Motivation

Motivation

o  Motive : is the inner state that energises , activates & directs or channels the behaviour of individuals towards certain specified goals.

o  Motivation : signifies the level, direction & persistence of effort expanded in work.

o  Motivating : when one individual induces another person to channel his/her energies in the right direction.

Definition

o  Stephen .P.Robbins : “Motivation is the willingness to exert high levels of effort toward organisational goals, conditioned by effort ability to satisfy some individual need”.

o  Fred Luthans : “Motivation is a  process that starts with a psychological or physiological deficiency or need that activates behaviour or a drive that is aimed at a goal or incentive”.

Theories

Content theories

o  Maslow’s Need Hierarchy

o  Alderfer’s ERG theory

o  McClelland’s theory

Process theories

o  Adam’s Equity theory

o  Vroom’s Expectancy theory

o  The Porter & Lawler model

o  Goal setting theory

Content theories: examine the needs/motives of individuals that influence their behaviour.

Cognitive/process theory: examine the dynamic process of how people rationally assess work situations & make rational decisions as to whether , & to what extent ,they ought to engage in work behaviour.

         

                         

ERG theory

o  Existence: denotes the desire for psychological, material &physical wellbeing.

o  Relatedness : for satisfying interpersonal relationships & friendships;

o  Growth : for personal growth & development.

McClelland’s  theory(1961)

o  achievement motivation (n-ach)

o  authority/power motivation (n-pow)

o  affiliation motivation (n-affil)

o  David mcclelland's needs-based motivational model

o  These needs are found to varying degrees in all workers and managers, and this mix of motivational needs characterises a person's or manager's style and behaviour, both in terms of being motivated, and in the management and motivation others.

The need for achievement (n-ach)

o  The n-ach person is 'achievement motivated' and therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.

  The need for authority and power (n-pow)

o  The n-pow person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.

The need for affiliation (n-affil)

o  The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.

Adam’s Equity Theory

Adams called personal efforts and rewards and other similar

'give and take' issues at work respectively 'inputs' and 'outputs' ,

Inputs are logically what we give or put into our work.

Outputs are everything we take out in return.

These terms help emphasise that what people put in their work

 includes many factors besides working hours,

 and that what people receive from their work includes many

 things aside from money.

Porter & lawler model

o  This is a Process motivation model, meaning that it is primarily aimed at explaining what gives behavior consistency over time—what is necessary, for example, to keep motivation at a continuing high level.  While the model includes rewards (as it must), note that it does not tell us what combination (or type) of reward is more or less powerful.

Vroom’s Expectancy Theory

o  Expectancy

o  Instrumentality

o  Valance

o  Force

Goal setting Theory

o  Telling someone to "Try hard" or "Do your best" is less effective than "Try to get more than 80% correct" or "Concentrate on beating your best time." Likewise, having a goal that's too easy is not a motivating force. Hard goals are more motivating than easy goals, because it's much more of an accomplishment to achieve something that you have to work for.

Five Principles of Goal Setting

o  To motivate, goals must take into consideration the degree to which each of the following exists:

o  Clarity.

o  Challenge.

o  Commitment.

o  Feedback.

o  Task complexity.

Management Vs Administration

Simply put, management can be understood as the skill of getting the work done from others
. It is not exactly same as administration, which alludes to a process of effectively administering the entire organization. The most important point that differs management

from the administration is that the former is concerned with directing or guiding the

operations of the organization, whereas the latter stresses on laying down the policies

and establishing the objectives of the organization.

Broadly speaking, management takes into account the directing and controlling functions
of the organization, whereas administration is related to planning and organizing function.

With the passage of time, the distinction between these two terms is getting blurred, as

management includes planning, policy formulation, and implementation as well, thus

covering the functions of administration. In this article, you will find all the substantial d

ifferences between management and administration.

Content: Management Vs Administration

1. Comparison Chart
   
   
2. Definition
   
   
3. Key Differences
   
   
4. Conclusion
   
   

Comparison Chart

Management is defined as an act of managing people and their work, for achieving a common goal by

using the organization’s resources. It creates an environment under which the

manager and his subordinates can work together for the attainment of group objective.

It is a group of people who use their skills and talent in running the complete system of the

organization. It is an activity, a function, a process, a discipline and much more.

Planning, organizing, leading, motivating, controlling, coordination and decision making are

the major activities performed by the management. Management brings together 5M’s of the

organization, i.e. Men, Material, Machines, Methods, and Money. It is a result oriented

activity, which focuses on achieving the desired output.

Difference Between Management and Administration

Definition of Administration

The administration is a systematic process of administering the management of a business

the organization, an educational institution like school or college, government office or any

nonprofit organization. The main function of administration is the formation of plans,

policies, and procedures setting up of goals and objectives, enforcing rules and regulations,

etc.

Administration lays down the fundamental framework of an organization, within which the

management of the organization functions.

The nature of administration is bureaucratic. It is a broader term as it involves forecasting,

planning, organizing and decision-making functions at the highest level of the enterprise.

Administration represents the top layer of the management hierarchy of the organization.

These top-level authorities are either owners or business partners who invest their capital in

starting the business. They get their returns in the form of profits or as a dividend.

Key Differences Between Management and Administration

The major differences between management and administration are given below:

1. Management is a systematic way of managing people and things within the organization. The administration is defined as an act of administering the whole organization by a group of people.
2. Management is an activity of business and functional level, whereas Administration is a high-level activity.
3. While management focuses on policy implementation, policy formulation is performed by the administration.
4. Functions of administration include legislation and determination. Conversely, functions of management are executive and governing.
5. Administration takes all the important decisions of the organization while management makes decisions under the boundaries set by the administration.
6. A group of persons, who are employees of the organization is collectively known as management. On the other hand, administration represents the owners of the organization.
7. Management can be seen in the profit-making organization like business enterprises. Conversely, the Administration is found in government and military offices, clubs, hospitals, religious organizations and all the non-profit making enterprises.
8. Management is all about plans and actions, but the administration is concerned with framing policies and setting objectives.
9. Management plays an executive role in the organization. Unlike administration, whose role is decisive in nature.
10. The manager looks after the management of the organization, whereas administrator is responsible for the administration of the organization.
11. Management focuses on managing people and their work. On the other hand, administration focuses on making the best possible utilization of the organization’s resources.

Conclusion

Theoretically, it can be said that both are different terms, but practically, you will find that the terms

are more or less same. You would have noticed that a manager performs both

administrative and functional activities. Although the managers who are working on

the topmost level are said to be the part of administration whereas the managers working

on the middle or lower level represents management. So, we can say that administration is 

above management.

Different types or kinds keeping in view the levels of management

Manager

Any person who controls all the activities of the business concern is called the manager of the organization. In the organization, any head of the department is also known as the manager of his department. For example in the organization, there is production manager, sales manager and finance manager.



TYPES or KINDS OF MANAGERS

Managers can be classified into the following two bases.

A. LEVELS OF MANAGEMENT.
B. AREAS OF MANAGEMENT.


A. LEVELS OF MANAGEMENT:-

Keeping in view the level managers can be divided into three categories :

1. Top Level Managers:- 

Chief executive, Chairman, Directors, Managing directors, General managers type people are included in the top level managers. They control the overall business of the organization. They are responsible to determine the objectives of the firm. They also formulate the policies to achieve these objectives. We may also call them upper-level executives.

Chairman's, Chief Executive, Managing Directors, Directors, General Manager.

2. Middle-Level Management:- 
These are departmental heads in the organization. These are named finance managers and personnel managers. They implement policies of the top level managers. They coordinate and supervise the activities of the low-level managers.Production Managers, Sales Managers, Personal Managers, Finance Managers.

3. Low-Level Management:- 
These are commonly known as supervisors, foremen and shift in-charge. These coordinate and supervise the activities of employees working in the firm. They solve the daily problems and motivate the workers to improve the quality of the product.Supervisor, Foreman, Shift In-charge.



B. AREAS OF MANAGEMENT:-

There are different kinds of managers on the basis of areas. These managers can be divided according to their duties which they perform. Every manager performs the duties according to his area of specialization.

1. Finance Managers:-
All the financial activities of the organization are controlled by the finance manager. They are expert in mobilizing the resources of the firm. They are specialist to maintain the books of account and investment. They also know about the legal procedure of borrowing and lending. In this regard, they complete all the legal documents to deal with the banks.

2. General Managers:-
These are also called administrative managers. They provide overall control of the firm. They are not associated with any specific area. The managers relating to their specialized areas are controlled by the general managers. They coordinate the activities of all the managers of specialized areas. General Manager may call the captain of the ship. He provides guidance to the heads of various departments.

3. Operative Managers:-
Those managers who control the production process are called managers operation. They manage the system to convert the resources into goods and services normally they are engineers.

4. Personal Managers:-
These managers are engaged in human resource programs. They design the system to hire, train, and to evaluate the performance of employees. They also ensure that organization follows the rules and regulations of the Govt. relating to employees rights.

5. Marketing Managers:-
These managers control the sale of the organization. They are expert in marketing research, advertising, distribution and sales promotion. These people play the very important role for the organization because they create and increase the demand for the product.

Management Definitions by Great Management Scholars

It is very difficult to give a precise definition of the term 'Management'. Different scholars from different disciplines view and interpret management from their own angles. The economists consider management as a resource like land, labour, capital and organisation. The bureaucrats look upon it as a system of authority to achieve business goals. The sociologists consider managers as a part of the class elite in the society.

Management and leadership author Stephen Covey describes the Seven Habits model of management and leadership for personal and business growth. The Seven Habits are: be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand and then to be understood, synergize, and learn from previous experience.

According to George R. Terry, ''Management Is a distinct process consisting of planning, organising, actuating and controlling; utilising in each both science and art, and followed in order to accomplish pre-determined objectives."

According to Harold Koontz, "Management is the art of getting things done through others and with formally organised groups."

According to F.W. Taylor, "Management is the art of knowing what you want to do and then seeing that they do it in the best and the cheapest way."

According to Peterson and Plowman, "Management may be defined as the process by means of which the purpose and objectives of a particular human group are determined, clarified and effectuated"

One popular definition is by Mary Parker Follett. Management, she says, is the "art of getting things done through people."

Management is a multipurpose organ that manages a business and manages Managers and manages Workers and work.               Peter Drucker