Inhibitors Of Team Motivation example essay topic

Intro Why am I writing this paper? Why are you reading it? Why did you get up this morning and come to class? Why did you decide to take this class? Why did you decide to teach this class? Each day brings with it an endless list of decisions to be made.

We are the Foley Consultants and we hope to create an understanding for the students of MGT 310 of the strategies to motivate teams, how to avoid the inhibitors of team motivation, and why it is an essential skill to obtain to succeed in today's evolving global economy. Our vision focuses on having the MGT 310 students' walk away with a good understanding of motivation in the work environment and an understanding of how critical it is to have in the workplace. The process of making decisions is driven, in large part, by the hope of a benefit or the fear of a consequence, that's motivation. For example, some of us really love beer. In fact, we pay people to provide us with beer. We give them money to enjoy the taste and alter our mood.

However, we restrict our consumption because too much can be bad for our health and can cause trouble in our lives. Decisions made through thought of benefit and fear of a consequence. We hear the term motivation often. Generally we associate the word with human behavior: a meaning, a state of mind that moves us to action. And even though few of us have had formal training in it, it is one of those characteristics of life that seems to fit the old saying; "I know it when I see it". This word has held a place of stature and importance, because it has been, perhaps, the most significant outcome is worker involvement.

As the collaboration trend, and more specifically, the use of employee teams continues to grow, one question that is taking on greater importance is how to keep the team motivated over the long haul. History Motivation has been with us since the dawn of man. In the recent hundred years or so we have a much better grasp on motivation and how it affects everyone. With the Industrial Revolution in 1890, emerged Fredrick Taylor's (American Engineer) Scientific Management Theory.

Primarily concerned with "Productivity" and relied on the assumption that employees were motivated by money, Scientific Management was absorbed with identifying task efficiency, establishing performance standards and initiating "piece rate pay" as a motivator, but was consistently despondent to the social welfare of employees. With mounting concerns of social well-being, the Human Relations Movement emerged in from the commencement of Elton Mayo's 1927 to 1932 Hawthorne Study (Dyer). Focused on production and employee welfare, the movement advocated that people were motivated by other effects, there social environment and job satisfaction, than money. Through further evolution of Human Relations and influence from statistician, by Dr. William Edward Deming, the Quality Movement was born. Emphasizing the value of people in the effort of continuous improvement, the campaign championed "increasing management-labor cooperation, as well as improving design and production processes", (Knock, Frederic) in an effort to diminish system errors and increase motivation, innovation and knowledge. A psychologist by the name of Abraham Maslow did research on motivation.

In his research, he divides our needs into five levels starting with physiological needs, such as food, water, and shelter. Then there are the safety needs, belonging ness needs, esteem needs and finally our self-actualization needs. This is all known as Maslow's Hierarchy of Needs and is taught to business students across the globe. David C. McClelland offered a different perspective with his acquired-needs theory, which argues that our needs are acquired or learned, based on our life experiences.

It talks of Need for Achievement, Need for Affiliation, and the Need for Power, personal power and institutional power. Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book The Human Side of Enterprise. Theory x and theory y are still referred to commonly in the field of management and motivation. While more recent studies have questioned the rigidity of the model, McGregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's X-Y Theory remains central to organizational development, and to improving organizational culture. Theory Z was developed by not by McGregor, but by William Ouchi, in his book 1981 'Theory Z: How American Management can meet the Japanese Challenge.

Theory Z also places more reliance on the attitude and responsibilities of the workers, whereas Mcgregor's X-Y theory is mainly focused on management and motivation from the manager's and organizations' perspective. There is no doubt that Ouchi's Theory Z model offers excellent ideas, even if it lacking the simple elegance of McGregor's model, which let's face it, thousands of organizations and managers around the world have still yet to embrace. For this reason, Theory Z may for some be like trying to manage the kitchen at the Bistro 24 before mastering the ability to cook a decent fried breakfast. (Grazier) David Adler, the Director of Repair and Overhaul at Honeywell, explained, "Over the past 20 years I have seen motivation change in two major ways across this country. Most companies used to sponsor more company events outside of work such as bowling leagues, softball teams, basketball teams quarterly picnics for celebrations. In additional employees knew that companies had pensions if the employees stayed with the company for a long period of time.

Today, employees are not interested in company sponsored events outside of the working hours. They value free time and vacation more than pay, particularly if they are under thirty five years of age. The second key change from a motivational standpoint is the time frame to provide feedback to employees. Today, since CEO's can be fired for missing quarterly earnings projections, all employees within Honeywell receive at least quarterly updates on their performance to goals as compared to 10 years ago when employees may not have known what the goals were and had one review a year". Importance of Motivation Understanding what motivates people can help managers get the most optimal level of production out of their teams. Therefore, before you can thoroughly implement motivational techniques, it is critical to know why it is important.

The main reason why motivation is important is because its effects lead to performance, which can result in increased productivity in all levels of an organization. As managers, we attempt to motivate individuals and teams to get that peak performance out of them. However, a lack of motivation can also cause a team to underachieve on a given task. There are many cases where your achievement has been affected by motivation. Just think back to your classes and remember how you performed better in classes that you were interested in because your interest motivated you to perform. As a manager it is very important to understand motivation because it is you who can control and effect motivation and it is also you who are responsible for performance.

It is a manager's job to establish a strong link between performance evaluations and performance. A manager may say to a team, if you complete this task successfully I will see that you are all promoted. By saying this the manager has made the work more important to the team because the team could be promoted. However, if the employee does not perceive that the manager has the authority to deliver on the promotion, or if the team believes the manager will go back on their word, the probability of being successful in reaching the goal of a promotion will be vastly reduced. Thus, managers need to be aware that workers will create both value and probability methods to establish their own motivation. (Be ric, Soran) An example of a successful motivational incentive program is seen with Florida Power, an electricity company in Florida.

Florida power had high costs for safety because employees had been careless about working in conditions where radiation was present. Many employees of Florida Power were working inefficiently in harsh working conditions, constantly being exposed to radiation. Then Florida Power implemented an incentive program to reward the employees for acting safely. The employees were given scratches where you could win anything from hats and shirts to more expensive home entertainment equipment. This successfully motivated the employees to stay away from unsafe areas in the work environment where radiation was present. The results for Florida Power were a savings of as much as 100,000 dollars in the first year the incentive program was implemented.

The employees at Florida Power were also more productive because they were no longer working in harsh working conditions. (Solov, Dean) As you can see motivation is an important part of organizational behavior. Knowing how to motivate employees will make you a more effective manager. Whether the employee is motivated extrinsically through monetary rewards, stock options, a nicer office, or a promotion or the employee is better motivated intrinsically by setting their own goals a manager must know how to get the most out of their employees. The subject of motivation within teams has become an important one in today's always evolving business world, so it is critical that organizations learn how to build effective team motivation. There are certain ingredients that should exist within teams in order for them to become motivated together as a unit.

A highly motivated team is one that tends to perform better. Since we are primarily concerned with team motivation, let's visualize assembling a group of already highly motivated individuals. The organizations objective should be to sustain everyone's levels of motivation once in the team, and then build from that to create a higher level of motivation for the group as a whole. The key factors that should exist in the group to achieve maximum team motivation are a common goal, clearly set out goals, meaningful tasks, trust, team cohesion, synergy, high autonomy, extrinsic / intrinsic rewards, interdependence, and an effective leader who can orchestrate all of these elements in the most effective matter. Although some of these factors may outweigh others, they are all important and most effective when brought together. Intrinsic Motivation Motivation is essential in all the different forms it has in our lives.

One that is unique and credited as being the most valuable is intrinsic motivation, or the drive stemming from oneself (Motivation in the classroom). Intrinsic motivation refers to the motivation in engaging in an activity for its own sake. Paul R Pintrinch of Motivation in Education states that People of who are intrinsically motivated tend to work on tasks because they find them enjoyable. ' Paul R Pintrinch & Dale H. S chunk, Motivation in Education For most of us, intrinsically enjoyable activities are things like eating, resting, laughing, playing games, winning, creating, and so on. These events don't require any money, applauding, or any rewards to motivate us to do them; we do them because we want to, because we gain enjoyment out of doing them. (Mental Help. com) Internal rewards create a sense of higher self worth and can make you feel proud at the end of the day.

Often times in life, we seem to get bombarded with the external rewards that it almost becomes so distant in thought to do something just for the enjoyment of doing them. It is becoming more and more dominant in the workplace to have motivation lie strictly in extrinsic rewards, to do something just because it means a pay raise or a pat on the back from the boss. Keeping your employees motivated internally should be on the shore front of any manager. David Adler, director of R&O at Honeywell sees that keeping your employees motivated is crucial for any business to succeed. Everyone is unique in how they become motivated in the workplace"; there are different strokes for different folks" (Adler). The goal at Honeywell and many corporations around the globe in building internal motivation for its employees is providing trust.

Showing that the company will do what it says it will do. Adler pointed out that we would be amazed at the significance this has on an employee's well being at the workplace. Job satisfaction goes up immensely when you and your company have similar mindsets. The stress and external rewards become less significant and the job accomplishment feeling rises dramatically. It is often the case in the workforce that employees just overlook the intrinsic rewards that are available. The general worker becomes lost in the pay or external rewards that they neglect or forget about the value or self worth that can come out of doing he or she's own particular job.

This is where it is vital for managers to recognize and make it clear to the employee that internally... is where the motivation should stem from. Managers should set about pointing out how each and everyone's job is valuable to oneself, to the economy, or the world for that matter. Making an employee feel good about his or her own job is one of the most valuable tools a manager can have. McClelland's theory of needs talks about just that.

Other methods managers can incorporate into their techniques as Deci stated of Mental Help. com are that the employee should be given a job that is interesting, with challenging tasks and responsibilities. It's also known to give intrinsic value to an employee when decision-making power is given to the employee... Yet another technique a manager can incorporate into the workplace is ensuring that all the employees get along with one another. Providing a cohesive work environment can do wonders in moral. Having an employee who feels out of place can be one of the biggest inhibitors of intrinsic satisfaction In McClelland's theory of needs he talks of these exact traits.

He valued these implications and feels they should be apart of any manager's focus of shaping his or her owns employee's needs Regardless of which method is used, striving to provide intrinsic rewards should be apart of any manager's practice in his or her own workplace. If focused enough on, the rewards in employee moral and productivity will undoubtedly show themselves over time. Extrinsic Motivation Extrinsic motivation is your motivation to accomplish a goal that comes from a source outside yourself (the environment). Extrinsic motivation is reinforced through external rewards, which can either be financial, material or social rewards given from the environment (Kinicki & Kreitner, 2003).

Individuals who are extrinsically motivated work on tasks because they believe that participation will result in desirable outcomes such as a reward, praise, status, or avoidance of punishment. Extrinsic motivation can explain why people act in certain ways to produce favorable outcomes on a daily basis. Extrinsic motivation may not only sound interesting, but it is valuable to understand in both a business context and life itself. It is very crucial to understand why extrinsic motivation is important in an organizational context because it is the most dominantly used tactic to motivate employees.

In spite of enormous research, the subject of extrinsic motivation is not clearly understood and more often than not poorly practiced. Victor Vroom, a consultant for over fifty major corporations, a Yale professor, and the author of the book Work and Motivation founded what is known as the Expectancy Theory. Victor Vroom's Expectancy Theory states that the strength of a person's effort depends on the attractiveness of the rewards and ability to achieve them. This creates a link of actions by the employee. If the reward is seen as valuable, then the employee will demonstrate a certain level of effort. This creates expectancy, the belief that effort leads to a specific level of performance.

Instrumentality then follows, which is the perception that performance will lead to a specific outcome. If the employee goes through these stages and accomplishes an important task, they will naturally feel they deserve some sort of compensation (Kinicki & Kreitner, 2003). If the organization fails to compensate the employee with what they perceive as equitable, they may choose to correct the inequity by lowering productivity and quality of work. It is imperative for organizations to realize this behavior so that motivation can be sustained at high levels. Remember, people tend to do things for their own reasons. The payoff of a highly motivated team is one that works harder to attain their goals, and ultimately, the organizations.

Now knowing what extrinsic motivation is and why it is important, there are numerous types of external rewards that can be offered by the organization to their employees to create motivation. External rewards can take on different forms, the most common being financial and monetary rewards. These are equivalent to salary increases, bonuses, company stock, gain sharing and profit sharing. External rewards can be given in other varieties such as promotions, fringe benefits, more paid vacation time, large offices, company benefits, awards, recognition, etc.

The emphasis here should not be placed on the many types of rewards possible, but what is important is the fact that there are numerous options of rewards that are available to companies to utilize. So what are the proper external rewards a company should offer to employees? The answer is most of them, if not all of them as long as they are appropriate and feasible with the organization at hand. Every employee is motivated by something different, while some prefer money; others appreciate big titles or offices with breathtaking views.

There are many individual factors that affect personal motivation such as generation differences, gender, culture and life experiences, so it would be sensible for organizations to tailor external rewards with the needs and desires of employees. As David Adler said, "It is important to have cafeteria style benefits". That means that their will be several different benefits to choose from which is able to motivate every employee. Using a standard "one-size-fits-all" reward system can be damaging in that it may give employees a dissatisfying value for a reward they worked hard for, thus causing discontent and lower motivation for future goals.

This is true for the female employee who is given family healthcare coverage for the family she does not have as well as the man who receives bonuses he does not have time to spend and enjoy. Being able to give your employees options of what they can receive will cause effective motivation because they will place a higher value for those external rewards they want, rather than those they do not care for. Remember, what motivates me and what motivate you may be or may not be the same. Gain sharing and profit sharing are types of external rewards that were mentioned earlier, these have shown to be very effective forms of extrinsic motivation. With these reward systems, organizations can implement reward practices at the business-unit level that are favorable to performance management in the team-based setting. Gain sharing and profit sharing redirect employees to the organizations goals by making it in everyone's interest to improve the performance of the company as a whole (Dorsey, 2001).

These reward systems created the idea of sharing in the organizations performance that allows everyone to share in the outcome and monetary value of that performance. This is very effective because it allows employees to align their goals with that of the organizations, and can produce positive outcomes for both sides. When implementing extrinsic reward practices in an organization, it is extremely important to follow a few rules and guidelines. A good reward system should attract talented people, motivate them and satisfy them once they have joined the organization. Further, a good reward system should foster personal growth and development. It is wise for the organization to create reward rules that are clear and easily understood, and then further explained to employees.

Obtaining commitment and support for the organizations reward methods as well as monitoring the effectiveness of them is a beneficial way for the company to measure whether or not they are positively correlated with desired performance. The organization should also link rewards to the organization's goals; so when employees are extrinsically motivated, their efforts will be directly in line with what the company hopes to accomplish. Rewards should normally be given to those employees / teams that perform above average; this is because if rewards are earned without difficulty, employees begin to perceive benefits as entitlements. Rewards should not be delayed too long after a team's accomplishment because it will lose much of its value and purpose as time goes by. There are numerous types of external rewards that can be given to employees, which is why it is important for the organization to try and tailor rewards to employee needs.

The use of standard "one-size-fits-all" rewards will not create the type of effective extrinsic motivation the organization desires that individualized based rewards do (Kinicki & Kreitner, 2003). Using external rewards to arouse motivation is very effective in causing employees to conduct desirable behavior and performance, but it is crucial to implement them in ways that do not compromise their effectiveness (Kuritzkes, 2004). How do you implement extrinsic motivation in a real-life scenario in which a team is extremely successful in achieving their goals and deserve compensation for them. The difficulty with this type of situation is that determining how to allocate the rewards can have various effects on the team's performance.

Studies show that as people are rewarded for their individual performance, the team's ability worsened. On the other hand, the more people were rewarded for their performance on a team, then the team's overall performance increase. Evidence shows that reward allocations based on equity rule (rewards are proportional to effort and output) promote increased performance, while the equality rule (everyone gets equal reward) benefits group relations (Kuritzkes, 2002). The equality rule is the best way because it is difficult to pinpoint everyone's exact contribution to the team, and puts the emphasis on the group to achieve as a team. However, it is also important to acknowledge that top level performers and weaker individuals exist in teams, and should be rewarded differently so not to inhibit motivation (Kuritzkes, 2004). Team leaders may need to point out how each team member may benefit in different ways if the team succeeds without promoting competition among members.

Inhibitors of Motivation There have been many studies and theories produced to date that reveal the factors that should be considered in the process of cultivating of team motivation. All too often, these measures are used to solve the problem of low motivation after it has already occurred. What if there was a way to prevent low motivation before it started? The answer to this problem is to build an understanding of the top inhibitors of motivation and removing them from the work environment before a setback can occur. A list of inhibitors can be organized into eight categories for easier understanding. One of the main inhibitors of motivation can be attributed to the purpose of the team.

The purpose of the team is the mission and goals the team is built around. According to Peter Grazier in his article "Team Motivation", when the goals of the team do not align with the personal wants and needs of the teams, your group will not be motivated. Often when the goals are chosen by someone else and if they are considered to be something the team should do, but does not want to, they will become incapable of performing at a high level of motivation. Many times the goals do align with the wants of the group, but they are unclear.

If the goals and mission are not distinctly explained to all of the team members, there will be no direction for the team to follow low motivation will follow. Another point to consider is, if the objectives are not seen as a priority motivation will be redirected from one purpose to another. Many times, if there is an unclear purpose the team dynamics will suffer, but sometimes the team dynamic itself is the obstruction of motivation. Many studies have found that to have team synergy, you need to have motivation, but the inverse is also true. Without team synergy, there will be no motivation. There are many reasons for a lack of synergy such as, but not limited to: social loafing, free riding, hidden agendas, diffusion of responsibility, of efforts, and sucker aversion.

These types of behaviors can result in relationship conflict which is deva stative to motivation. The level of difficulty of the task itself can prove to be the root of the inhibitors of motivation. If the level of difficulty is perceived to be too high, the team might give up before they even start (Grazier). Or, if the team feels overwhelmed because of the difficulty of the task, the team will not be motivated to reach the inaccessible goal. If the previous task was met with failure, the team will have low self efficacy and will not believe that they can successfully complete the next task. Therefore, the team will have low motivation in regards to the task at hand.

The task can also be perceived as too easy. If this is true, the team will not be motivated to do the task because they believe that it is a waste of their skills and time. A low level of autonomy is a proven inhibitor of motivation. The team must be given the responsibility and the authority to complete their task at hand.

With out this autonomy, the team will not be motivated. This is because they will believe that they will have no influence over the outcome and they will believe their efforts are not valuable. Another inhibitor of motivation is if there is no opportunity for growth. Personal growth and in this case, team growth, adds value (Grazier). When there is no learning, processes become redundant and boring. When teams are bored, they will be unmotivated to finish their task.

The same reward systems that are established to motivate people can become an inhibitor of motivation. When the reward system is seen as uneven or inequitable, teams will not be as motivated to complete their next task. They will believe that they will not get their fair reward, so they will not give their best effort. In an article by Andreia Moore, she sates "Behaviors that fails to yield results will be extinguished". The last inhibitor to discuss is leadership. Some types of leadership can bring teams to achieve great things and some types are obstructions to motivations.

According to the Making the Team text book, the leader should also act as a buffer and protect the team from any possible inhibitors that may arise. These inhibitors are all from theories and studies, so what is it that people believe in business today? David Adler provided some insights on what he believes to be the top three inhibitors of motivation. The first inhibitor of motivation is lack of trust. When the team does not believe in the organization and their leader, they will be unwilling to bout their efforts behind them. If they are given unrealistic goals they will not trust in those who assigned their task.

It is best when the organization can help the teams understand the vision and help them with the follow through of that vision. The second inhibitor of motivation of teams is a lack of communication. When the teams do not understand what is happening in the corporation, they will be unwilling to take any risks and will therefore not be motivated to continue on without all of the information. One way to measure if there is a lack of communication is that rumor mills do not exist if everyone has been properly informed.

Honeywell has an e-update every Thursday for each employee. They have seen an 18% increase in satisfaction since this e-update. The last main inhibitor of team motivation is inconsistency. When each team is treated differently or even if the same team is treated differently in varying situations, the team will lose motivation. One way to avoid this is take action when anyone steps out of the boundaries. This is seen favorable because the organization is being consistent.

Assessment of Motivation on Performance In review of variables associated with Team Motivation; its importance, the intrinsic and external rewards, application techniques, inhibitors and global aspects. It is essential to establish precise metrics and a valid appraisal process to measure a change in dependent agents on performance. Barring the ambiguity and a relatively new emphasis on measuring intangibles, such as motivation, knowledge and innovation, organizations recognize that these factors are an important component of true company value and competitive advantage. In our effort to share tools used to measure the effects of motivation on performance, we will peruse the history of management theory; suggest employment of Value Chain Analysis, Activity Based Cost and Variance Analysis for classification and information; highlight the importance of establishing Baselines for comparative measures and provide a brief introduction into the application of the Balance Scorecard Method. It is important for a company to explore and document the specific events and activities that create value and establish a competitive advantage in a Value Chain (Appendix A). After these activities have been recognized, they will assigned to one-of-two generic segments, primary (Inbound Logistics, Operations, Outbound Logistics, Marketing and Sales, Service) or supportive (Procurement, Technological Development, Human Resource Management and Firm Infrastructure) activities, for accurate assessment and measurement prescription.

Following the allocation of activities into a respective general category, the company will have the opportunity to observe and manipulate nonphysical variables with a tangible metric and data that can be studied. After identifying, categorizing and assessing the activities, the results of the analysis can be used to reduce system roadblocks and process errors, in an effort to create an improved, motivating and productive environment (intrinsic and extrinsic). The goal of Value Chain Analysis is to eliminate and / or replace those activities and incentives with alternatives that increase value, for a competitive advantage. From a management perspective, it is an effort to satisfy and facilitate efficiency among employees and the system that balance equity exchange. From recognition of value creating activities and incentives for motivation, value drivers are employed to quantify a change in performance for reports and evaluations. These indicators are tailored to particular activities, serving as process controls to strategies and tactics executed for the company's goals, known as metrics.

It is imperative that adopted metrics are congruent with the organization's vision and strategy as well as embodying the following features: 1. Leading indicators: forecast future trends inside and outside the agency 2. Objective and unbiased 3. Normalized - so they can be benchmark ed against other agencies 4. Statistically reliable - small margin of error 5.

Unobtrusive - not disruptive of work or trust 6. Inexpensive to collect - small sample sizes adequate 7. Balanced - qualitative / quantitative, multiple perspectives 8. Appropriate - measurements of the right things 9. Quantifiable - for ease of aggregation, calculation and comparison 10. Efficient - can draw many conclusions out of data set 11.

Comprehensive - show all the significant features of agency's status 12. Discriminating - small changes are meaningful. (c) Paul Arveson 1998 Instituted metrics are future and goal oriented (ie. 3% increase in sales, 5% increase in units per employee, other milestones, etc. ), working with established benchmarks and performance figures provided from Activity Based Costing and Variance Analysis. Activity Based Cost is a powerful cost management tool for assessing performance.

It is applied to "identify, describe, assign costs to, and report on agency operations" (Comptroller). A more exact cost system than traditional cost accounting; ABC determines the true cost for a cost object and provides opportunities for improved efficiency and effectiveness. With the ability to assign cost to activities through direct tracing, driver tracing or allocation, increased data accuracy will assist in determining what is and what is not in the employees control and enable better decision making. Another commanding performance tool available to managers is Variance Analysis, "a statistical analysis technique in which the variance attributable to individual influences or variables and combinations of influences or variable is isolated, in situations in which a continuous dependant variable is controlled by one or more independent variables and where a series of sets of values of each variable is available" (Edgell). In short, determine the difference actual activity and budgeted. Focused on Labor, Material and Overhead Variances, it helps identify corrective actions for congruency and providing input on favorable or unfavorable performance.

In addition to the benefits associated with these precise measurements and assessments tools, are the resource constraints and opportunity costs linked to cost, time, short-term and long-term consequences. Before we can decide our destination, we have to determine where we are at, with a baseline. The process consists of monitoring daily routines over a determined range of time (minutes, hours, days, weeks, quarter, etc.) for critical success factors to an organization. Data collection associated with monitoring, during normal activity, will assist in identifying how resources are consumed by cost objectives and can be improved. In developing a benchmark, also referred to as a key performance indicators, quantifies consistent performance levels for specific activities at a point in time or as an average over the designated interval. One can detect optimal, stable and poor levels of production, that provide a foundation for establishing metrics for growth.

Normalized benchmarks allow organizations to compare results to past outcomes of the company, rivals or to industry. Prior to the qualitative movement, many organizations personified a myopic perspective on performance and relied heavily on financial metrics. At the time, organizations viewed intangibles as, 'a riddle wrapped in a mystery inside an enigma' (Churchill). But have recently made the effort to address it, by incorporating the financial, customer, internal learning and growth, and business process perspectives into a new measurement paradigm that translates objectives from the strategic to operational levels, called the Balance Scorecard (Appendix B). As a strategic-based control method that recognizes intangibles, as drivers in continuous improvement, for future value and establishing a competitive advantage. Kaplan and Norton's instrument strives to respond to weaknesses of previous approaches and expands its focus beyond short term financial measures.

Centered on harmonizing the several dimensions of performance to support an entity's vision and strategy, the scorecard attempts to assist in establishing criteria, in interpreting objectives and identify / collect data for the preceding instruments mentioned. Motivation is a part of every work center. It is the single most influential variable in having a goal completed. As managers, awareness and understanding of motivation and how to use it is essential. This should be in every manager's tool box. Appendix A: Value Chain Analysis Appendix B: The Balance Scorecard

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