Midterm Reviewer: Service Culture – IT 317 PDF

SERVICE CULTURE – IT 317 MIDTERM REVIEWER Motivation Objective: The significance of motivation in leadership Assess one's own motivation. Ascertain ways to enhance one's present drive to cultivate capable leadership.Why motivation is a key component of leadership Evaluate one’s personal m...

SERVICE CULTURE – IT 317 MIDTERM REVIEWER Motivation Objective: The significance of motivation in leadership Assess one's own motivation. Ascertain ways to enhance one's present drive to cultivate capable leadership.Why motivation is a key component of leadership Evaluate one’s personal motivation Determine how to improve one’s current motivation in order to develop competent leadership MOTIVATION - A fundamental framework that encourages us to continue moving toward desired or anticipated goals Theories of Motivation 1. Two-Factor Theory (Frederick Herzberg) Assumes that certain factors result in satisfaction but their absence may not lead to dissatisfaction ✔ Intrinsic motivation - characterized by value-based rewards, interest or delight in the task itself, and a person's motivation stems from enjoying the action rather than its rewards (e.g., hobbies). ✔ Extrinsic motivation – based on the performance of an activity in order to attain an outcome *Three types of Extrinsic Motivation - External (Environmental reward or punishment contingencies)  - Introjected (Desire to avoid guilt and recrimination) - Identified (Desire to express important self-identifications) 2. Goal-Setting Theory (Edwin Locke) The goal setting theory, which Locke developed in the 1960s, makes the assumption that "goal setting" is related to task performance and that setting clear, difficult goals and receiving the right feedback improves task performance. Goals indicate and give direction to an individual about what needs to be done and how much effort is required to be put in to achieve a given task or goal 3. Drive Theory Predicated on the idea that psychological needs are innate in organisms, that meeting these needs motivates individuals or organisms to take action, and that drives decrease as a result A negative state of tension is created when the needs are not satisfied; anxiety builds along with other negative emotions. States that when needs are met and a drive is reduced, the organism returns to a state of relaxation or calm 4. Acquired Needs (David McClelland) Assumes that we have needs that are formulated over time based on our experiences *Types of motivational needs: - Achievement - Authority - Affiliation **Focused on achievement It postulated that only a few people have achievement motivations and that people with stronger achievement needs make better leaders  Management and Leadership Conflict MANAGEMENT - Management is the human activity of creating or supporting systems or organizations—a formal role—and bringing people together to achieve desired goals and objectives. - LEADERSHIP Leadership is considered a value that defines performance direction. It is also a competency. It is assumed that the right kind of leadership results in concentrated effort towards the achievement of actual performance excellence. Leader-Manager Between the roles is TRUST: The biggest factor that differentiates one from the other is the loyalty and following afforded by staff. There is an unspoken layer of trust. Followers are often driven by loyalty through the practice of “free will”. Staff or subordinates are often driven by a certain measure of fear. Followership is looked upon as a phenomenon resulting from recognized motivations. Lessons in Motivation 1. Motivation is personal - A good leader takes the time to learn what motivates each individual 2. The effect of fear and other external “motivators” (including bonuses) is likely to diminish over time 3. Fear is negative and exhausting 4. People’s motivation often lines up with their strengths – Keep an eye on people’s strengths 5. People need clear goals and expectations, and consistent communication to remain motivated 6. Motivation is different from manipulation 7. People often say money is what motivates them, however, it usually isn’t the money itself, but rather what the money brings that really motivates them 8. Never assume everyone likes public recognition 9. While group motivation is certainly possible, and teamwork has its own desirable dynamics, ultimately motivation comes from inside each person PERSONAL VISION & MISSION Objective Synthesize learning about self-awareness, self-regulation, and motivation and discover how they define an individual’s value system Discuss how a concrete mission and vision translates to performance results Compose a personal mission and vision statement MISSION – A mission defines your purpose VISION – A vision extends your mission to an ideal future state Self-Determination As a process of endorsing one’s actions at the highest level of reflection”, we expectedly “experience a sense of freedom” once self-determined In building vision statements, self-determination refers to a process of self-discovery Values Paying due attention to our values helps us: (a) become more self-aware,  (b) make ethical decisions, (c) prioritize our tasks, (d) develop credibility as a leader Strategic Planning Strategic planning tools help provide us with analytical compasses so we do not lose our way. D-S-T-P D – Draw S – See T – Think P – Plan P-D-C-A MISSION 1. Do you know why you are here? 2. Do you know what your mission is? 3. Have you ever wondered what your mission is? Goals Goal-setting is a process by which we identify our goals o When we know our goals, we know what direction to take in order to fulfill them. o From a task-oriented perspective, goal-setting gives you long-term vision and short-term motivation. S-M-A-R-T Goal