Motivation

Motivational Style

People are not the same. The manager that understands those he works with has a distinct advantage, and will probably have to go through the process of hiring team members less often. This section reveals at a glance six different characteristics that a manager might otherwise take years to discover, if they are discovered at all. After a few employees have been tested, A manager begins to understand how different people require different types of opportunities, different types of input, and even different types of friends.

Is the individual concerned with the task assigned, or is he or she more concerned about the place and process of the activity? It can be as trivial as requiring a clean desk or a swept factory floor. Others don't care about that detail at all, as long as they are focused on getting the task at hand under control.

Which is right for you? That might depend on the position you are trying to fill, or the environment your company functions in. It can be surprisingly helpful to know ahead of time what this person is going to think about, once they are put into the position. Astute managers will choose the right people, and provide the opportunities or challenges most likely to be well-received by the individual.

This area can be a great asset to a manager trying to get more productivity out of the team. Knowing which people need more guidance, and which need less, who needs to be patted on the back, and who prefers to be recognized with more responsibility certainly can miis for a maintenance agreement on the most expensive asset in your company: the people they have working together. Be sure not to minimize one of the most important reasons to manage personnel well: they are the people you work with! You will find it easier to relate to people, and you might even reduce your own stress level as you work with staff in ways that make them more comfortable and more productive.

MOTIVATION OUTCOME FOR THIS PERSON The following Information indicates the factors that determine HOW, WHY, and WHAT motivates Him. These factors may help determine which managerial style may be most suitable to supervise him. HOW IS HE MOTIVATED? 17% AFFIRMATION vs. 83% SELF-AFFIRMING This Person finds self-esteem through self-evaluation rather than through appreciation and the estimate of significant others. 90% EXCHANGE OF IDEAS vs. 10% DIRECTION He shows a preference for opportunities to explore as well as to dialogue on ideas, strategies, vision, and challenges. He does not enjoy receiving direction without giving input. 38% CONSISTENCY vs. 63% FREEDOM He is motivated by creative freedom. He enjoys working on his own, or developing systems for business. He does not like routine and will often invent new ways to avoid it. 58% TASK COMPLETION vs. 42% PREFERS PROCESS This Person is motivated by a clear definition and completion of the assigned (or chosen) task. There is a sense of satisfaction when the work is done, but possible frustration when it is not.
WHAT SEEMS TO MOTIVATE THIS PERSON? 33% HYGIENE NEEDS vs. 67% ACCOMPLISHMENT NEEDS Don is not as motivated by an attractive environment, job security, appropriate compensation, adequate supervision, and satisfactory work conditions. He is motivated more by the challenge of achievement, recognition, advancement, and overcoming significant obstacles.
WHY IS HE MOTIVATED? 30.0% RECOGNITION OF EFFORTS vs. 70.0% ATTAINMENT OF GOALS Don is motivated by the activity he is involved in, and expects it to be worthwhile. 100.0% POWER vs. 0.0% COMPLIANCE He is motivated by the ability to control, influence, compete, and win in the environment. 0.0% AFFILIATION vs. 100.0% ACTIVITY He is motivated more by "what" is being done than by "who" is associated with the situation.