example of “a common desire to do the job well”?

X. Speak to the following.

Imagine you are a president of an airline company. How would you motivate your employees to work better?

Lesson XVI

I. Read and translate the following international words without using a dictionary:

american, psychologist, hierarchy, pyramid, realization, social, basic, context, adequate, physical, emotional, pension, plan, human, informal, organization, promotion, form, potential, individual, to start, career, to motivate, person.

II. Remember the following words:

employment context – рабочая среда

pension plans – зд. пенсионное обеспечение

esteem - уважение

retirement – выход на пенсию

endeavor - предприятие