Rsa https www youtube com watch v u6xapnufjjc

Introduction:

Successful managers and leaders don’t achieve everything on their own.

Their role is in fact to organise and coordinate other people to achieve the

planned objectives. This requires a manager to understand how to

motivate and in�uence those around them as well appreciating how they

can use their power to achieve positive results.

MotivationMotivation

In this writer’s experience, when managers are asked about the challenges

they face in their day to day work, how to motivate people is frequently

cited. What they are really saying is “how can I get my people to be

enthusiastic, energised, contribute, meet their targets and show some

initiative”.

Quite often when motivation is discussed, the novice manager either thinks

that they (the manager) need to do something to motivate an employee or

they blame the employee for being unmotivated.

The reality is that a manager cannot control an individual’s motivation and

they can’t make them get out of bed and come to work. A manager can,

however try to in�uence an individual’s motivation by creating an

environment which meets the individual’s needs. This means giving careful

consideration to how jobs are designed, training and development

provided, reward and recognition systems used and active inclusion in

workplace activities and decisions.

One of the mistakes even experienced managers make is to project their

own motivational drivers onto their employees. For example, just because a

manager may be motivated by the opportunity to be creative in their work,

doesn’t mean their employees �nd the same opportunity motivating.

To help understand motivation, many researchers have considered it from

the perspective of both intrinsic and extrinsic drivers. Various schools of

thought have been further categorised into content or needs based theories

and process based theories. These are further supported and in�uenced by

such concepts as reinforcement and consequences, social elements and an

individual’s values and attitudes towards work (Hitt et al 2012).

Many of these theories are covered in your resources and will provide you

with frameworks for understanding motivation. They won’t always explain

completely what motivates an individual because people are unique and

complex. They will however, provide you with elements to consider when

creating a motivating and therefore productive environment.

In�uence and PowerIn�uence and Power

In ful�lling their managerial roles and functions, managers and leaders must

in�uence those around them so as to get things done. Understanding

others and how to create a motivating environment is an important step to

achieving this, however it is just as important to build in�uencing skills and

understanding the use of power.

In�uencing others draws on a range of communication skills and tactics and

includes such approaches as inspiring others, collaboration, rational

persuasion and applying pressure. Which in�uencing tactic is used will

depend in part on the motivational drivers of the other person as well as the

power that the managers or leader holds.

A well regarded model of power comes from John French and Bertram

Raven and was developed in the late 1950’s and early 1960’s. The model

categorizes power as follows:

PositionalPositional PersonalPersonal

Legitimate

Reward

Coercion

Expert

Referent

Informational

This still has relevance today, although the context may be altered a little.

As you explore the resources on motivation, in�uence and power, be sure to

think of your own situation and drivers. What gets you excited and inspired

to work hard? How do people in�uence you and how do you in�uence

others? What bases of power do you possess and how can you use them

constructively?

ReferencesReferences

Hitt, M. A., Black, S., & Porter, L. W. (2012). Management. Upper Saddle River,

N.J: Pearson Prentice Hall.

Essential Resources:

University of Minnesota. (2015). Principles of

management[e-book]. Retrieved from

http://open.lib.umn.edu/principlesmanagement/ Chapter 14

There is no set text for this subject, however this open source text

provides a good introduction to management, its functions and

challenges faced.

Carton, A. M., Murphy, C., & Clark, J. R. (2015). A (Blurry)

vision of the future: How leader rhetoric about ultimate

goals in�uences performance. Academy of Management

Journal, 1015 (1) Pages 10-36. Retrieved from

http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?

direct=true&db=bsu&AN=99846856&site=ehost-live

Article that questions the role of the leader and their vision of the

future in motivating their teams.

ATummers, L. G., & Knies, E. (2013). Leadership and

Meaningful Work in the Public Sector. Public Administration

Review, 73(6), 859-868. doi:10.1111/puar.12138 Retrieved

from http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?

direct=true&db=eue&AN=91974065&site=ehost-live

This article helps �ll that gap by analysing the role that public leaders

play in making work more meaningful for their employees, which, in

turn, has a positive in�uence on employee job outcomes.

Rachel E. Sturm, R. and Antonakis, J. 2014. Interpersonal

Power: A Review, Critique, and Research Agenda. Journal of

Management 41, (1), 136 – 163 Retrieved from

http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?

direct=true&db=bsu&AN=99946157&site=ehost-live

https://laureate-au.blackboard.com/bbcswebdav/xid-11215487_1
http://open.lib.umn.edu/principlesmanagement/
https://laureate-au.blackboard.com/bbcswebdav/xid-11215488_1
http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=bsu&AN=99846856&site=ehost-live
https://laureate-au.blackboard.com/bbcswebdav/xid-11215490_1
http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=eue&AN=91974065&site=ehost-live
http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=bsu&AN=99946157&site=ehost-live
This article attempts to synthesize, and critique the literature on

power with a focus on its organizational and managerial implications.

The RSA (2010, Apr 1). RSA Animate: Drive: The surprising

truth about what motivates us [Video File]. Retrieved from

https://www.youtube.com/watch?v=u6XAPnuFjJc

This video is an RSA animation that takes on a journey to explore what

we know about what really motivates us.

Pre-Class Learning Activity:

Learning activities are not part of summative/graded assessment; however,

they are designed to prepare you for incremental graded assessment and

expand your learning. These activities encourage a community learning

experience between peers, and provide opportunities for facilitators to o�er

formative feedback, throughout a module, to the student cohort.

Self-check Learning Activity: Personal Re�ective JournalSelf-check Learning Activity: Personal Re�ective Journal

Go to your personal Re�ective Journal and complete the

activities in the journal for Module 1.

This journal is for your own personal learning. It is con�dential and

will not be available to anyone except you. Your journal will be an

important resource for preparing your submissions for assessments.

For Module 1 there are 5 questions to explore and re�ect on and

answer. Click on the re�ective journal ink in the main navigation menu

to begin.

Class Learning for Topic Module 1.2 :

https://www.youtube.com/watch?v=u6XAPnuFjJc
A synchronous class time will cover key points below:A synchronous class time will cover key points below:

What is motivation

Motivational theories

Motivating self and others

Power bases

In�uencing Others