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What is management?
Is it an art or science?
Managing is the art of getting things done through and with
people in formally organized groups. It is the art of creating
an environment in which people can perform as individualsand yet co-operate towards the attainment of group goals.
Harold Koontz
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Importance of management
The success or failure of business organizations,public sector services, government institutions andso on, often depends on the quality of theirmanagement.
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Adjectives related to management styles
Which of these adjectives describe managers,
entrepreneurs or both?
assertive,authoritiveand ruthless
ready to take risks
group oriented
decisive
intuitive
rational
efficient
analytic
cautious and careful
individualistic
good at listeningpeople
competent
persuasive
good at motivating good at leading others
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set motivate communicate work out
measure form analyse select
Managers have to:
.......... objectives
........... how to achieve them
........... effective teams
............people
............their staff
.............the performance
.............activities
.............objectives to the people
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What are top managers in charge of?
1. take responsibility for innovation
2. develop and maintain good relationswith customers, suppliers, bankers,
government agencies etc. 3. deal with major crises
4.manage a businesss socialresponsibilities (e.g. environment)
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Reading: MK, p.18, 2a
Is Robert Cringelys description of IBM working culturepositive or negative? Explain your point of view.
True or false?
1. IBMs corporate management pays more attention onmanagement than on selling their products.
2. IBMs managers do not do the work of designing butorganize and supervise people who do it.
3. IBMs products are as cheap and good as similarproducts.
4. IBM does not have an extensive hierarchy.
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Theories of motivation: Douglas McGregor
Theory X-traditional approachto workers
People dislike work
Try to avoid it whenever itis possible
Workers have to bethreatened and rewarded
Most workers are incapableof taking responsibilities
MK, p.3o 1d:Summarizing
Theory Y moreprogressive
People have a psychologicalneed to work
they want to takeresponsibility
they want achievement
Managers should help
workers do their best
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Theory Y
It makes greater demands on workers and managers.
Abraham Maslow: demands of theory Y are excessivefor many people.
(excessive, adj = greater than what seems reasonable or
appropriate)
Many people need protection against the burden ofresponsibility even strong people.
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Theories of motivation: Abraham Maslow
Hierarchy of needs (five levels of the pyramid):
self-actualization
self-esteem
love /belonging
safety
physiological
The three lower needs at the bottom of thepyramid have to be achieved before the two
higher needs can be met.
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Assignment: The workers as adults (R: p.40)
1. Explain:
shareholder rights vs stakeholder rights
2. Name the three reasons why theory Y has not
triumphed yet.
3. Explain: ...however hard employers try to treat theirworkers decently, the market will conspire against
them.
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Classify these features into satisfiers andmotivators
- recognition- good wages- good working
conditions- a challenging job- promotion- companys shared
values(corporate culture)
- empowerment
MK, p.31, 1h:Summarizing
- personal growth- responsibility- job security- achievement
- good administration
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New words in this unit
benefits
employee
employer
incentive
job security labour relations
labour union
perks
reward
sick pay
skilled
task
threat
unskilled wages
working conditions