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Why My Horse Doesn't Drink?
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Why My Horse Doesn't Drink?
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Preface

The words of British Premier, Sir Winston Churchill narrated during the World War II, personify the essence of this book: “This is not the end. It is not even the beginning of the end. It may possibly be the end of the beginning.” No book on the subject ‘Motivation’ would probably cover the subject fully and for all times. I have tried to describe motivation in an all-encompassing perspective. This does not mean that every aspect of the subject has been covered. That would be impossible. Because ‘Motivation’ is highly intrinsic and individualized, only readers themselves can understand as to what motivates an individual and accordingly may work upon it.

Majority of the books on ‘Motivation’ are written from the point of view of an employer. Most of the issues are discussed in relation to employer - employee relationships. However, a practicing manager has a very limited role as far as job contents, design or working conditions are concerned. Nevertheless, he has an important role to play i.e. creating the right environment for people to feel motivated and perform. Although, almost all the books on motivation emphasize the need for creating the right environment yet how to do it remains unanswered. This book will help readers to create a conducive and congenial work environment.

Another important role a practicing manager needs to play effectively is to carry out ‘Performance Appraisal’ and provide feedback to his team members on a regular basis. Though all of us know recognition and rewards motivate a person yet on many occasion we fail to do so. I am sure this book will help readers to understand the concept “Things that get rewarded get done”. As a manager if someone fails to reward the right behavior, most likely gets the wrong results.

This book will serve as an introduction to the various concepts associated with ‘Motivation’ and will enable the readers to put all the specifics into a coherent framework. If a practicing manager wants to influence the people around him both on a personal and professional level - there is no other way than through understanding their needs. Specially, when he is able to assess the passion of people towards satisfying their needs, gets the most powerful tool i.e. Motivation to help ignite people to perform to their best.

Motivation is like an accelerator in a vehicle. A vehicle keeps moving at the pace decided by its accelerator. The moment accelerator is reduced, vehicle’s speed reduces and it may come to a standstill if there is no further acceleration. Alternatively, if brakes are applied, there will be an abrupt reduction in the speed of the vehicle and it may come to a standstill.

This is true to human beings as well. As long as they are motivated they keep working and producing extraordinary results. The moment there is a drop in their acceleration (motivation), results start diminishing. Of course, applying brakes (dissatisfaction/demotivation) certainly bring them to a halt. The only difference is that unlike a vehicle, human beings have different types of accelerator and brake.

Therefore, this book will help readers to identify the ways that may accelerate or slow down the speed of their team members. Chapter ‘How to motivate’ talks about the points that accelerate and chapter ‘How not to demotivate’ explains the factors that may work as brakes to performance. Thereby readers will be able to make best use of their vehicle (Team Members).

It would be of great help if readers could share their comments, advice, criticism or suggestions. Any real-life story of direct or indirect motivation or demotivation before or after applying ideas and material from the book are welcome. This feedback will help me to improve the future editions.

VIVEK MEHROTRA
A – 6, GOYAL PLAZA, JUDGES BUNGALOWS ROAD,
VASTRAPUR, AHMEDABAD 380015
vivekmehrotra@rediffmail.com


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