Download - Motivation & Leadership in management
MOTIVATION IN RANGE OF HUMAN BEHAVIOR
Human behavior
Influence able
Relax
Habit
Focus of motivation theory
COMTEMPORARY VIEWS OF MOTIVATION
Need theory: theory of motivation that
addresses what people need or require to
live fulfilling lives, particularly with regards to
work
Maslow's hierarchy of need: theory of
motivation that people are motivated to meet
five types of needs, which can be ranked in a
hierarchy.
A NEED THEORY OF MOTIVATION
NEED(DEPRIVATION)
SATISFACTION(REDUCTION OF THE
DRIVE & SATISFACTION
OF THE ORIGINAL NEED)
ACTIONS(GOAL-DIRECTED
BEHAVIOUR)
DRIVE(TENSION/ DRIVES TO
FULFILL A NEED)
MASLOW’S HIERARCHY OF NEEDS
Physiological
Safety & Security
Love (Social)
Esteem
SA
6
LEADERSHIP
Leadership: It is the process of directing
and influencing the task-related activities of
group members.
Leadership functions: The group
maintenance and task related activities that
must be performed by the leader or someone
else, for a group to perform effectively.
Leadership styles: The various patterns of
behavior favored by leaders during the process
of directing and influencing workers.
Use of authority
By the manager
Area of freedom
For subordinates
Boss centered Subordinate
centered
Leadership Leadership
Continuum of Leadership behavior
Manager
Makes
Decision &
Announce
s it
Manager
“Sells”
decision
Manager
Presents
Ideas
& invites
question
s
Manager
Presents
tentative
Decision
Subject
to
change
Manager
Presents
Problem
Gets
suggestion
N mk
decic
Manager
Defines
limit
Ask group
to mk
decision
Manager
Permits
Employee
s to
function
within
limits.
Leadership styles studied at ohio state
Low structure
And
High
considerations
High structure
& high
consideration
Low structure
& low
consideration
High structure
& low
consideration
HIGH
LOW
CONSIDERATION
LOW HIGHINITIATING
STRUCTURE
1. AUTOCRATIC:
Decision is in the hand of one man.
He believes himself better than others.
He refuses to share in the leadership.
He is not interested in the people.
He thinks he is always correct.
2. DEMOCRATIC:
He is interested in every member.
Team work with all group members is
promoted.
Decisions are taken jointly.
Process is slow but results are good.
3. LAISSEZ-FAIR:
He gives little advice.
He is not able to take judgement.
He does not take any responsibility.
Productivity is quiet low.
New leadership sometimes emerges.
TYPES OF TEAMS
Command team: a team composed of a
manager & the employees that report to that
manager.
Committee: a formal organizational team,
usually relatively long-lived, created to carry
out specific organizational tasks.
Task force or project team: a temporary
team formed to address a specific problem.
Informal teams: whenever people comes
together ,strengthening their ties to the
organization & interact regularly.
Super teams or high performance teams:
groups of 3 to 30 workers drawn from difference
areas of a corporation who get together to
solve the problems that workers deal with daily.
Self-managed team: team that manage
themselves without any formal supervision.
LEADERSHIP ROLES
Forming: it is the initial stage, the group forms and learns what sort of behaviour is acceptable to the group.
Storming: as group members become more comfortable with one another, they may oppose the formation of a group structure.
Norming: at this time, the conflicts that arose in the previous stage are addressed & hopefully resolved
Performing: now that structural issuess have
been resolved, the group begins to operates
as a unit.
Adjourning: finally, for temporary groups such
as task forces, this is the time when the
group wraps up activities.
TEAM COHESIVENESS
The degree of solidarity and positive feeling
held by individuals towards their group.
introduce competition
Increases interpersonal attraction
Increase interaction
Creates common goals and common fates
STEPS OF MAKING TEAMS EFFECTIVE
The committee’s goals should be clearly defined, preferably in writing.
The committee’s authority should be specified.
The optimum size of the committee should be determined.
A chairperson should be selected on the basis of his or her ability to run an efficient meeting- that is to encourage the participation of all committee members.
The agenda & all supporting material for the meeting should be distributed to members before the meeting to permit them to prepare in advance.
Meetings should start & end on time.
INTERPERSONAL COMMUNICATION
Communication – the process by which people attempt to share
meaning via the transmission of symbolic messages.
There are three essential points for communication:-
1.Communication involves people, & understanding
communication therefore involves trying to understand how
people related to each other.
2.Communication involves shared meaning, which suggests that
in order for people to communicate, they must agree on the
definitions of the terms they are using,&
3.Communication involves symbols- gesture, sounds, letter,
numbers, words can only represent or approximate the ideas that
they are meant to communicate.
A MODEL OF THE COMMUNICATION PROCESS
SENDER
(Source)ENCODIN
G
CHANNEL
DECODIN
GRECEIVER
Transmit message
receive
Sender- the initiator of communication.
Receiver- the individual whose senses perceive the sender’s message.
Encoding- the translation of information into a series of symbols for communication.
Decoding- the interpretation & translation of a message into meaningful information.
Noise- anything that confuse, disturbs, diminishes, or interferes with communication.
Channel-the formal medium of communication between a sender and a receiver.
COMMUNICATION IN ORGANIZATIONS
It involves getting an accurate message from one person to another.
Factors influencing organizational communication:-
1. Formal channel of communication: a means of communication that is endorsed, & probably controlled, by managers.
2. Authority structure: hierarchy of control within an organization.
3. Informal ownership: the possession by certain individuals of unique information & knowledge concerning their work.
4. Job specialization: it usually facilitates communication within differentiated group. Members of the same work group are likely to share the same jargon, time horizons, goal tasks, and personal styles.
Negotiation: the use of communication skills
& bargaining to manage conflict and reach
mutually satisfying outcomes.
Conflict: disagreements about the allocation
of scarce resources or clashes regarding
goals, values, & so on; can occur on the
interpersonal or organizational level.
FACTOR IMPORTANT FOR NEGOTIATION
Offer
Counter offer
Concession
Compromise
agreement
PROCESSES
Communication
Persuasion
Power
INFLUENCES ON GOAL &
OUTCOMES
Personality
Values
Subjective
Preferences
Social context
CONTENT
Interdependence
trust
STRUCTURE OF
Outcomes
goal
NEGOTIATION
PROCESS