Description
The PPT explaining about Motivation explaining it with the help of various theories put up forward in that direction.
Motivation
Definition
•
•
•
A process that account for an individual?s intensity, direction, and persistence of effort toward attaining a goal. Intensity is concerned with how hard a person tries. This is the core of motivation. The intensity is not useful, unless the effort is channeled in a direction which benefits an orgn. Finally, motivation has a persistence dimension. A measure of how long a person can maintain his/her effort Motivation is the will to act In the workplace, eek to influence your ataff to align their own motivations with the needs of the orgn
Concepts
•
•
• •
•
The art of motivating people starts with learning how to influence individual?s behaviour To release the full potential of employees, orgn are rapidly moving away from “command and control” and towards “advise and consent” as ways of motivating Because employers recognized that rewarding good work is more effective than threatening punitive measure for bad work Self-motivation is long-lasting. Inspire self-motivated staff further by trusting them to work on their own initiatives and encouraging them to take responsibility for entire tasks Highly motivated staff take initiative to drive the company forward
Maslow?s hierarchy of needs
•
1. 2. 3. 4.
5.
Within every human being there exists a hierarchy of five needs: Physiological: hunger, thirst, shelter, sex, and other bodily needs Safety: security an protection from bodily and emotional harm Social: Includes affection, belongingness, acceptance and friendship Esteem: includes self-respect, autonomy, achievement, status, recognition and attention Self-Actualization: the drive to become what one is capable of becoming; includes growth, achieving one?s potential, and self fulfillment.
Herzberg?s Two Factor Theory
•
• • •
•
•
Also called the Motivation-Hygiene theory. The individual?s relation to work is basic and that one?s attitude to work can very well determine success or failure What do people want from their jobs? What matters is the situation in which people felt exceptionally good or bad about their jobs – job satisfaction and dissatisfaction The factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction. Therefore managers who seek to remove job dissatisfaction can bring about peace but not necessarily motivation. They will be placating their workforce rather than motivating them
Two Factor Theory
•
• •
•
Conditions surrounding the job such as quality of supervision, pay, company policies, physical working conditions, relations with others, and job security were characterized as Hygiene Factors. When they are adequate, people will not be dissatisfied; neither will they be satisfied. Thus, to motivate people on their job, emphasize factors associated with work itself or to outcomes directly derived from it such as promotional opportunities, opportunities for personal growth, recognition, responsibility and achievement. These are characteristics that people find intrinsically rewarding.
Understanding Behaviour
•
• • • •
In most cases, the only way to know how motivated your staff members are is through the ways in which they behave. This includes what they say, their gestures, expressions, and stance. How individual perform tasks will indicate their level of motivation. Positive motivation is signaled by positive gestures: a smile, an eager pose, and a relaxed manner. Enthusiastic people have a “sparkle” in their eyes. Confident eye contact is also important as a measure of motivation.
Understanding Behaviour
•
-
-
Motivation can be recognized in a no. of ways: look for signs staff feel useful, optimistic, or able to take opportunities. A team where each member looks after the other?s interests Look for signs where the staff are satisfied in their jobs rather than anxious or frustrated. The attitude of the individual to their work Individual freely volunteers effort and ideas They react well to requests and new assignments The work to achieve, not “to rule”. They always respond frankly to questions They seem happy at work
Understanding Behaviour
•
-
Workplace demotivation: normally caused by poor systems or work overload Very clear signs: absenteeism, quick staff turnover Recognizing demotivation is pointless unless you intend to eradicate its causes Poor behaviour and underperformance not necessarily signs of demotivation If demotivation remains even when the situation is improved, it may be due to personal problems Look for inattention in facial expression A sloppy “couldn?t care less” attitude, lack of enthusiasm
Building up motivation
•
• •
•
The forces that drive managers will strongly influence motivational behaviour Understand your own assumptions and priorities, personal and corporate ambitions Success is not just meeting task objectives, but also building a creative and effective team that will succeed even in your absence Thus a “share and collaborate” style will be more effective than “command and control” method.
McGregor?s Theory X and Y
•
•
McGregor proposed two distinct views of human beings: one basically negative, labeled Theory X, and the other basically positive labeled Theory Y. A manager?s view of the nature of human beings is based on a certain grouping of assumptions and he/she tends to mold his/her behaviour toward employees according to these assumptions.
Theory X
•
1. 2. 3. 4.
Under this theory, the four assumptions held by managers are: Employees inherently dislike work and, where possible, will attempt to avoid it. Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals Employees will avoid responsibilities and seek formal direction whenever possible Most workers place security above all other factors associated with work and will display little ambition
Theory Y
•
1. 2. 3. 4.
Under this theory the four assumptions are: Employees can view work as being as natural as rest or play People will exercise self-direction and self-control if they are committed to the objectives The average person can learn to accept, even seek responsibility. The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions
A good manager
•
• • • • • •
An essential foundation for motivation is a positive workplace environment created by the manager Expect professional competence including empowerment to enable participation and self-management Establish a system that is constructive in which people can hope to perform to their best. A poor system accounts for 85% of underperformance People do not give best for uncommitted managers Get clear directives from own manager to send the message down Avoid “office politics”.
A good manager
•
• • • • • •
Treats staff well Never make promises you can?t keep Ensure people know they can count on your respect and loyalty Ensure working conditions, pay and status issues, job security and working atmosphere are managed promptly Deal with personal problems in a sympathetic and positive manner Motivation depends on having clear objectives which will be achieved through good management Aim to align staffs individual drives with company?s purposes
Improving Communications
•
• •
• • •
You can never communicate too much Take care over the content and delivery of a message so that inspires motivation upon its reception Everyone should know about everything that concerns them directly or indirectly, in full and accurate details as soon as possible. Preselect the info your staff have told you they want – responding to demand is motivational Supply regular updates – keep informed wherever possible – uncertainties are very demotivating Set up a help desk for “other queries”, and always inform before rumours arise
Improving communications
•
• • • • • •
Use open system of management, encourage exchange of info and views between team members Have frequent dialogues Motivational managements encourages discussion about further involvement and contribution Have informal talks along with formal meetings Treat contrary views with respect, and when you disagree, explain why fully To motivate fully, important to be visible, approachable, and unhurried at all times Engage staff in decisions that might affect them
Improving communications
•
• • • •
If manager does not play favourites, favours are less likely to be sought False rumours should be quashed as soon as they are heard Ignoring the efforts of “office politicians” often discourages further attempts If people express concern about a new policy, ask how you can allay their concerns Involving staff from a early stage encourages all members to feel that they can make a difference
Winning cooperation
•
• • -
• •
•
•
Create a no-blame culture Create a cooperation environment for staff as well as expect from them Key motivational questions to ask: What do I do that stops you from doing a better job? What should I do to help you perform better? Increase motivation by moving towards less than more controls In case of problems, do not rebuke, but consider potential remedies Be genuine Perception of being in the way of the career path can be demotivating
Getting best from people
•
• • • •
•
•
People capable of remarkable achievement, significantly ahead of previous performance, if provided with right environment and given right motivational leadership To motivate well, start by assessing the individuals in team Always approach people without preconceptions, and concentrate attention on performance only Liking people is good, not favouritism. Demotivates unfavoured, makes favourite unpopular in team Avoid accepting third party?s judgment of a staff member Recognize specific motives of people and treat them on merits Give tasks to the most suitable people
Offering Incentives
•
• • • •
Various incentives: recognition, money, health, family benefits, insurance, travel incentives Motivate employees by allowing them to be part of the goals setting exercise Offer a wide range of benefits, allowing people to choose from several options Reserve exceptional incentives for occasions when exceptional effort is required to meet demanding targets Do not allow staff to expect special rewards for simply doing their jobs
Motivating Groups
•
•
•
•
People behave differently in groups: mob hysteria is one example The opposite isAppraising effectively a spirit of togetherness Always have a leader who will be accepted by the group Meet regularly as a team Involve everyone in decision making Praise in public and criticize in private Take staff criticism seriously Cure any bad system as a first step to conquering poor morale
Demotivation
•
• • • • • • • •
Best response is a sympathetic human response Interact with people though a dialogue; eliminate fear by striking a positive response You cannot succeed in preventing demotivation A personality clash between staff members needs different treatment than demotivation caused by stress Need to analyze demotivation before action on it Could be caused by stress, emotional problems or physical illness; or with the job itself or the person?s approach to it Tailor remedy to the cause Change the boss!! Use counselling
Appraising Effectively
•
• • • • • • • •
Appraise / Review continuously Appraisal system is not for criticism, reward or praise; it is for development Check out if the manager is in the way of effectiveness Empathise with the people being appraised Be a good / active listener Look out for tell-tale sign of disinterest, lack of enthusiasm Is the individual doing a job of interest Is the individual clear about the role he/she has to perform Have key qualities reqd for a staff to perform a role and assess individuals on it
Jobs
•
• • • • • •
Need to develop individuals in their jobs Have clarity on the job, what are its specifications and the fit needed to perform it Job evaluation – to be credible – are you using market rates? Ensure personnel provided appropriate rewards for performance of skills The grade should go with the job and not vice versa Pay for responsibility and contribution, not for seniority and status The job designed must be of interest and give satisfaction to the worker
Jobs
•
-
-
•
•
Motivational components of a job: Accountability Variation Targets Multiskilling Interest Prospects Ownership Every job has its own skills, necessary knowledge, and attributes so specify them Jobs and their occupants both need regular modification
Enriching jobs
•
•
• • •
Aiming for variety, multitasking, and high interest levels Interest in a job depends on the content of the work, its complexity, and the sense of achievement generated by the completion of the job More varied the job, greater the need for new skills. Apply multidisciplinary cross functional teams Providing a whole task will give more variety and ownership Ask for suggestions – quality circles
ERG Theory
•
• • •
Alderfer argues that there are three groups of core needs – existence, relatedness and growth. Existence group is concerned with providing our basic material existence requirements. Relatedness – the desire we have for maintaining important interpersonal relationships. Growth needs – the intrinsic desire for personal development
Needs Theory
•
• • •
David McClelland his associates focus on three needs: Need for achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed Need for power: The need to make others behave in a way that they would not have behaved otherwise. Need for affiliation: The desire for friendly and close interpersonal relationships
Other theories
•
• •
•
Goal-setting Theory: The theory that specific and difficult goals, with goal/feedback, lead to higher performance. Reinforcement Theory: Behaviour is a function of its consequences. Reinforcement conditions behaviour. Equity Theory:Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities. Expectancy Theory: The strength of a tendency to ct in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome on the individual.
MBO: Management by Objectives
•
• •
• •
Emphasizes participatively set goals that are tangible, verifiable and measurable. Using goals to motivate people rather than to control them. MBO: A program that encompasses specific goals, participatively set, for a explicit time period, with feedback on goal progress. MBO replaces imposed goals with participatively determined goals. Specific hard goals result in higher levels of performance than do no goals at all or the generalized “do your best”; and feedback on one?s performance leads to higher performance.
Employee Recognition Programs
•
•
•
•
-
Recognizing employees as individuals and in groups for good performance. Include: team or dept. „T? shirts, mugs, certificats, tickets to movie shows, get togethers, time off, cash awards, completing a project early, etc. Consistent to reinforcement theory, rewarding a behaviour with recognition immediately following that behaviour is likely to encourage its repetition. Employee involvement: A participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organization?s success. Work councils, quality circles, board representatives, etc.
Employee Recognition Programs
? Employee stock options plans
? Variable pay programs: part of pay dependent on some ? ? ? ?
performance yardstick Profit sharing plans Linking executive pay to employee satisfaction – United Air Lines Skill based pay – pay based on no of skill performed Flexible benefits:employees pick and choose among a menu of benefit options.
Special Issues in Motivation
? Motivating professionals: Loyalty to profession; need to keep
? ? ?
?
current in their jobs; do not define fixed time of working; are well paid Motivating part-time / contract workers: no security / stability in job Motivating diversified workforce: both spouses working; need for support at home Motivating low skilled service workers: limited education, skills and pay Motivating people doing repetitive work:
doc_888556696.ppt
The PPT explaining about Motivation explaining it with the help of various theories put up forward in that direction.
Motivation
Definition
•
•
•
A process that account for an individual?s intensity, direction, and persistence of effort toward attaining a goal. Intensity is concerned with how hard a person tries. This is the core of motivation. The intensity is not useful, unless the effort is channeled in a direction which benefits an orgn. Finally, motivation has a persistence dimension. A measure of how long a person can maintain his/her effort Motivation is the will to act In the workplace, eek to influence your ataff to align their own motivations with the needs of the orgn
Concepts
•
•
• •
•
The art of motivating people starts with learning how to influence individual?s behaviour To release the full potential of employees, orgn are rapidly moving away from “command and control” and towards “advise and consent” as ways of motivating Because employers recognized that rewarding good work is more effective than threatening punitive measure for bad work Self-motivation is long-lasting. Inspire self-motivated staff further by trusting them to work on their own initiatives and encouraging them to take responsibility for entire tasks Highly motivated staff take initiative to drive the company forward
Maslow?s hierarchy of needs
•
1. 2. 3. 4.
5.
Within every human being there exists a hierarchy of five needs: Physiological: hunger, thirst, shelter, sex, and other bodily needs Safety: security an protection from bodily and emotional harm Social: Includes affection, belongingness, acceptance and friendship Esteem: includes self-respect, autonomy, achievement, status, recognition and attention Self-Actualization: the drive to become what one is capable of becoming; includes growth, achieving one?s potential, and self fulfillment.
Herzberg?s Two Factor Theory
•
• • •
•
•
Also called the Motivation-Hygiene theory. The individual?s relation to work is basic and that one?s attitude to work can very well determine success or failure What do people want from their jobs? What matters is the situation in which people felt exceptionally good or bad about their jobs – job satisfaction and dissatisfaction The factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction. Therefore managers who seek to remove job dissatisfaction can bring about peace but not necessarily motivation. They will be placating their workforce rather than motivating them
Two Factor Theory
•
• •
•
Conditions surrounding the job such as quality of supervision, pay, company policies, physical working conditions, relations with others, and job security were characterized as Hygiene Factors. When they are adequate, people will not be dissatisfied; neither will they be satisfied. Thus, to motivate people on their job, emphasize factors associated with work itself or to outcomes directly derived from it such as promotional opportunities, opportunities for personal growth, recognition, responsibility and achievement. These are characteristics that people find intrinsically rewarding.
Understanding Behaviour
•
• • • •
In most cases, the only way to know how motivated your staff members are is through the ways in which they behave. This includes what they say, their gestures, expressions, and stance. How individual perform tasks will indicate their level of motivation. Positive motivation is signaled by positive gestures: a smile, an eager pose, and a relaxed manner. Enthusiastic people have a “sparkle” in their eyes. Confident eye contact is also important as a measure of motivation.
Understanding Behaviour
•
-
-
Motivation can be recognized in a no. of ways: look for signs staff feel useful, optimistic, or able to take opportunities. A team where each member looks after the other?s interests Look for signs where the staff are satisfied in their jobs rather than anxious or frustrated. The attitude of the individual to their work Individual freely volunteers effort and ideas They react well to requests and new assignments The work to achieve, not “to rule”. They always respond frankly to questions They seem happy at work
Understanding Behaviour
•
-
Workplace demotivation: normally caused by poor systems or work overload Very clear signs: absenteeism, quick staff turnover Recognizing demotivation is pointless unless you intend to eradicate its causes Poor behaviour and underperformance not necessarily signs of demotivation If demotivation remains even when the situation is improved, it may be due to personal problems Look for inattention in facial expression A sloppy “couldn?t care less” attitude, lack of enthusiasm
Building up motivation
•
• •
•
The forces that drive managers will strongly influence motivational behaviour Understand your own assumptions and priorities, personal and corporate ambitions Success is not just meeting task objectives, but also building a creative and effective team that will succeed even in your absence Thus a “share and collaborate” style will be more effective than “command and control” method.
McGregor?s Theory X and Y
•
•
McGregor proposed two distinct views of human beings: one basically negative, labeled Theory X, and the other basically positive labeled Theory Y. A manager?s view of the nature of human beings is based on a certain grouping of assumptions and he/she tends to mold his/her behaviour toward employees according to these assumptions.
Theory X
•
1. 2. 3. 4.
Under this theory, the four assumptions held by managers are: Employees inherently dislike work and, where possible, will attempt to avoid it. Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals Employees will avoid responsibilities and seek formal direction whenever possible Most workers place security above all other factors associated with work and will display little ambition
Theory Y
•
1. 2. 3. 4.
Under this theory the four assumptions are: Employees can view work as being as natural as rest or play People will exercise self-direction and self-control if they are committed to the objectives The average person can learn to accept, even seek responsibility. The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions
A good manager
•
• • • • • •
An essential foundation for motivation is a positive workplace environment created by the manager Expect professional competence including empowerment to enable participation and self-management Establish a system that is constructive in which people can hope to perform to their best. A poor system accounts for 85% of underperformance People do not give best for uncommitted managers Get clear directives from own manager to send the message down Avoid “office politics”.
A good manager
•
• • • • • •
Treats staff well Never make promises you can?t keep Ensure people know they can count on your respect and loyalty Ensure working conditions, pay and status issues, job security and working atmosphere are managed promptly Deal with personal problems in a sympathetic and positive manner Motivation depends on having clear objectives which will be achieved through good management Aim to align staffs individual drives with company?s purposes
Improving Communications
•
• •
• • •
You can never communicate too much Take care over the content and delivery of a message so that inspires motivation upon its reception Everyone should know about everything that concerns them directly or indirectly, in full and accurate details as soon as possible. Preselect the info your staff have told you they want – responding to demand is motivational Supply regular updates – keep informed wherever possible – uncertainties are very demotivating Set up a help desk for “other queries”, and always inform before rumours arise
Improving communications
•
• • • • • •
Use open system of management, encourage exchange of info and views between team members Have frequent dialogues Motivational managements encourages discussion about further involvement and contribution Have informal talks along with formal meetings Treat contrary views with respect, and when you disagree, explain why fully To motivate fully, important to be visible, approachable, and unhurried at all times Engage staff in decisions that might affect them
Improving communications
•
• • • •
If manager does not play favourites, favours are less likely to be sought False rumours should be quashed as soon as they are heard Ignoring the efforts of “office politicians” often discourages further attempts If people express concern about a new policy, ask how you can allay their concerns Involving staff from a early stage encourages all members to feel that they can make a difference
Winning cooperation
•
• • -
• •
•
•
Create a no-blame culture Create a cooperation environment for staff as well as expect from them Key motivational questions to ask: What do I do that stops you from doing a better job? What should I do to help you perform better? Increase motivation by moving towards less than more controls In case of problems, do not rebuke, but consider potential remedies Be genuine Perception of being in the way of the career path can be demotivating
Getting best from people
•
• • • •
•
•
People capable of remarkable achievement, significantly ahead of previous performance, if provided with right environment and given right motivational leadership To motivate well, start by assessing the individuals in team Always approach people without preconceptions, and concentrate attention on performance only Liking people is good, not favouritism. Demotivates unfavoured, makes favourite unpopular in team Avoid accepting third party?s judgment of a staff member Recognize specific motives of people and treat them on merits Give tasks to the most suitable people
Offering Incentives
•
• • • •
Various incentives: recognition, money, health, family benefits, insurance, travel incentives Motivate employees by allowing them to be part of the goals setting exercise Offer a wide range of benefits, allowing people to choose from several options Reserve exceptional incentives for occasions when exceptional effort is required to meet demanding targets Do not allow staff to expect special rewards for simply doing their jobs
Motivating Groups
•
•
•
•
People behave differently in groups: mob hysteria is one example The opposite isAppraising effectively a spirit of togetherness Always have a leader who will be accepted by the group Meet regularly as a team Involve everyone in decision making Praise in public and criticize in private Take staff criticism seriously Cure any bad system as a first step to conquering poor morale
Demotivation
•
• • • • • • • •
Best response is a sympathetic human response Interact with people though a dialogue; eliminate fear by striking a positive response You cannot succeed in preventing demotivation A personality clash between staff members needs different treatment than demotivation caused by stress Need to analyze demotivation before action on it Could be caused by stress, emotional problems or physical illness; or with the job itself or the person?s approach to it Tailor remedy to the cause Change the boss!! Use counselling
Appraising Effectively
•
• • • • • • • •
Appraise / Review continuously Appraisal system is not for criticism, reward or praise; it is for development Check out if the manager is in the way of effectiveness Empathise with the people being appraised Be a good / active listener Look out for tell-tale sign of disinterest, lack of enthusiasm Is the individual doing a job of interest Is the individual clear about the role he/she has to perform Have key qualities reqd for a staff to perform a role and assess individuals on it
Jobs
•
• • • • • •
Need to develop individuals in their jobs Have clarity on the job, what are its specifications and the fit needed to perform it Job evaluation – to be credible – are you using market rates? Ensure personnel provided appropriate rewards for performance of skills The grade should go with the job and not vice versa Pay for responsibility and contribution, not for seniority and status The job designed must be of interest and give satisfaction to the worker
Jobs
•
-
-
•
•
Motivational components of a job: Accountability Variation Targets Multiskilling Interest Prospects Ownership Every job has its own skills, necessary knowledge, and attributes so specify them Jobs and their occupants both need regular modification
Enriching jobs
•
•
• • •
Aiming for variety, multitasking, and high interest levels Interest in a job depends on the content of the work, its complexity, and the sense of achievement generated by the completion of the job More varied the job, greater the need for new skills. Apply multidisciplinary cross functional teams Providing a whole task will give more variety and ownership Ask for suggestions – quality circles
ERG Theory
•
• • •
Alderfer argues that there are three groups of core needs – existence, relatedness and growth. Existence group is concerned with providing our basic material existence requirements. Relatedness – the desire we have for maintaining important interpersonal relationships. Growth needs – the intrinsic desire for personal development
Needs Theory
•
• • •
David McClelland his associates focus on three needs: Need for achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed Need for power: The need to make others behave in a way that they would not have behaved otherwise. Need for affiliation: The desire for friendly and close interpersonal relationships
Other theories
•
• •
•
Goal-setting Theory: The theory that specific and difficult goals, with goal/feedback, lead to higher performance. Reinforcement Theory: Behaviour is a function of its consequences. Reinforcement conditions behaviour. Equity Theory:Individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities. Expectancy Theory: The strength of a tendency to ct in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome on the individual.
MBO: Management by Objectives
•
• •
• •
Emphasizes participatively set goals that are tangible, verifiable and measurable. Using goals to motivate people rather than to control them. MBO: A program that encompasses specific goals, participatively set, for a explicit time period, with feedback on goal progress. MBO replaces imposed goals with participatively determined goals. Specific hard goals result in higher levels of performance than do no goals at all or the generalized “do your best”; and feedback on one?s performance leads to higher performance.
Employee Recognition Programs
•
•
•
•
-
Recognizing employees as individuals and in groups for good performance. Include: team or dept. „T? shirts, mugs, certificats, tickets to movie shows, get togethers, time off, cash awards, completing a project early, etc. Consistent to reinforcement theory, rewarding a behaviour with recognition immediately following that behaviour is likely to encourage its repetition. Employee involvement: A participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organization?s success. Work councils, quality circles, board representatives, etc.
Employee Recognition Programs
? Employee stock options plans
? Variable pay programs: part of pay dependent on some ? ? ? ?
performance yardstick Profit sharing plans Linking executive pay to employee satisfaction – United Air Lines Skill based pay – pay based on no of skill performed Flexible benefits:employees pick and choose among a menu of benefit options.
Special Issues in Motivation
? Motivating professionals: Loyalty to profession; need to keep
? ? ?
?
current in their jobs; do not define fixed time of working; are well paid Motivating part-time / contract workers: no security / stability in job Motivating diversified workforce: both spouses working; need for support at home Motivating low skilled service workers: limited education, skills and pay Motivating people doing repetitive work:
doc_888556696.ppt