Discussion Forum 3 2 behavior-based motivation theory.pdf | BMAL 501 - Strategic Leadership and Management
Running head: GROUP 3 FORUM 3 Group 3 Forum 3 Adam Russell, David McCready, John Raines, Kevin Leflore Liberty University Professor Layton
BMAL 501
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Abstract The members of this group have read through, researched, collaborated, and determined the three most important concepts for the assigned readings of week 3. The assigned readings covered a multitude of topics ranging from the functions of leadership, interpersonal and organizational communication, and organizational behaviors. From array of topics, theories, and information provided the three most important chosen are: communication, behavior-based motivation theory, and needs based motivation theory. Communication was selected as it sets the foundation for all interaction between individuals along with organizations to stakeholders. Without successful communication relationship cannot exist, work cannot get distributed and accomplished, and organization could provide a service or sell a product. Behavioral based motivational theories are methods for positive and negative reinforcement along with punishment and extinction. Finally, needs based theory looks at the needs of the individual employee to see if that need can be satisfied within the workplace. Keywords: communication, behavior-based motivation theory, needs based motivation theory
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The most basic responsibility of a leader is to accomplish goals through his/her employees (Satterlee, 2013, p. 164). In order to accomplish this leaders must master the art of communication and motivation (Satterlee, 2013, p. 134 & p. 164). After competing this weeks assigned reading and reviewing discussion boards, group 3 collectively selected Communication, The Behavior Based Motivational Theory and the Needs Based Motivational Theory as the three most important concepts discussed. This research paper will explore the role of Communication, The Behavior Based Motivational Theory and the Needs Based Motivational Theory in the context of organizational management, strategies for implementing these concepts into an organization and their relationship to a biblical worldview. Communication Without communication an organization would be unable to exist. Therefore, communication is key to the success of any organization or even individual. Leaders and managers require communication as it is “the vehicle to relationship building and maintenance” along with the fulfillment of “leader and member interpersonal needs” (Omilion-Hodges & Baker, 2017, p. 118). According to a survey by the National Association of Colleges and Employers oral communication was the number one rated skill by importance (Satterlee, 2013, p. 148). Although oral was rated as the most important there are many forms of communication and all are vital to the success of an organization as each form plays its own role in how everyone sends and receives information. Strategic implementation Communication comes in oral, written, and nonverbal forms. Regardless of form, it is vital that the sender ensure the message is “clear and specific” and that the sender understands
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that “each individual sees things from a different point of view” (Satterlee, 2013, p. 136). It is important that there are no mixed messages or noise and that the message is received and understood. One-way that an organization can ensure communication is successful is by ensuring the communication process is intact by having proper forum to receive feedback. Feedback is the last part of the communication process where the sender obtains “feedback from the receiver, to ensure the message was properly decoded” (p. 134). Within organization this does not always happen, and the message sent may not be interpreted correctly. By ensuring the process of feedback organizations can ensure the communication process is intact and effective. Another strategy organization can use is by training both management and employees in active listening. Active listening is a “multi-step process, which includes techniques such as making comments, formulating appropriate questions, paraphrasing and summarizing, in order to express complete understanding” (Kourmousi, Amanaki, Tzavara, & Koutras, 2017, p. 1). If such behavior is not encouraged within the professional work environment, then interaction and communication between management and employee will not take place. If active listening and such engagement between management and employee is encourage, then the communication process will be at its most effective and the interpersonal relationships within the professional environment will be healthy. Biblical application God has been and always will be the most effective communicator. When Christ came to earth He displayed the most effective forms of communication and active listening. Christ’s entire life and works was through oral communication and action. Jesus, at times, taught in parables and stories, which helped deliver an effective message to those he spoke too. His delivery was so effective and His ability to communicate was at such a high level that he was
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able to confound Pharisees and other leaders or members of the upper class of society. Furthermore, the Bible is plentiful with verses on communication and listening. James 1:19 states, “my dearly loved brothers, understand this: everyone must be quick to hear, slow to speak, and slow to anger, for man’s anger does not accomplish God’s righteousness” (Holman Christian Standard Bible). Colossians 4:6 also says “your speech should always be gracious, seasoned with salt, so that you may know how to answer each person” (Holman Christian Standard Bible). These, and many others, tell us how we should speak, what our tone and other nonverbal cues should be, and how to listen, which is just as important. For effective communication to take place the communication process must be fulfilled. Christ and the Bible can be used as an example of effective communication and active listening and how successful they are when implemented properly. Behavior Based Motivational Theories Motivation is a critical tool for leadership because the most basic responsibility of a leader is to accomplish goals through his/her employees (Satterlee, 2013, p. 164). An individual working towards a task is limited by his/her time available, whereas a leader in charge of accomplishing a task has at his/her disposal a team of people whose time he/she can leverage towards completing the task at hand. Marker (2010) puts it this way “A good leader gets others to want what he/she wants” (p. 2). Stephen Covey (2003) said behavior is a product of conscious choices based on principles (p. 39). The behavior based motivational theory involves using an individuals specific principles and values as the force that drives their desire to accomplish a task (Satterlee, 2013, p. 164). Under the behavior based motivational theory, behaviors are strengthened through positive and negative reinforcement and are positive for the receiver; while undesirable behaviors are
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diminished through punishment and extinction and are negative to the receiver (Satterlee, 2013, p 164). Positive reinforcement is the act of rewarding desired behavior whereas negative reinforcement is giving an unpleasant stimulus when the desired outcome is absent (Satterlee, 2013, p. 164). Punishment is the imposition of an undesirable outcome to discourage a behavior whereas extinction is the disappearance of a previously learned behavior when the behavior is not reinforced. Leaders who utilize the behavior based motivational theory need to keep in mind the value of reinforcement to the subordinate receiving it. Within the context of the behavioral management theory, the higher the value and individual places on a reward, the more they will be motivated towards receiving that reward. Strategies for implementation In order for implementation of the behavioral management theory to be successful within an organization, the leader must understand what his or her subordinate values. In order to understand an individual a leader needs to study them and seek clarification of this information through communication (Satterlee, 2013, p. 134). By understanding their subordinate’s values the leader can create a rewards system that appeals to their specific set of values. The creation of a rewards system is the quickest and simplest way of implementing the behavioral management theory within an organization (Satterlee, 2013, p. 165) Biblical Integration As Christian leaders we are called to motivate and encourage one another. The bible states in 1st Thessalonians 5:11 (English Standard Version) “Therefore encourage one another and build one another up, just as you are doing." and in1st Thessalonians 5:14 (English Standard Version) “We urge you, brothers, admonish the idle, encourage the fainthearted, help the weak, be patient with them all”. Again in Hebrews 10:24-25 (English Standard Version) the author
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urges the reader towards motivating others by stating “And let us consider how to stir up one another to love and good works, not neglecting to meet together, as is the habit of some, but encouraging one another, and all the more as you see the Day drawing near.” The bible is full of numerous examples of motivation. In Philippians 3:13-14 (English Standard Version)“Brothers, I do not consider that I have made it my own. But one thing I do: forgetting what lies behind and straining forward to what lies ahead, I press on toward the goal for the prize of the upward call of God in Christ Jesus.” The author’s motivation to continue onward in the ministry appears to be based on the value of he places on the “Call of God”. According to Popovic and Hocenski (2009) “A proven leader has the skills, knowledge and mindset to motivate each member of his/her team to give the maximum to the team's goals.” (p. 1). Need Based Motivational Theories The need based motivational theory is based on the premise that people are motivated to action when the outcome satisfies a need. Satterlee (2013) defines a need as “a requirement or necessity for survival and wellbeing (p. 167). By understanding the needs of their subordinate, a leader can meet those needs in exchange for increased performance from the individual. According to Stephen Covey (2003) “it’s only the unsatisfied need that motivates” (p. 122). The need based motivational theory works on the premise that the individual needs are constantly changing as a need is met (Satterlee, 2013, p. 168). By focusing on the needs of their subordinate, a leader can tailor their approach to the individual. Need based motivational theory comes down to the level of satisfaction for which an employee requires to continue doing their job at the highest possible level. Should even the most minute needs not be met, leaders, and otherwise people in management positions, risk having the employee reduce their effort or make other changes necessary to achieving even their most basic
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needs. “Employees whose lowest level needs have not been met will make job decisions based on compensation, safety, or stability concerns. Also, employees will revert to satisfying their lowest level needs when these needs are no longer met or are threatened (such as during an economic downturn)” (Tanner, 2018). Strategic implementation The actions behind strategic implementation of needs-based motivational theories comes down to whether a leader is using any resources possible to ensure that employees’ basic needs of their particular position are being met. Whether this involves adequate compensation for production, ensuring a safe and positive working environment, or otherwise fulfilling basic expectations of a given job. Ultimately, needs drive how an employee or subordinate makes decisions on a daily basis, the level of work they will contribute, and the quality of output as a result of their efforts. “Managers can motivate employees by identifying their needs and helping satisfy them. There are five need categories: physiological, safety, love, esteem and self-actualization. Basic needs must be met before the individual will be motivated to seek higher order activities such as creative work” (Sarkissian, n.d.). Biblical application The satisfaction of needs is a staple discussion in the bible. The idea that God will provide for those who believe – whether this involves satisfaction of hunger, happiness, or one’s own sense of success. Believe in Him and you will always be satisfied, and it helps to guide us as to what can truly be considered a need and what is rather a want. Philippians 4:19 says “And my God will supply every need of yours according to his riches in glory in Christ Jesus” (English Standard Version).
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Conclusion
Throughout this paper, the concept of motivation is prevalent. From needs-based motivation, dealing with the satisfaction of subordinate’s basic needs to ensure productivity and overall happiness, to behavior-based motivation, where behaviors, both positive and negative, are rewarded or prosecuted through action by the leader. In either of these motivational theories, the concept that has also been discussed above, is the idea of communication that brings it all together. As has been discussed, the importance of solid communication cannot be overstated. It is what drives all else in the professional world, and without it, corporations would fail at incredible rates. The concepts stress the basic essentials that not only all employees, but also all people, need to thrive in whatever they are doing.
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References
Covey, S. R. (2003). The 7 habits of highly effective people (25th anniversary ed.). New York, NY: Simon & Schuster. Kourmousi, N., Amanaki, E., Tzavara, C., & Koutras, V. (2017). Active listening attitude scale (ALAS): Reliability and validity in a nationwide sample of Greek educators. Social Sciences, 6(1), 28. http://dx.doi.org.ezproxy.liberty.edu/10.3390/socsci6010028 Marker, D. (2010). Leadership or management? Management Quarterly, 51(2), 31-34. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest- com.ezproxy.liberty.edu/docview/527842268?accountid=12085 Omilion-Hodges, L. M., & Baker, C. R. (2017). Communicating Leader-Member Relationship Quality: The Development of Leader Communication Exchange Scales to Measure Relationship Building and Maintenance Through the Exchange of Communication-Based Goods. International Journal Of Business Communication, 54(2), 115-145. doi:10.1177/2329488416687052 Popovic, K., & Hocenski, Z. (2009). Conflict management. 2009 ICSE Workshop on Leadership and Management in Software Architecture. doi:10.1109/lmsa.2009.5074859 Sarkissian, A. (n.d.). Need-based motivation vs. cognitive-based motivation. Retrieved from https://yourbusiness.azcentral.com/needbased-motivation-vs-cognitivebased-motivation-
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Satterlee, A. (2013). Organizational management & leadership: A Christian perspective 2nd ed. Releigh, NC: Synergistics International.
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Tanner, R. (2018). Motivation – applying Maslow’s Hierarchy of Needs Theory. Retrieved from https://managementisajourney.com/motivation-applying-maslows-hierarchy-of- needs-theory/