In Bangladesh perspective to motivate the managers we can use the techniques stated and explained by the social researchers. Motivating staff by training, self motivation, recognition, awards, incentives, incentive programs, employee satisfaction, employee reward programs, team building, employee recognition programs which will ultimately increase employee productivity. Special motivational techniques identified after looking at all the theories of motivation. These theories are applicable in the business environment of Bangladesh. This are-

Money: Economists and most managers have tended to place money high on the scale of motivators, while behavioral scientists tend to place it low. If money is to be the kind of motivator, managers must remember several things.

First: Money is likely to be more important to people who are raising a family. It is an urgent means of achieving a minimum standard of living, although this minimum has a way of getting higher.

Second: It is probably quite true that in most kind of business and other enterprises, money is used as a motivator.

Third: Money as a motivator tends to be dulled somewhat by the practice of making sure that salaries of various managers in a company are reasonably similar.

Fourth: If money is to be an effective motivator, people in various positions, even though at a similar level, must be given salaries and bonuses that reflect their individual performance.

It is almost certainly true that money can motivate only when the perspective payment is large relative to a person's income. The trouble with many wage and salary increases and even bonus payments, is that they are not large enough to motivate the receiver.

Positive reinforcement:

Positive reinforcement approach has been suggested by skimmer. This motivator helps the managers and supervisor to think positive about the goal or objective. It strengthens employee confidence to perform their activities. Positive reinforcement includes-

a)Properly designed work environment.

b)Praising performance.

c)Removal of obstruction to performance.

d)Control planning and organizing.

e)Good communication.

Motivation approves the participation and encourages participation of the employee in planning an objective and this participation helps top management in designing work environment. Management should praise the performance of employee and always keep good communication with the top, middle and lower level managers. This will create positive reinforcement.

Participation:

One technique that has been given strong support as the result of motivation theory and research is the increased awareness and use of participation. There can be no doubt that only rarely are people not motivated by being consulted on action affecting them by being ''in on the act''. There is also doubt that most people in the center of an operation have knowledge both of problems and of solutions to them. Participation is also a means of recognition. It appeals to the need for affiliation and acceptance. Above all it gives people a sense of accomplishment. But encouraging participation does not mean that managers weaken their positions. Although they encourage participation of subordinates on matters where latter can help, and although they listen carefully, on matters requiring their decision they must decide themselves. The best subordinates would not have it any other way and few subordinates can ever have respect for a wishy-washy superior.

Job enrichment:

Job can be enriched by making it challenging and meaningful. This applies to the jobs of managers as well as to the non-managers. Job enrichment is related to Herzberg's theory of motivation, where factors such as challenge, achievement recognition, and responsibility are seen as the real motivators.

In job enrichment, the attempt is to build into jobs a higher sense of challenge and achievements. A job may be enriched by variety. But it also may be enrich by-

a)Giving workers more freedom.

b)Encouraging participation and interaction.

c)Feeling of personal responsibility.

d)Giving feedback.

e)Involving workers in change management.