{"id":223,"date":"2009-07-30T22:36:01","date_gmt":"2009-07-30T22:36:01","guid":{"rendered":"http:\/\/tameraktas.com\/wptest\/wordpress\/2009\/07\/30\/ekiplerin-motivasyonu\/"},"modified":"2025-05-23T19:04:02","modified_gmt":"2025-05-23T19:04:02","slug":"ekiplerin-motivasyonu","status":"publish","type":"post","link":"https:\/\/e-motivasyon.net\/en\/ekiplerin-motivasyonu.html","title":{"rendered":"Motivation of Teams"},"content":{"rendered":"
\n

\"Ekiplerin<\/a><\/h3>\n

Motivation of Teams<\/strong><\/span><\/h3>\n

Ekip olmak, g\u00fcn\u00fcm\u00fcz\u00fcn h\u0131zla de\u011fi\u015fen i\u015f d\u00fcnyas\u0131nda \u00fczerinde \u00f6nemle durulan konular\u0131n ba\u015f\u0131nda gelmektedir. \u00c7\u00fcnk\u00fc kurumsal ba\u015far\u0131 i\u00e7in iyi ekipler olu\u015fturmak ve ekiplerin sa\u011fl\u0131kl\u0131 \u015fekilde idare edilmesi b\u00fcy\u00fck \u00f6nem arz etmektedir. Ancak farkl\u0131 d\u00fcnyalardan gelen bir grup insan\u0131 bir araya getirmek ve kurumsal hedefler do\u011frultusunda y\u00f6nlendirmek kolay de\u011fildir. G\u00fc\u00e7l\u00fc bir liderlik ve \u00f6zellikle de motivasyonel becerilere sahip olmay\u0131 gerektirir. Bireysel motivasyondan farkl\u0131 olarak ekiplerin motive edilmesi farkl\u0131 motivasyonel s\u00fcre\u00e7leri g\u00f6z \u00f6n\u00fcnde bulundurmay\u0131 gerektirir. Bu yaz\u0131da<\/strong><\/em>, ekiplerin motivasyonu i\u00e7in gerekli olan unsurlar\u0131 ele al\u0131yor, uygulamac\u0131 ve ara\u015ft\u0131rmac\u0131lara\u00a0 faydal\u0131 olabilecek bilgileri ve teknikleri payla\u015f\u0131yoruz.<\/strong><\/em><\/span><\/p>\n

Jenning said, \u201cMan's greatest invention is not fire, wheel, energy or anything to do with the material world. He emphasized the importance of being a team by saying that the greatest invention of man in that country of thoughts is to work as a team by agreeing.<\/strong><\/span><\/p>\n

In today's fast-changing business environment, companies are structuring in small teams, aware of the fact that working in teams gives a competitive advantage, and they place great emphasis on getting the most out of the teams in long-term projects. Unlike individual motivation, ensuring the motivation of a group of people requires considering different factors. The aim of the teams is to achieve success by creating synergy in the realization of a job; however, failure may be inevitable in teams where motivation management is not applied effectively. Therefore, institutions that are project-based or that include teamwork in the process of doing business have to take important motivational measures and constantly improve this structure for their teams to work effectively.<\/strong><\/span><\/div>\n

1. Team Concept and Motivation Theory<\/strong><\/span><\/h3>\n

1.1. The Importance of Motivation Management in Teams<\/strong><\/span><\/h3>\n<\/div>\n
The meaning of motivation, which has a very common practice and field of study today, expresses the process that includes the intensity, orientation and insistence of the person in his effort to achieve a goal (Robbins, 2003; 155). When considered in terms of work motivation, it refers to the effective management of the process of creating teams from the right people and intensifying, directing and maintaining their efforts in achieving a specific goal. Motivating and managing teams is important for:<\/strong><\/span><\/div>\n

-Motivasyonun etkin \u015fekilde y\u00f6netimi, kurumlar\u0131n hedeflerine ula\u015fmas\u0131nda \u00e7al\u0131\u015fanlar\u0131n\u0131n potansiyelini en \u00fcst noktada kullanabilme olana\u011f\u0131n\u0131 sa\u011flamaktad\u0131r.<\/strong><\/span><\/p>\n

-\u00c7al\u0131\u015fan performans\u0131n\u0131 en \u00fcst d\u00fczeye \u00e7\u0131kartarak, insan kaynaklar\u0131ndan belirlenmi\u015f hedefler do\u011frultusunda en iyi \u015fekilde fayda sa\u011flamaya imkan tan\u0131maktad\u0131r.<\/strong><\/span><\/p>\n

-Bunun yan\u0131nda motivasyon y\u00f6netimi, \u00e7al\u0131\u015fanlar\u0131n i\u015flerinden sa\u011flad\u0131klar\u0131 i\u015f tatminini art\u0131rmay\u0131 ve i\u015flerine sahip \u00e7\u0131karak ba\u011fl\u0131l\u0131k sa\u011flamay\u0131 hedef almaktad\u0131r<\/strong><\/span><\/p>\n

The sum of the skills a team has represents the upper limit of what that team can do. However, it is very difficult to reach this potential in real terms. A team's motivation determines how close team members can get to this potential, thus fundamentally affecting the team's performance.<\/strong><\/span><\/div>\n
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1.2. Ekip Kavram\u0131<\/span><\/strong><\/h3>\n
Asl\u0131nda, ekip ve tak\u0131m kavramlar\u0131 spor d\u00fcnyas\u0131nda uzun zamand\u0131r kullan\u0131lan kavramlard\u0131r. Ancak i\u015f d\u00fcnyas\u0131nda ekipler halinde \u00e7al\u0131\u015fmak ve onlar\u0131n sinerjisinden yararlanmak daha sonralar\u0131 g\u00fcndeme gelmi\u015ftir. Ekipler, \u00f6nceden belirlenmi\u015f hedeflere ula\u015fmak i\u00e7in bir araya gelmi\u015f, birbirine ba\u011f\u0131ml\u0131 ve birlikte hareket eden iki veya daha fazla ki\u015finin olu\u015fturdu\u011fu topluluktur. Ekibi tan\u0131mlarken \u00fc\u00e7 \u00f6nemli unsur dikkati \u00e7ekmektedir\u00a0 (Eren, 2001):<\/span><\/strong><\/div>\n

-Ekibin olu\u015fturulabilmesi i\u00e7in iki veya daha \u00e7ok ki\u015fi gereklidir.<\/span><\/strong><\/p>\n

-Ekibi olu\u015fturan ki\u015filer birbirlerine ba\u011f\u0131ml\u0131d\u0131rlar ve birlikte hareket ederler, yani s\u00fcrekli olarak etkile\u015fim halindedirler.<\/span><\/strong><\/p>\n

-Ekibi olu\u015fturan ki\u015filer belli bir amac\u0131 ger\u00e7ekle\u015ftirmek i\u00e7in \u00e7al\u0131\u015f\u0131rlar.<\/span><\/strong><\/p>\n

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The size and complexity of the job, the number of people on the team, the risk of the task, its duration, etc. situations are also effective. Ultimately, these can affect the process of capturing team spirit. Teams can be successful even if they do not show great harmony in simple, simpler projects and business processes where fewer people work and the level of task and responsibility is determined relatively easily. However, success in today's business world, especially in complex business processes such as space, technology and construction, where large investments are made and projects can continue for years, necessitates taking the motivation factor seriously in team management. Because each deviation from the targeted program, especially in the project management process, brings additional costs and can put the achievement of the task at risk.<\/span><\/strong><\/p>\n

\"\u201cProblemler,<\/a>
\u201cProblemler, do\u011fru insanlar bir araya geldi\u011finde f\u0131rsatlara d\u00f6n\u00fc\u015f\u00fcr.\u201d Robert Redford<\/figcaption><\/figure>\n

Effective motivation of team members is one of the most important factors in creating effective teams and realizing successful projects. Choosing the right people and motivating these right people in the right way, especially when creating teams, is important in terms of achieving the intended goals. The project manager or leader has two important goals, such as creating the appropriate team and motivating them until the targeted work is completed. In addition, the business management should fully support this process and create appropriate working conditions with effective wage management.<\/span><\/strong><\/p>\n

Schmid ve Adams (2008)\u2019a g\u00f6re proje temelli i\u015f yapan \u015firketlerde bir ekibin motivasyonu, projenin ba\u015flar\u0131nda y\u00fcksek durumdad\u0131r (%88). Dolay\u0131s\u0131yla ekip ruhu yaratmada bir proje y\u00f6neticisi veya liderinin yapmas\u0131 gereken motive etme \u00e7abalar\u0131na projenin daha ba\u015flar\u0131nda a\u011f\u0131rl\u0131k vermektir. Ara\u015ft\u0131rmada bir ekibin motivasyon s\u00fcrecini olumsuz etkileyen en \u00f6nemli etkenler olarak \u015funlar belirtilmi\u015ftir (Schmid ve Adams, 2008):<\/span><\/strong><\/p>\n<\/div>\n

-\u00dcst y\u00f6netimin deste\u011fini kaybetmek,<\/span><\/strong><\/p>\n

-Ekip \u00fcyeleri aras\u0131ndaki ki\u015fisel \u00e7at\u0131\u015fmalar\u0131n varl\u0131\u011f\u0131,<\/span><\/strong><\/p>\n

-Proje amac\u0131n\u0131n, maliyetinin, zaman\u0131n\u0131n ve niteli\u011finin farkl\u0131la\u015fmas\u0131.<\/span><\/strong><\/p>\n

There are specific reasons for joining teams on an individual basis. The following questions come to mind when joining a team to accomplish certain tasks and also affect the decision-making process (Grazier, 1998):<\/span><\/strong><\/p>\n

-Ekibin amac\u0131 nedir?<\/span><\/strong><\/p>\n

-Benim ilgimi \u00e7eken bir konu mudur?<\/span><\/strong><\/p>\n

-Ekipte benimle birlikte kimler olacakt\u0131r?<\/span><\/strong><\/p>\n

-Ne t\u00fcrde bir otoriteye sahip olaca\u011f\u0131z?<\/span><\/strong><\/p>\n

-Bu, y\u00f6netim i\u00e7in \u00f6nemli midir?<\/span><\/strong><\/p>\n

-Kat\u0131l\u0131mdaki \u00f6d\u00fcl nedir?<\/span><\/strong><\/p>\n

-Kat\u0131lmamaktaki risk (ceza olarak alg\u0131lanan) nedir?<\/span><\/strong><\/p>\n

-Ne kadar s\u00fcrecek?<\/span><\/strong><\/p>\n

-Kat\u0131l\u0131m\u0131m\u0131n bir sonucu olarak daha iyi durumda olacak m\u0131y\u0131m?<\/span><\/strong><\/p>\n

1.3. Human Needs and Motivation Theories<\/strong><\/span><\/h3>\n
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Motivation theory studies the motivation process. Why people behave the way they do in business behavior in terms of their efforts and orientation; It also describes what organizations can do to encourage people to direct their efforts and talents to satisfy their own needs and to achieve the goals of the organization. The motivational process is more complex than many people realize, and effective functioning of motivational practices will be highly likely based on an understanding of what it entails (Armstrong, 1999: 105).<\/span><\/strong><\/p>\n

Motivation theories on employee motivation have revealed quite extensive and basic information. While the focus of the first theories was the discovery of motives and needs, later theories saw motivation as a process and the factors affecting this process were investigated. Motivating teams requires considering many motivational factors, both individually and as a group.<\/span><\/strong><\/p>\n

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Revealing the outstanding motivations and needs of the team members is an important point for the team leader to get to know the team better and determine how to use these features to improve the team's performance.<\/span><\/strong><\/h3>\n<\/blockquote>\n

By paying attention to motivation theory, a team manager can understand what motivates each individual on the team. Each individual will have different needs, fears and desires, and when the team manager is aware of these, management will be easier (Gale & Clay, 2005; 118).<\/span><\/strong><\/p>\n

Individuals whose personality is dominated by different motives will have different desires and behaviors in the business environment. For example, people with high achievement motivation want to compete in the work they do, always desire success, have high intrinsic motivation and are goal-oriented. Power-motivated individuals like to control their environment and other people. They love to influence, persuade, and take responsibility for other people. Individuals with a high motivation for independence, on the other hand, like to work alone, to do their own work on their own and in their own way. They do not like to be dependent on others or a systematic order. Individuals with a high motivation for close relationships, on the other hand, love to work with other people as social and friendly people. It is very important for them to have people they love and get along with in the business environment. Getting approval and acceptance from their environment is of primary value to them.<\/span><\/strong><\/p>\n

Every individual has these motives to a certain extent. However, they are driven by a pattern of the most dominant motive and their own accompanying secondary motives. Teams come together for different purposes, but the ultimate goal is to accomplish the task for which the team came together. Understanding the motivations of the team members is an important priority both in the formation of the team and in foreseeing the problems that may arise in the future, and in obtaining the highest level of performance from the team members.<\/span><\/strong><\/p>\n


\n2. Motivation of Teams and Key Factors Affecting Motivation<\/span><\/span><\/strong><\/h3>\n

2.1. The Importance of Leadership in Team Motivation<\/strong><\/span><\/h3>\n
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A good leader can be a catalyst for motivation in the short run; but the best leaders are those who create the appropriate conditions for the team to motivate itself (Grazier, 1998). The role of the team leader in today's business world is expanding; By adding their new roles as a mentor, motivator or facilitator to their area of responsibility, they have a fundamental impact on the superior performance of their teams and the achievement of their final goals. Leaders increase team motivation both directly with the help of a series of motivational strategies and indirectly through their planning, coordination, personal development and feedback behaviors (Zaccaro et al., 2001; 468).<\/span><\/strong><\/p>\n

It can be thought that teams with leaders who set high performance goals, support team members to achieve these goals, and develop performance strategies to achieve these goals will show higher team effectiveness and commitment than teams with leaders who do not engage in such activities (Zaccaro et al., 2001; 469).<\/span><\/strong><\/p>\n

Leaders also ensure greater commitment by associating each team member's goals with the organizational or team mission. Because the achievement of the goal of the team also means the realization of one's own goals.<\/span><\/strong><\/p>\n

Great leaders have the ability to help employees see the best in themselves and act as a stimulant for self-actualization behaviors. They also understand that team members have specific needs, and they see that in order for motivation to develop and continue, they have to help team activities in some way to meet these needs (Grazier, 1998).<\/span><\/strong><\/p>\n

2.2. Key Factors Influencing Team Motivation<\/strong><\/span><\/h3>\n

Getting the best out of people, achieving results through individuals and teams and maintaining a sustained high performance, and inspiring oneself and others to take action are all based on motivational skills (Adair 2003; 68).<\/strong><\/span><\/p>\n

Adair (2003; 55), insanlar\u0131 motive eden unsurlar\u0131 %50 %50 kural\u0131yla ifade etmi\u015f, motivasyonun yar\u0131s\u0131n\u0131n insan\u0131n kendisinden kaynakland\u0131\u011f\u0131n\u0131 di\u011fer yar\u0131s\u0131n\u0131n ise onun \u00e7evresinden, \u00f6zellikle de kar\u015f\u0131la\u015ft\u0131\u011f\u0131 liderlikten geldi\u011fini belirtmi\u015ftir. Etkin ekipler yaratmada ve ekip \u00fcyelerini motive etmede (ekip liderinin veya y\u00f6neticisinin sorumluluklar\u0131 a\u00e7\u0131s\u0131ndan)\u00a0 temel fakt\u00f6rler olarak \u015funlar ifade edilebilir:<\/strong><\/span><\/p>\n

2.2.1. As a team leader or manager, you must first be motivated yourself.<\/strong><\/span><\/h3>\n

Adair (2003) expresses the pervasive effect of excitement and enthusiasm with these words: \u201cMotivation is contagious, so you must be contagious too! If you are not motivated yourself, you cannot motivate others!\u201d (Adair, 2003; 68). In order to motivate team members, the team leader must first focus on his own motivation. Employees who cannot see excitement in the leader or team manager will have difficulty in providing the necessary motivation.<\/span><\/strong><\/p>\n

It is very important that the project manager or leader is a good role model. He should have a positive impact on the project team, building the morale and attitude of the project team as a confident, optimistic leader with a positive attitude. Being a role model with work ethic and good attitude and behavior is contagious. If the members of the project team see that the project manager or leader is a good team player next to their leadership, they will respond positively to this (Brenner, 2007; 18).<\/span><\/strong>
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2.2.2. Include highly motivated and talented individuals in the team.<\/span><\/strong><\/h3>\n

Managers have to check whether individuals are in the right job with the right skills and abilities, otherwise motivational techniques will fail. According to Adair (2003; 69), the seven key components of high motivation are: 1. Energy; It is not necessary for one to be extroverted, but one must be shrewd and determined. 2. Commitment; must be of common purpose. 3. Stay strong; Must be able to stay strong when faced with problems, difficulties and setbacks. 4. Skill; Must have skills that specify goals and aspirations. 5. Single-mindedness; It is the directing of energy in one direction. 6. Pleasure; It goes hand in hand with this motivation. 7. Responsibility; willingness to seek and accept it.<\/span><\/strong><\/p>\n

Although it is possible for different teams to include individuals with different skills (for example, teams that prioritize creative features), it can generally be predicted that teams will consist of individuals with the following characteristics in order to achieve their goals, create synergy and provide high performance: positive thinking, self-confident, believing that he will succeed); more satisfied with the achievement motive; owning his work; willing and compatible to work together; open to learning, development and innovation; have a more positive and supportive attitude; people who have strong communication skills and each of them has sufficient skills in their own field.<\/span><\/strong><\/p>\n

It is important what kind of personality structures of team members have in determining the right people while creating teams. The internal-external motivational structure, optimism-pessimism tendencies, which motives (success, power, independence, close relationship, etc.) carry weight and the pattern of their motives, introverted-extraverted personality structure and AB personality styles should be determined. Understanding these will be important determinants in getting full efficiency from team members and their job satisfaction. Most importantly, it will provide the team leader or manager with the necessary data for the effective management of such a project or business team with different personality structures.<\/span><\/strong><\/div>\n<\/div>\n

2.2.3. Treat each individual as a single person.<\/strong><\/span><\/h3>\n

Each individual acts with different motives and purposes. Each individual joins the team to achieve these different goals. Therefore, these individuals should see the team as a tool to achieve their own ends. Recognition of this goal by the team leader can be used as an important technique in motivating individuals in the future. Without relying on general theory or assumptions, team members should be helped to find out what motivates them by establishing a dialogue with each team member by determining what motivates them (Adair, 2003; 70).<\/span><\/strong><\/p>\n

In addition, it is necessary to consider the "expectancy theory" introduced by Vroom and later developed by Porter and Lawler. According to Vroom (1964; 15-16), each individual has a value attributed to certain purposes. While obtaining it is valuable only for that individual, it may not mean any value to others. For example, when desiring to join groups, one's goal is to believe that being part of the group will increase their status in society, and may also desire to perform their job effectively because they expect it to result in a promotion.<\/span><\/strong><\/p>\n

In other words, the individual's power to act (i.e., his motivation) consists of the product of the individual's expectation that he will achieve the goal and the value (valence) that the person gives towards that goal. The person's expectation that the team will achieve its goal and the dimensions of the value given to this goal will be effective in ensuring that the person adheres to this goal and achieves it effectively. Accordingly, the team leader should create such an expectation in the team members.<\/span><\/strong>
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2.2.4. Set realistic and challenging goals.<\/strong><\/span><\/h3>\n

According to Locke's "goal setting theory", the goals that individuals set determine their motivation level. Accordingly, individuals who set goals that are difficult to reach and high will be more motivated and more successful than those who set goals that are easy to achieve. When considered in terms of team motivation, the value of the purpose of the team is closely related to the fact that it is challenging to achieve. Apart from this, it is also important that it is realistic enough to not be impossible.<\/span><\/strong><\/p>\n

The first of the two main propositions of the theory is that the goals a person sets for himself largely guide his behavior. The most important motivational factor affecting job performance is the goals and intentions of the individual. In addition, incentives given by the organization from the outside have an impact on job performance by influencing the goals and intentions of the employees (Onaran, 1981; 138).<\/span><\/strong><\/p>\n

In the model expressed as SMART, a method is set forth that each person can use to determine their goal (Gale & Clay, 2005; 126):<\/span><\/strong><\/p>\n<\/div>\n

-Belirginlik (S= Spesific): Hedefler,\u00a0 anla\u015f\u0131lmas\u0131n\u0131 kolayla\u015ft\u0131rmada a\u00e7\u0131k \u015fekilde tan\u0131mlanmas\u0131na ihtiya\u00e7 duyar.<\/span><\/strong><\/p>\n

-\u00d6l\u00e7\u00fclebilirlik (M= Measurable): Bu, hedefin kolay \u015fekilde \u00f6l\u00e7\u00fclebilmesi ihtiyac\u0131n\u0131 ifade etmektedir. Bireysel sonu\u00e7lar, tak\u0131m i\u00e7inde rekabet\u00e7i bir element yaratmak i\u00e7in elveri\u015fli olmal\u0131d\u0131r.<\/span><\/strong><\/p>\n

-M\u00fctab\u0131kl\u0131k (A= Agreed): Anla\u015fma, bireysel hedefler \u00fczerinde ekip \u00fcyeleriyle birlikte anla\u015f\u0131larak yap\u0131lmas\u0131 gerekti\u011fini ifade eder.<\/span><\/strong><\/p>\n

-Ger\u00e7ek\u00e7ilik (R= Realistic): Hedefler, ula\u015f\u0131labilir ve ger\u00e7ek\u00e7i olmal\u0131d\u0131r. Verilen \u00f6d\u00fcller do\u011fru bir odak ve \u00e7aba i\u00e7in g\u00fc\u00e7l\u00fc bir motivasyonel fakt\u00f6rd\u00fcr.<\/span><\/strong><\/p>\n

-Zamanl\u0131l\u0131k (T= Timed): Ula\u015f\u0131lacak hedefler i\u00e7in spesifik zaman aral\u0131klar\u0131 yaratmay\u0131 ifade eder. Bunlarla ba\u011flant\u0131l\u0131 ve ileti\u015fim halinde olunmal\u0131d\u0131r.<\/span><\/strong><\/p>\n

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To maintain a person's level of motivation and excitement, it is necessary to make sure they feel the goal is achievable. At the same time, each individual's goal will be different even if their ultimate goal is the same (Gale & Clay, 2005; 112). The team should be approached as a group of people with different needs and goals. This will help to understand personal motivation. It will also help them become a better team leader, improve the quality of communication, increase the confidence of the team, and encourage their desire to achieve the best of their abilities (Gale and Clay, 2005; 112).<\/strong><\/span><\/p>\n

2.2.5. Remember that progress and improvement motivate individuals.<\/strong><\/span><\/h3>\n

Personal and team development is another fundamental point in maintaining motivation. When people feel they are making progress, learning new concepts, gaining new skills, and improving their thinking, they tend to remain highly motivated. Personal growth adds value to the individual by increasing his or her self-esteem and self-worth (Grazier, 1998).<\/span><\/strong><\/p>\n

Feedback on progress encourages or helps people concentrate on what is needed to get the job done. However, feedback is not always given or is often not sufficient. The reasons for this are generally based on the following views (Adair, 2003; 74):<\/span><\/strong><\/p>\n

-\u201c\u0130nsanlar, nas\u0131l yap\u0131yor olduklar\u0131 hakk\u0131nda konu\u015fulmas\u0131na ihtiya\u00e7 duymazlar; zaten biliyorlard\u0131r.\u201d<\/span><\/strong><\/p>\n

-\u201cE\u011fer her \u015feyin iyiye gitti\u011fini s\u00f6ylerseniz, rahat davran\u0131rlar.\u201d<\/span><\/strong><\/p>\n

-\u201cE\u011fer hi\u00e7bir \u015feyin iyiye gitmedi\u011fini s\u00f6ylerseniz, mutsuz olurlar ve canlar\u0131 s\u0131k\u0131l\u0131r.\u201d<\/span><\/strong><\/p>\n

-\u201cBecerilerde ya da bunu yapma zaman\u0131 konusunda eksiklik ta\u015f\u0131maktay\u0131zd\u0131r.\u201d<\/span><\/strong><\/p>\n

2.2.6. Give importance to communication <\/span><\/strong><\/h3>\n
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Communication is also important. Keeping the project team informed and informed is vital. Whether communication is formal or informal, written or verbal, it helps the team shape its focus and gives a clearer idea of their role and what is expected of them. Thus, they understand their individual goals, but also see the overall goal of the team for a successful project. Good communication from the team leader and between team members will help increase the working relationship between all team members so that they can work towards the same end result goal (Brenner, 2007; 19). In communication, \u201clistening skill\u201d plays a very important role. Being an effective listener includes considering the following factors (Brenner, 2007; 19):<\/strong><\/span><\/p>\n<\/div>\n

-Kar\u015f\u0131n\u0131zdaki ki\u015fi konu\u015furken g\u00f6z konta\u011f\u0131 kurun ve ona t\u00fcm dikkatinizi verin,<\/strong><\/span><\/p>\n

-Kar\u015f\u0131ndaki konu\u015furken s\u00f6z\u00fcn\u00fc kesmeyin ve bitirmesini bekleyin,<\/strong><\/span><\/p>\n

-Beden diline dikkat edin. Kollar\u0131n\u0131z\u0131 \u00e7apraz \u015fekilde de\u011fil, dinleyici pozisyonunda tutun ve onaylamasan\u0131z da ba\u015f\u0131n\u0131z\u0131 onu dinledi\u011finizi g\u00f6sterir \u015fekilde sallay\u0131n,<\/strong><\/span><\/p>\n

-Ki\u015finin ne s\u00f6yledi\u011fini a\u00e7\u0131k hale getirin ve onaylat\u0131n, k\u0131sa \u015fekillerde ne s\u00f6yledi\u011fini tekrarlat\u0131n. Bu, konu\u015fmac\u0131n\u0131n s\u00f6yledi\u011fi \u015feyin dinleyen ki\u015fi taraf\u0131ndan anla\u015f\u0131ld\u0131\u011f\u0131n\u0131 g\u00f6sterecektir.<\/strong><\/span><\/p>\n


\n2.2.7. Create a motivating work environment.<\/span><\/strong><\/h3>\n
The importance of the effect of the work environment on motivation and job satisfaction has been expressed in many studies and theories. In particular, Herzberg stated in his theory \u201cHygiene Factors<\/a>It should be noted that \u201d is provided, but it should be noted that these factors only prevent dissatisfaction. According to this;<\/span><\/strong><\/div>\n

-Kontrole a\u015f\u0131r\u0131 vurgu yaparak k\u0131s\u0131tlay\u0131c\u0131 bir organizasyon yaratmak \u00e7al\u0131\u015fanlar\u0131n i\u015f tatminini olumsuz etkilemektedir.<\/span><\/strong><\/p>\n

-\u0130\u015f s\u00fcrecinde \u00e7al\u0131\u015fanlara optimum otonomi sa\u011flanmal\u0131 ve kontrol sistemleri sadece gerekti\u011fi yerde i\u015fleve sokulmal\u0131d\u0131r.<\/span><\/strong><\/p>\n

-\u00c7al\u0131\u015fanlara, onlar\u0131n \u00e7al\u0131\u015fma ya\u015famlar\u0131n\u0131 etkileyen kararlara kat\u0131lma hakk\u0131 verilmeli, b\u00f6ylece eylem ve sonu\u00e7lardan sorumluluk al\u0131nmas\u0131 sa\u011flan\u0131lmal\u0131d\u0131r.<\/span><\/strong><\/p>\n

-Tekrarlay\u0131c\u0131 i\u015flerden ka\u00e7\u0131narak ve \u00e7e\u015fitlilik sa\u011flayarak, i\u015f dizayn\u0131na \u00f6nem g\u00f6sterilmelidir. Ayr\u0131ca i\u015f g\u00fcvenli\u011finin sa\u011fland\u0131\u011f\u0131na emin olunmal\u0131d\u0131r.<\/span><\/strong><\/p>\n

-\u00c7al\u0131\u015fma ko\u015fullar\u0131n\u0131n ekibin ama\u00e7lar\u0131n\u0131 ger\u00e7ekle\u015ftirmesi i\u00e7in iyi \u015fekilde dizayn edilmesine \u00f6zen g\u00f6sterilmelidir. \u00d6zellikle gerekli fiziksel cihazlar\u0131n ve materyallerin ekibin hizmetine tahsisi, ekibe moral verecek ve \u00fcst y\u00f6netimin yan\u0131nda olduklar\u0131 izlenimini verecektir.<\/span><\/strong><\/p>\n

\n

It is very important to create an environment where teams can focus on their work by being on their own and in isolation from the external environment. Creating a place called the "War Room" where teams can work together is essential to obtaining effective results. In such places, teams can put visual documents related to their projects or tasks on their own walls, boards, etc. They will be able to hang around, discuss and share their ideas about their projects and work without outside interference. The "motivating factors" in Herzberg's theory are the main factors in ensuring the motivation of the team. Accordingly, the fact that the work carried out by the team provides recognition to the team, gives a sense of success and responsibility, and provides a personal development opportunity for each member of the team will keep the motivation of the team alive.<\/span><\/strong><\/p>\n

2.2.8. Give fair, equitable rewards and give importance to reward management.<\/strong><\/span><\/h3>\n

Awards have an important role in affecting the motivation of team members positively and negatively. The quantity, quality, frequency of awards and most importantly whether they are distributed fairly will affect the performance of the team positively and negatively. In terms of ensuring team spirit, it is very important that the performance and contribution match the size of the award.<\/span><\/strong><\/p>\n

In his \u201creward justice and equality theory\u201d, Adams determined that individuals always compare the rewards given to them with the rewards given to others, and they try to determine how much the rewards deemed appropriate for them are equal to those who show similar success. In this comparison, individuals show their efforts, intelligence, knowledge, experience and abilities as inputs or values they offer to the organization and their successes accordingly. On the other hand, the rewards they provide from the organization are wage and status increases, bonuses, bonuses and similar social benefits, administrative powers and resources, job security and improving workplace conditions and similar issues. Individuals compare the ratios of these two elements to each other to determine reward justice (Eren, 2001; 522).<\/span><\/strong><\/p>\n

The individual makes an evaluation by comparing his own output\/input ratio with the output\/input ratio of others. sense of equality; It does not require perceived outputs and inputs to be equal, but simply requires that their ratios be the same or equal. When comparing himself to others, the individual may think that he deserves higher wages because he works so hard. Then this individual's output\/input ratio is considered higher. Here, the individual compares the rewards he receives as a result of the inputs he offers to the organization with other people. It should be noted here that these comparisons, averages and groups being compared are subjective perceptions of the individual (Moorhead et al., 1989; 135).<\/span><\/strong><\/p>\n

2.2.9. Appreciate every individual on the team at the slightest opportunity.<\/strong><\/span><\/h3>\n

Financial rewards are perceived by the person as a tangible indication of appreciation. There are different ways of expressing contributions. If appreciation is not shown, the individual may feel that he is not noticed, valued and rewarded. This can cause a decrease in desire and energy level. Recognition can be formal or informal for the individual and team. For appreciation, the following can be done (Adair, 2003; 78):<\/strong><\/span><\/p>\n<\/div>\n

-Her bir ekip \u00fcyesine adil ve e\u015fit bir \u015fekilde davran\u0131n,<\/strong><\/span><\/p>\n

-Ger\u00e7ek ba\u015far\u0131 ya da katk\u0131lar\u0131 \u00f6d\u00fcllendirin,<\/strong><\/span><\/p>\n

-Organizasyonun temel de\u011ferlerini yans\u0131t\u0131n,<\/strong><\/span><\/p>\n

-Bunu bir rehber ve t\u00fcm d\u00fc\u015f\u00fcnceleri desteklemek i\u00e7in kullan\u0131n,<\/strong><\/span><\/p>\n

-M\u00fcmk\u00fcnse bunu herkesin \u00f6n\u00fcnde yap\u0131n,<\/strong><\/span><\/p>\n

-\u00c7al\u0131\u015ft\u0131\u011f\u0131n\u0131z insanlar\u0131n isimlerini bilin, bu takdir etmenin basit bir \u015feklidir.<\/strong><\/span><\/p>\n

As a result, all these factors should be taken into consideration in motivating the teams, and they should be emphasized in terms of the success of a project and business processes as a team. Thus, companies strengthen the possibility of not making the possible motivational mistakes that Peterson (2007; 63-65) states about motivation:<\/strong><\/span><\/div>\n

-Y\u00f6neticiler kendilerini motive eden \u015feylerin, ba\u015fkalar\u0131n\u0131 da motive etti\u011fini d\u00fc\u015f\u00fcn\u00fcrler,<\/em><\/span><\/strong><\/p>\n

-\u0130nsanlar \u00f6zellikle parayla motive edilirler,<\/em><\/span><\/strong><\/p>\n

-Ekip \u00fcyeleri, formal \u00f6d\u00fcller almay\u0131 severler,<\/em><\/span><\/strong><\/p>\n

-\u201cRally slogan\u0131\u201d verin gerisi kolay g\u00f6r\u00fc\u015f\u00fc vard\u0131r,<\/em><\/span><\/strong><\/p>\n

-En iyi proje lideri, g\u00fc\u00e7l\u00fc bir amigodur,<\/em><\/span><\/strong><\/p>\n

-Bu \u00e7al\u0131\u015fanlar birer profesyonel, o nedenle motive edilmeye ihtiya\u00e7 duymazlar,<\/em><\/span><\/strong><\/p>\n

-Problem \u00e7\u0131kt\u0131\u011f\u0131nda onlar\u0131 motive ederim,<\/em><\/span><\/strong><\/p>\n

-Herkese ayn\u0131 \u015fekilde davranaca\u011f\u0131m, insanlar bunu severler. Bu onlar\u0131 motive edecektir.<\/em><\/span><\/strong><\/p>\n

\n

Conclusion<\/strong><\/span><\/h3>\n

The aim in management is to reach the targeted results in the targeted time, cost and effectiveness. Especially in long-term projects and tasks, it becomes difficult to maintain the same performance and to achieve results at the desired time and cost due to the increasing importance of the time factor and encountering difficult problems. In this process, it is necessary to see the motivation of the teams as an important management problem and to show a proactive management behavior in the realization of the goals.<\/strong><\/span><\/p>\n

Bu \u00e7al\u0131\u015fmada ekiplerin motivasyonunda etkili olan \u00e7e\u015fitli fakt\u00f6rler \u00fczerinde durulmu\u015ftur. Ancak do\u011fald\u0131r ki sadece bunlarla s\u0131n\u0131rl\u0131 de\u011fildir. Farkl\u0131 g\u00f6revler i\u00e7in bir araya gelen ekiplerde, i\u015fin niteli\u011fine ve niceli\u011fine g\u00f6re daha farkl\u0131 teknikler de dikkate al\u0131narak uygulanabilir. Ancak burada ifade edilen motivasyonel tedbirler, g\u00f6z \u00f6n\u00fcnde bulundurulmas\u0131 gereken en temel uygulamalard\u0131r. Ve en basit ekip \u00e7al\u0131\u015fmalar\u0131nda dahi g\u00f6z \u00f6n\u00fcnde bulundurulmas\u0131 gereken bir \u00f6neme sahiptir.<\/strong><\/span><\/p>\n

As a result, the personality and behaviors of the team leader or manager are the most important factors in motivating teams. The person who will analyze the characteristics and needs of the team members one by one and use this as an important tool in achieving the goal of the project is the leader of the team. As the leader of the team, his enthusiasm and excitement about the project before anyone else will positively affect other team members. In addition, it is the leader's responsibility to include individuals in the team who meet the team's goals and have the necessary characteristics for the success of the project or task.<\/strong><\/span><\/p>\n<\/div>\n

In addition, the business management has important responsibilities in activating the performance of the team, creating a positive work environment physically and mentally and performing the reward management well. It is also an important factor in the success of the project to match the purpose of the team, the purpose of the business and the goals of the individual individuals. The determined goals must have clear, timely and motivating features, both individually and as a team. It is also important to provide the team members with the necessary information about the results in a timely and accurate manner. The subject of communication has a great impact not only as a means of conveying information, but also in terms of motivating the team, establishing trust among the members and ensuring a good team spirit. Finally, it is very important to keep in mind that each individual comes with different motives, goals and expectations when joining the team and that each must be treated as a separate person.<\/strong><\/span><\/div>\n
Dr. Tayfun Topalo\u011flu<\/strong><\/a><\/div>\n
All Posts by the Author<\/strong><\/a><\/div>\n

\nReferences<\/strong><\/a><\/div>\n
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Motivating a Team<\/a><\/p><\/blockquote>\n