human resources chapter 3
DESCRIPTION
TRANSCRIPT
![Page 1: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/1.jpg)
HUMAN RESOURCES
![Page 2: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/2.jpg)
COURSE SCHEDULE
CHAPTER 1: HUMAN RESOURCES MANAGEMENT
AND PLANNING
CHAPTER 2: ORGANIZATIONAL STRUCTURE AND
COMMUNICATION
CHAPTER 3: LEADERSHIP, MANAGENT AND
MOTIVATION
CHAPTER 4: CORPORATE CULTURE AND EMPLOYER
– EMPLOYEE RELATIONS
![Page 3: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/3.jpg)
Chapter 3Leadership, Management and
Motivation
![Page 4: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/4.jpg)
The differences between leadership and management
They are linked and compliment each other yet they do not act in the same manner
The manager is responsible for planning and managing the group
The leader is responsible for building relationships.
![Page 5: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/5.jpg)
Leadership Styles:
1) Autocratic
2) Bureaucratic
3) Democratic
4) Laissez-faire
![Page 6: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/6.jpg)
Autocratic Leadership Style Autocratic leadership, also known as
authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their own ideas and judgments and rarely accept advice from followers.
![Page 7: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/7.jpg)
Bureaucratic Leadership Style
Managers refer to the rule book when making decisions
Is effective in a stable environment Definite procedures need to be followed
![Page 8: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/8.jpg)
Democratic Leadership Style
Democratic leaders make the final decisions, but they include team members in the decision-making process. They encourage creativity and team members are often highly engaged in projects and decisions.
![Page 9: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/9.jpg)
Laissez-faire Leadership Style
The phrase laissez-faire is French and translates into ‘let it be’.
It describes leaders who allow their people to work on their own. This type of leadership can also occur naturally when managers do not have sufficient control over their workforce.
![Page 10: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/10.jpg)
Trait Theory
The measurement of consistent patterns of habit in an individual's behavior, thoughts, and emotions. The theory is based on the stability of traits over time, how they differ from other individuals, and how they will influence human behaviour.
![Page 11: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/11.jpg)
Trait Characteristics
Intelligence Self-confidence Determination Integrity Sociability
![Page 12: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/12.jpg)
![Page 13: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/13.jpg)
Leadership and Management
Henri Fayol (Istanbul, 29 July 1841 – Paris, 19 November 1925) was a French mining engineer and director of mines who developed a general theory of business administration.
![Page 14: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/14.jpg)
Functions of Management:
Planning: setting a strategy Organizing: preparing resources to
achieve given objectives Commanding: instructing individuals to
perform certain duties Coordinating: bringing together the
resources Controlling: having power over the
situation
![Page 15: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/15.jpg)
Motivation
![Page 16: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/16.jpg)
The Meaning of Motivation Motivation is a factor that influences a person
in the workplace. If managers motivate their employees,
company goals become easier to achieve.
![Page 17: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/17.jpg)
Intrinsic and Extrinsic Motivation
Intrinsic motivation occurs when someone gains satisfaction from an activity without experiencing any threats from outside.
![Page 18: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/18.jpg)
Students are likely to be intrinsically motivated if they:
Attribute their educational results to factors under their own control, also known as autonomy.
Believe they have the skills to be effective agents in reaching their desired goals, also known as self-efficacy beliefs.
Are interested in mastering a topic, not just in achieving good grades.
![Page 19: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/19.jpg)
Extrinsic Motivation
Extrinsic motivation refers to the performance of an activity in order to attain an outcome, whether or not that activity is also intrinsically motivated. Extrinsic motivation comes from outside of the individual.
![Page 20: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/20.jpg)
Abraham Maslow Maslow is famous for proposing a hierarchy
of human needs to explain motivation.
Maslow's hierarchy of needs is often displayed in the shape of a pyramid with the largest, most fundamental levels of needs at the bottom and the need for self-actualization at the top.
![Page 21: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/21.jpg)
![Page 22: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/22.jpg)
Douglas McGregor
McGregor put forward two theories:
- Theory X
- Theory Y
![Page 23: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/23.jpg)
Theory X
Theory X assumes employees are lazy, and so there should be a practice of motivation and disciplined work.
This close supervision is best achieved through a tall organizational structure.
![Page 24: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/24.jpg)
Theory Y
This theory opposses theory X. It assumes that employees enjoy their jobs and already attain good motivation.
Theory Y desires to be creative and forward-thinking at work.
![Page 25: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/25.jpg)
Empowerment
Describes the level of economics, political and spiritual power that an individual holds.
![Page 26: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/26.jpg)
Teamwork
If you work with a group of people you are essentially carrying out teamwork.
The success of teams is crucial to an organization’s performance.
![Page 27: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/27.jpg)
Resource Investigators
These are people who have contact outside of the team and add resources for good job prospects.
![Page 28: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/28.jpg)
Coordinators Allocate, formulate and manage
resources in the best way possible. Describes people who can see the big
picture.
![Page 29: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/29.jpg)
Shapers
Shapers like to work hard to achieve goals.
Shapers will debate, disagree and challenge one another to provide the best outcome.
![Page 30: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/30.jpg)
Monitor Evaluators
This type of person is the brains of the team.
They are calm and monitor teams in order to get the most out of the workforce.
![Page 31: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/31.jpg)
Implementers
Implementers are doers. They create ideas in a positive
environment and execute goals effectively.
![Page 32: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/32.jpg)
Completer Finishers
These people complete the job. They are often under a lot of pressure
and stress.
![Page 33: Human Resources Chapter 3](https://reader036.vdocuments.mx/reader036/viewer/2022081518/5458d0d2af79594e128b4d3a/html5/thumbnails/33.jpg)
Specialists
Share their expertise with colleagues. They are useful especially when working
in a team.