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MOTIVATE SUBORDINATES TO ACCOMPLISH UNIT MISSION. PURPOSE. It is important as an army leader that you be able to motivate subordinates to accomplish a physically challenging task or perform a hazardous task that is dangerous and life threatening. REFERENCES. FM 22-100 ARMY LEADERSHIP

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PURPOSE

It is important as an army leader that you be able to motivate subordinates to accomplish a physically challenging task or perform a hazardous task that is dangerous and life threatening.


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REFERENCES

  • FM 22-100 ARMY LEADERSHIP

  • FM 22-101 LEADERSHIP COUNSELING

  • STP 21-11-MQS

  • AR 600-8-22 MILITARY AWARDS


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OUTLINE

  • IDENTIFY LEADERSHIP COMPETENCIES

  • MOTIVATION DEFINED

  • IDENTIFY MOTIVATION TECHNIQUES

  • IDENTIFY MOTIVATION THEORIES

  • GOAL SETTING

  • IDENTIFY EQUITY / EXPECTANCY MOTIVATION THEORIES

  • IDENTIFY JOB REDESIGN


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VG

-

1

LEADERSHIP COMPETENCIES

Technical

Soldier

and Tactical

Team

Proficiency

Development

Teaching and

Decision

Making

Counseling

Planning

Supervision

Use of

available

systems

Professional

Communication

ethics




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TEACHING AND COUNSELING

Leaders have a responsibility to develop

subordinates





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MOTIVATION DEFINED

  • MOTIVATION IS THE CAUSE OF ACTION

  • MOTIVATION IS THE FORCE WHICH ENERGIZES HUMAN BEHAVIOR


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MOTIVATION TECHNIQUES

  • SERVING AS THE ETHICAL STANDARD BEARER

  • DEVELOPING COHESIVE SOLDIER TEAMS

  • REWARDING AND PUNISHING

  • RECOGNIZE AND MEET SUBORDINATE NEEDS

  • SERVE AS, AND DEVELOP POSITIVE ROLE MODELS



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Q. HOW WOULD YOU SERVE AS AN

ETHICAL STANDARD BEARER?

A. Be decent and honorable


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Q. WHAT CAN HAPPEN IN SITUATIONS

WHERE THE LEADER DOES NOT

SERVE AS A POSITIVE ROLE MODEL?

A.Will lack confidence, self discipline, and constantly avoid doing the right thing.



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Q.

WHY WOULD DEVELOPING COHESIVE

SOLDIER TEAMS BE A MOTIVATION

TECHNIQUE?

A. Soldiers do not perform just for themselves. They want to be part of a successful unit or team. Soldiers in a cohesive soldier team are confident in their equipment, buddies, leaders and training. Soldiers tend to perform heroic actions but do so to keep themselves and their buddies alive.


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Q. WHAT ARE SOME THINGS WHICH YOU

CAN DO TO DEVELOP A COHESIVE

TEAM ?

A. Train together; Develop a team; Give the team an identity and Worth; Participate in sports and social activities, etc.



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REWARDS

REWARD INDIVIDUAL AND TEAM

BEHAVIOR THAT SUPPORTS UNIT

TASKS AND MISSIONS


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POSITIVE TOOLS OF MOTIVATION

  • Set the example

  • Establish clear goals and objectives

  • Obtain recommendations from every leader in the chain on rewards, schooling, and awards

  • Use the established awards system to the maximum


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POSITIVE TOOLS OF MOTIVATION (CONT)

  • Create unit level certificates or awards for individuals and/ or units

  • Reward the desired behavior of an individual or group promptly

  • Present awards at a retreat, parade, or some other appropriate unit ceremony


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POSITIVE TOOLS OF MOTIVATION (CONT)

  • Give verbal praise liberally

  • Develop awards and ways of recognizing the majority of your soldiers who consistently meet or exceed the standard

  • Promote those who work hard, study hard, achieve standards, and influence others to achieve unit standards


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PUNISHMENT

PUNISH SOLDIERS WHO BEHAVE

IN A WAY THAT IS COUNTER TO

UNIT TASKS, MISSIONS, AND

STANDARDS


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SPOT CORRECTIONS

  • Doing something wrong (example- failure to render a proper hand salute)

  • Why wrong (what regulation covers, FM, AR, etc.)

  • What could happen if he continues to perform not to standard (Uniform Code of Military Justice)

  • Action documented on counseling form


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NEGATIVE TOOLS OF MOTIVATION

  • Give warnings about inappropriate behavior

  • Use verbal and written reprimands when appropriate

  • Ensure that every leader in the chain of command is involved in the process of judicial or non-judicial disciplinary action


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NEGATIVE TOOLS OF MOTIVATION (CONT)

  • Conduct reprimands, counseling, and corrective action as privately and as quickly as possible after an offense

  • Direct the punishment or counseling at the behavior, not the subordinate

  • The subordinate must know the desired behavior and be able to perform it acceptably


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Q. HOW CAN REWARDS BE USED FOR

MOTIVATION?

A. Rewards make individuals more likely to continue a desired behavior.


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Q. HOW CAN PUNISHMENTS BE USED FOR

MOTIVATION?

  • Punishment tends to make the individual

  • more likely to avoid the behavior in the future



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  • MAIL

  • FOOD

  • TIME OFF

  • FINANCES



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Q.WHY IS IT SO IMPORTANT TO BE A

POSITIVE ROLE MODEL?

A. Subordinates observe, and want to look up to leaders.

Your action speak louder than your words.



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MOTIVATION THEORIES

  • The needs theories of motivation considered to be the most popular

  • The underlying concept of all needs approaches is that a need that is unsatisfied creates a state of internal disequilibrium which is uncomfortable for the individual. This approach assumes that human beings constantly seek a state of equilibrium.


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SELF ACTUALIZATION

SELF ESTEEM

SOCIAL

SAFETY/SECURITY

PHYSIOLOGICAL

MASLOW’S NEED HIERARCHY


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PHYSIOLOGICAL NEEDS

FOOD, WATER, SHELTER,AIR

MASLOW’S NEED HIERARCHY


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SAFETY/SECURITY

FINANCIAL, HEALTH, PHYSICAL HARM, ETC.

MASLOW’S NEED HIERARCHY


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SOCIAL

FRIENDSHIP, AFFECTION, LOVE, ETC.

MASLOW’S NEED HIERARCHY


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SELF ESTEM

DESIRE OF THE INDIVIDUAL TO HAVE A

STABLE ,HIGH EVALUATION OF HIMSELF/

HERSELF AND THE RESPECT OF OTHERS

MASLOW’S NEED HIERARCHY


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SELF ACTUALIZATION

THE DESIRE TO ACHIEVE SELF FULFILLMENT,

DEVELOP ONE’S POTENTIAL

MASLOW’S NEED HIERARCHY


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Self-Actualization

Growth

Motivational Factors

Self Esteem (Self)

Self-Esteem (Others)

Relatedness

Social

Maintenance Factors

Security

Safety

Existence

Physiological

ALDERFER

MASLOW

H

ERZBERG

COMPARISON OF ALDERFER, MASLOW AND HERZBERG’S THEORIES



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GOAL SETTING DEFINED

“Goal setting is a process where leaders and their subordinates jointly identify common objectives, define subordinates’ major areas of responsibility in terms of the results expected, through mutual agreement obtain the subordinates’ personal commitment, and use these objectives as guides for operating the unit and assessing the contribution of each of its members.”


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GOAL SETTING IS APPROPRIATE WHEN:

  • The goals are specific and require higher level effort and performance

  • Subordinates and supervisors are committed to the goals

  • The goals are legitimate for the organization

  • The goals are accompanied by concrete feedback

  • The leadership does not see the goal setting process as a loss of power


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IS GOAL SETTING APPROPRIATE?

  • Situation 1: Your supervisor believes that he/she should make all decisions.

  • Situation 2: Your organization serves as the project office for the commander. It is hard to predict what next project will be and the office is constantly under time pressure.



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EQUITY / EXPECTANCY MOTIVATION THEORIES

OWN

OTHER

OTHER’S OUTCOMES

OWN OUTCOMES

VS

OWN INPUTS

OTHER’S INPUTS


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EQUITY RESTORATION STRATEGIES

  • 1. CHANGE INPUT

  • 2. CHANGE OUTPUT

  • 3. DISTORT INPUTS AND OUTCOMES

  • 4. CHANGE THE COMPARISON OTHER

  • 5. ACT ON THE COMPARISON OTHER

  • 6. QUIT




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PRINCIPLES OF VERTICAL JOB LOADING

  • Remove controls but retain accountability

  • Increase individual’s accountability

  • Provide a natural work unit

  • Granting additional authority

  • Provide worker progress reports

  • Introduce new and more difficult tasks

  • Assign specific or specialized tasks


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CORE JOB DIMENSIONS

  • SKILL VARIETY

  • TASK IDENITY

  • TASK SIGNIFICANCE

  • AUTONOMY

  • FEEDBACK



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SUMMARY

  • LEADERSHIP COMPETENCIES

  • MOTIVATION DEFINED

  • MOTIVATION TECHNIQUES

  • MOTIVATION THEORIES

  • GOAL SETTING

  • EQUITY / EPECTANCY MOTIVATION THEORIES

  • JOB REDESIGN



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CONCLUSION

It is important as an army leader that you be able to motivate subordinates to accomplish a physically challenging task or perform a hazardous task that is dangerous and life threatening.


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