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Management - Vikhanskiy OS

1.2. Motivational process

Motivation, considered as a process, can theoretically be represented in the form of six consecutive stages. Naturally, such a consideration of the process is rather conditional, since in real life there is no such clear delineation of the stages and there are no separate processes of motivation. However, in order to understand how the process of motivation unfolds, what its logic and components are, the following model can be acceptable and useful below.

The first stage is the emergence of needs. The need manifests itself in the form that a person begins to feel that something is missing for him. It manifests itself at a particular time and begins to "demand" from a person so that he can find an opportunity and take some steps to eliminate it. Needs can be very different. Conditionally they can be divided into three groups:

• Physiological;

• psychological;

• social.

The second stage is the search for ways to eliminate the need. Once a need has arisen and creates problems for a person, he begins to look for opportunities to eliminate it: satisfy, suppress, ignore. There is a need to do something, to do something.

The third stage is the definition of the goals (directions) of the action. The person fixes what and what means he must do, what to achieve, what to get in order to eliminate the need. At this stage, four points are linked:

• what should I get to eliminate the need;

• what do I have to do to get what I want;

• To what extent can I achieve what I want;

• how much that I can get can eliminate the need.

The fourth stage is the implementation of the action. At this stage, a person spends effort to carry out actions that ultimately must provide him with the opportunity to receive something in order to eliminate the need. Since the work process has a reverse effect on motivation, at this stage, target adjustments can occur.

The fifth stage is the receipt of a reward for the implementation of the action. Having done some work, a person either directly receives what he can use to eliminate the need, or what he can exchange for the desired object for him. At this stage, it turns out that the implementation of the actions gave the desired result. Depending on this, either weakening, or preservation, or strengthening of motivation to action occurs.

The sixth stage is the elimination of the need. Depending on the degree of stress relief caused by the need, and also on the fact that the need to weaken or intensify the motivation for activity is eliminated, a person either stops working before the emergence of a new need, or continues to seek opportunities and carry out actions to eliminate the need (Figure 2.1).

Knowledge of the logic of the process of motivation does not give significant advantages in managing this process. One can point to several factors that complicate and make the process of practical deployment of motivation unclear. An important factor is the non-obviousness of the motives. You can guess, guess about what motives are working, but in an explicit form they can not be "isolated". Long and scrupulous observations are required in order to try with a sufficient degree of certainty to say what motives are the leading, driving in the motivational process of man.

The next important factor is the variability of the motive-Zion process. The nature of the motivational process depends on what needs initiate it. However, the needs themselves are in a complex dynamic interaction, often contradicting each other, or, conversely, strengthening the actions of individual needs. At the same time, the components of this interaction can change over time, changing the direction and nature of the motives. Therefore, even with the deepest knowledge of the motivational structure of a person, the motives for his action, there can be unforeseen changes in the behavior of a person and an unforeseen reaction from him to motivating influences.

Another factor that makes the motivational process of each individual unique and not 100 percent predictable is the difference in the motivational structures of individual people, the varying degree of influence of the same motives on different people, the varying degree of dependence of the actions of some motives on others. In some people, the desire to achieve results can be very strong, while in others it can be relatively weak. In this case, this motive will act differently on the behavior of people. Another situation is possible: two people have an equally strong motive for achieving a result. But in one this motif dominates all others, and he will achieve the result by any means. In another, this motive is commensurable with the strength of the action with the motive for complicity in joint actions. In this case, this person will behave differently.

Apparently, the process of motivation is very complex and ambiguous. There is a rather large number of different theories of motivation trying to explain this phenomenon. In the second part of this chapter, the main theory of motivation will be considered, which can be divided into two large groups. The first group consists of theories concentrating on the identification and analysis of the content of motivation factors, the second - the theory of motivation, the focus of attention is the dynamics of interaction of different motives, i.e. How the behavior of a person is initiated and directed. The first group of theories is usually called the group of theories of the content of motivation, the second group is the theory of the process of motivation.