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John Grew Engineering Manager, Ellistown, Ibstock Brick Ibstock Group Leadership & Management ILM 3 Programme Assignment 1: 8600 - 310 – Understanding How to Motivate People in the work place

1.2 Explain how to form and maintain a cohesive and effective group 1.3 Explain how different facilitation styles may influence each of the following Group dynamics Lifecycle of the group Group outcomes Development of roles within the group 1.4 Explain why it is important to be clear about the purpose and desired outcomes for the group

|Team Member Name |Summary of Individual Characteristics |Motivational Strategy and Action Plan |Relevant Theory |

1. Abraham Maslow suggested that “a person who is lacking food, love, and self-esteem would most likely hunger for food more strongly than anything else.” Conversely, the novelist Dostoyevski wrote, “without a firm idea of himself and the purpose of his life, man cannot live even if surrounded with bread.”

Consequently, negotiation is a process that can be approached in many ways. No matter what strategy we choose, success lies in how well we prepared. The key to negotiating a beneficial outcome is the negotiators’ ability to consider all the elements of the situation carefully and to identify and think through the options. At the same time, negotiators must be able to keep events in perspective and be as fair and honest as circumstance allows. Because a common ground or interest has brought the parties to the negotiating table, a negotiator can benefit by trying to capitalize on this common

1) Separating People and Issues Fisher and Ury suggest that every person involved in negotiation or dispute resolution has two separate kinds of interests: the substantive and the interpersonal interests. The main

Part 1: The Mutual Gains Approach to negotiation. The mutual gains approach to negotiation lies at the core of the assertive advice offered at the Program on Negotiation at Harvard Business School, and at the Negotiating Conflict class at the Design Management Program at Pratt. This approach has the potential to generate more value through trade by creating a bigger pie, however creating additional & mutual value is a challenge if the interests of all parties are not met, and if one side is not matching the other - by losses or gains.

Finding Common Ground / Interests An overriding framework of value creation, exploration of opportunities, interests and common goals was identified by both parties from the onset of the negotiation. Both groups where able to find common ground through setting out all issues processes and procedures of the negotiation, the understanding of each other’s issues opens the possibilities of collaboration and a win-win (Falcao, 2010). Within all negotiations there is a point where both parties present their positions and provide the expectations they hope to receive from the negotiation. Collaboration provides the opportunity for both parties to frame the requirements and limits expressed previously in the negotiation and work collaboratively to provide solutions that would be mutually beneficial for both parties (Fisher & Ury, 1981). Within collaboration both parties require the foresight and key behaviours to ensure a successful outcome, both parties are required to be open minded on the possibilities of value creation and goals to ensure parties are not committed to one single answer (Fisher & Ury, 1981). Negotiators are required to be mindful that goals can be achieved through multiple routes and exploration is required to achieve valued propositions for all parties, this may include parties making concessions on original positions to ensure a positive outcome. With the making of concessions parties are also required to be mindful of the goals the organisation or person are

Arguments will be presented to show, how the expectation theory of motivation can be used to measure the force of motivation for a student to study, to achieve a high grade in his or her math's test. This example will be relevant as the expectation theory can look at whether the reward will motivate/not motivate the student, whether the value of the goal will motivate/not motivate the student, or if the thought high effort will achieve a high grade will motivate/not motivate the student.

2. The exercise highlights the existence of other interests, beyond "business" sense, that are driving the party. Knowledge of these interests may be helpful to continued negotiation. At a minimum, parties gain clearer understanding of their interests and the value they are placing upon them.

D. Expectancy Theory Motivate Your Team by Linking Effort With Outcome Vroom 's expectancy theory assumes that behaviour results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain. Together with Edward Lawler and Lyman Porter, Victor Vroom suggested that the relationship between people 's behaviour at work and their goals was not as simple as was first imagined by other scientists. Vroom realized that an employee 's performance is based on individual factors such as personality, skills, knowledge, experience and abilities.

4. Information technology we are connected al the time 5. Globalization * We negotiate everyday with everybody * Dynamic nature of business: we move position all of the Resignation to capitulating to the other side (soft bargaining) 2. Preparation for attack (hard bargaining) 3. Compromise (often regarded to be a win win negotiation but in fact it’s not)

The Goal-Setting Theory Name of Student Institution affiliation   The goal-setting theory was developed in 19sos by Edwin Locke. According to it, task performance is essentially linked to goal setting. That means that higher and better task performance may be achieved when goal setting is rationally applied, as clear goals inspire workers on

There are five main principles of goal setting which are important (Anthony, n.d). Goal setting provides focus in the sense that it puts objectives in perspective as well as prioritize the important aspects of the company. Aside from providing focus, goals also increases motivation to allow employees to strive for something within their daily lives. In addition, many goals within an organization cannot be reached unless there is cohesiveness within the business. Thus, goal implementation helps to strengthen and improve group cohesion. On the other hand, goal setting can also be responsible to increase employees worth and offers measurability. Using the SMART principle: Specific, measureable, attainable, relevant and timely, setting goals will enable employees to gauge their progress (Anthony,n.d). From this, employees are able to measure their efforts on impact that they have on the company as well as see how far or close they are in achieving the goal laid out.

Establishing Goals Setting goals that challenge everyone in the organization to try for improved function is one of the key attributes of the planning process. The goal setting process can be wake-up call for managers that have become complacent. The other benefit of goal setting comes when forecast results are compared to actual results.