1. ARPITA SHARMA
Ph.D. RESEARCH STUDENT
ARGICULTURAL COMMUNICATION
DEPT OF GBPUA&T, PANTNAGAR
EMAIL. ID-arpii2008@gmail.com

3. Management
Management in business and human
organization activity is simply the act of
getting people together to accomplish desired
goals. Management comprises planning,
organizing, staffing, leading or directing, and
controlling, an organization a group of one or
more people or entities or effort for the
purpose of accomplishing a goal.

4. Abraham Maslow’s “Need
Hierarchy Theory

5. MASLOW'S NEED HEIRARCHY
• The most basic need emerging first and
The most sophisticated need at last
• People move up the hierarchy one level at
a time
• As basic or lower-level needs are
satisfied, higher-level needs become
operative
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6. Level I - Physiological Needs
• The most basic human needs include
food, water, clothing, shelter.
• The organization helps to satisfy
employees' physiological needs
Saturday, October 13, 2012 6

7. Level II - Safety Needs
• The desires for security and stability, to
feel safe from harm
• The organization helps to satisfy
employees' safety needs by benefits
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8. Level III - Social Needs
• The desires for affiliation include
friendship and belongingness
• The organization helps to satisfy
employees' social needs through sports
teams, parties, and celebrations.
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9. Level IV - Esteem Needs
• The desires for self-respect and respect or
recognition from others.
• The organization helps to satisfy
employees' esteem needs by matching
the skills and abilities of the employee to
the job.
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10. Level V - Self-Actualisation
Needs
• The desires for self-fulfillment and the
realization of the individual's full potential
• The supervisor can help fulfill self-
actualization needs by assigning tasks
that challenge employees' minds
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11. Herzberg’s Motivation-Hygiene
Theory
• Motivator Factors
• Achievement
• Recognition
• Work Itself
• Responsibility
• Promotion
• Growth
• Hygiene Factors
• Pay and Benefits
• Company Policy and Administration
• Relationships with co-workers
• Physical Environment
• Job Security
• Salary

12. BEING A MOTIVATING
MANAGER
• Treat staff well
• Think like a winner
• Recognize the differences
• Set realistic goals
• Prevent Demotivation
• Non-financial rewards

13. Theory X and Theory Y
 Douglas McGregor
 Philosophical view of humankind with his
 Theory X and Theory Y in 1960.

14. Theory X
• People have an inherent dislike for work and will
avoid it whenever possible.
• People must be coerced, controlled, directed, or
threatened with punishment in order to get them
to achieve the organizational objectives.
• People prefer to be directed, do not want
responsibility, and have little or no ambition.
• People seek security above all else.

15. Theory Y
• Work is as natural as play and rest.
• People will exercise self-direction if they are
committed to the objectives (they are NOT lazy).
• Commitment to objectives is a function of the
rewards associated with their achievement.
• People learn to accept and seek responsibility.
• Creativity, ingenuity, and imagination are widely
distributed among the population. People are
capable of using these abilities to solve an
organizational problem.
• People have potential.

16. McClelland's work is-
Achievement motivation (n-ach)
Affiliation motivation (n-affil)
Power motivation (n-pow)
October 13, 2012
Theories of Diffusion 16

17. Need for Achievement
• Achievement motivated people thrive on
pursuing and attaining goals
• They take moderate risks
• They like to get immediate feedback on
how they have done
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18. Need for Power
• Power motivated individuals see almost
every situation as an opportunity to seize
control or dominate others
• They love to influence others
• They like to change situations whether or
not it is needed
• They are willing to assert themselves
when a decision needs to be made
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19. Need for Affiliation
• Affiliation motivated people are usually
friendly and like to socialize with others
• They will usually respond to an appeal for
cooperation
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20. ALDERFER'S ERG

21. Existence Needs
• These are the desires for material and
physical well being
• These needs are satisfied with food,
water, air, shelter, working conditions, pay,
and fringe benefits
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22. Relatedness Needs
• These are the desires to establish and
maintain interpersonal relationships
• These needs are satisfied with
relationships with family, friends,
supervisors, subordinates, and co-workers
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23. Growth Needs
These are the desires:
 To be creative
 To make useful and productive contributions
 To have opportunities for personal
development
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24. Porter and Lowler Model
Perceived
Perceived
Value of
Value of Equitable Rewards
Equitable Rewards
Reward
Reward
Intrinsic
Intrinsic
Ability & Traits
Ability & Traits Rewards
Rewards
Performance
Performance Satisfactio
Satisfactio
Efforts
Efforts Accomplishme
Accomplishme nn
nt
nt
Role
Role
Perception
Perception Extrinsic
Extrinsic
Rewards
Rewards
Perceived Effort –
Perceived Effort –
Reward Probability
Reward Probability
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25. Cognitive Evaluation Theory
• External reward – Internal reward
• Instead of treating external factors like
pay, incentives, promotion and internal
factors like interest, drives, cognition is to
be such that even when external
motivators are not there the internal
motivation continue.