oc 3&4 analysis of leadership approaches and human behavior at work
TRANSCRIPT
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
1/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
1 | P a g e
CONFEDSchool for Professional Studies
ContentsP6 .................................................................................................................................................................. 2
Leadership styles ........................................................................................................................................... 2
Democratic leadership .............................................................................................................................. 2
Charismatic leadership .............................................................................................................................. 2
Laissez-faire leadership ............................................................................................................................ 2
Task-oriented leadership ........................................................................................................................... 3
Effectiveness of these approaches in an organization ................................................................................... 3
Motivation of team members .................................................................................................................... 3
P7 .................................................................................................................................................................. 4
Theories of Motivation ................................................................................................................................. 4
Taylors Theory ........................................................................................................................................ 4
Elton Mayos Theory ................................................................................................................................ 4
Abraham Maslows theory ........................................................................................................................ 5
Frederick Herzbergs Theory .................................................................................................................... 5
Adamss equity theory .............................................................................................................................. 6
How is it applied in organization? ............................................................................................................ 7
Motivational theory and the Management ................................................................................................ 7
Motivational theories helping managers ................................................................................................... 8P9 .................................................................................................................................................................. 8
Group Dynamics ........................................................................................................................................... 8
Group structure ....................................................................................................................................... 10
Formal Groups and Informal Groups ...................................................................................................... 11
Formal Group ...................................................................................................................................... 11
Informal Group ................................................................................................................................... 11
Behavior of groups in organizations ....................................................................................................... 11
Team Dynamics: ......................................................................................................................................... 12
Factors Affecting Performance of Team Members:................................................................................ 12
The Impact of Technology .......................................................................................................................... 13
Globalization ........................................................................................................................................... 13
Scotia Airways ........................................................................................................................................ 13
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
2/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
2 | P a g e
CONFEDSchool for Professional Studies
Analysis of Leadership approaches and
Human behavior at work
P6
Leadership styles
Leadership styles normally refer to different kinds of strategies and approaches used by
managers in an organization to produce the best results. Managers attend leadership seminars to
learn some of the skills of the business that can possibly make their businesses more effective
and prosperous. There are various leadership styles that are adopted. These include democratic,
charismatic, laissez-faire leadership, and task-oriented leadership.
The leadership styles adopted in an organization generally depends on the choice of the manager.
Numerous skilled business managers have a chosen leadership strategy that is according to their
work. Others follow a mixture of different strategies, generally purifying their method over time,
to find out which method is the most effective one. Certain leadership styles also differ according
to the exact task, as the manager wants to find out the most effective business solution.
Democratic leadership
Democratic leadership highlights a group theory. The ideas of many members of the business are
received, with the purpose of building the finest strategy. One of the benefits of the democratic
style is that it lets the workers enjoy a sense of independence. It also inspires them to be creativein their methods to tackle problems.
Charismatic leadership
It is a style which is focused on the character of the leader. In this procedure, he or she is
basically the center of the organization. He tries to encourage the workers to finish a project with
his enthusiastic character. The leader normally has the upper command on the project, and the
workers try to fulfill the leader's demands.
Laissez-faireleadership
It is a strategy in which the leader basically allows the workers to work for them. It highlights thefaith of the manager has in his or her employees. There is a good working connection between
the workers and the leader, to ensure that work is coordinated. Laissez-faire is French term,
which means roughly to let it be.
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
3/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
3 | P a g e
CONFEDSchool for Professional Studies
Task-oriented leadership
This leadership style pressures the completion of the task above all other aspects. It is regularly
linked to dictatorial procedures of political leadership. The most important task in this style is the
completion of the task. Employees, who feel that they are of secondary importance, regularly
have a negative view of this style. If the leader has the respect of his workers, still this can prove
to be an effective leadership style.
Effectiveness of these approaches in an organization
The effectiveness of leadership approaches in an organization can be shown by an example. The
president of Toyota Motor Corporation Company in the U.S was facing a challenge that the front
line workers were not keenly suggesting quality control enhancements.
The leader called up all front line workers - for a weekly meeting, to improve employee
engagement. The meetings were held between just the front line workers and the leader. He
ensured the workers that whatever said would remain confidential. He asked them to speak ofanything they wished, suggestions or complaints. At first, the workers were reluctant; perhaps
doubtful. They began to talk about unimportant matters like the lights in the locker room were
too dim. The leader took action to complaints made. The worker gradually began to opening up
about serious issues. The leader was able to realize the obstructions to employee engagement and
inspiration in the workplace. The leader made necessary changes step by step, to create a
successful manufacturing company. This leadership style is democratic.
Motivation of team membersIn todays unsettled, often disordered, atmosphere, commercial success is dependent on team
members using their full abilities. However in spite of the numerous existing theories and
practices, leaders regularly view motivation as something of a mystery. This is due to the fact
that team members are motivated by different things and in different ways which can be offered
by following any of the leadership style that are discussed above. The leader can take the hard
way or the polite way of motivating his team members but it has been proved that maximum
output is obtained when they are working in a friendly and caring environment. Furthermore, in
these times the delayering and the flattening of hierarchies can create uncertainty and lesser team
membersmorale. More staff is there which are working part time or on limited-term contracts,
so these personnel are often specifically hard to motivate.
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
4/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
4 | P a g e
CONFEDSchool for Professional Studies
P7
Theories of Motivation
There is a large amount of different opinions as to what motivates employees. The views or
theories that are most commonly held have been discussed below and it has taken over the last
100 years or so to develop. Unfortunately all of these theories do not touch the same conclusions.
Taylors Theory
Frederick Winslow Taylor theory forwards the impression that employees are motivated mainly
by pay. His Theory of Scientific Management said the following:
Employees do not certainly enjoy work and so they need close command and control.
So leaders should break down production into a number of small tasks Employees should be offered suitable training and tools so they can work as
professionally as possible on one task.
Employees are then paid according to the number of items they produce in a period oftime.
Consequently employees are encouraged to work hard and maximization of theirproductivity.
Taylors methods were extensively adopted as organizations felt the welfares of improved
productivity levels and lesser unit charges. Still employees shortly started to dislike Taylors
approach as they were given boring, repetitive tasks to work on and were being treated slightlybetter than machines. Organizations could also afford to dismiss workers as productivity levels
improved. This led to intensification in strikes and other procedures of industrial action by dis-
satisfied workers. Henry Ford used this to plan the first ever production line, manufacturing cars
under the name of Ford. This was the beginning of the age of mass production.
Elton MayosTheory
He supposed that employees are not just worried about money but they could be better motivated
by fulfilling their social needs met while at work. He presented the Human Relation School of
thought, which allowed leaders to take more of a concern in the workers, considering them as
people who have valuable opinions and understanding that workers enjoy interacting together.
Mayo led a sequence of experimentations in Chicago. From these Mayo determined that
employees are best motivated by:
Better communication between leaders and labors Greater manager connection in workers working lives Working in groups or teams
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
5/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
5 | P a g e
CONFEDSchool for Professional Studies
Abraham Maslows theory
Maslow gave a theory that there are five heights of human needs which workers need to have
satisfied at work. All of the needs are organized into a hierarchy and only once a lower level of
need has been fulfilled, a worker would be motivated by the chance of having the next step up in
the hierarchy fulfilled.
An organization should offer different inducements to employees in order to help them fulfill
each need in turn and progress up the hierarchy. Leaders should also know that employees are
not all motivated in the same way and do not all move up the hierarchy at the same pace.
Therefore, they have to deal a slightly different set of incentives from employee to employee.
FrederickHerzbergs Theory
He believed in a two-factor theory of motivation. He said that there were definite factors that a
business could present that would openly motivate workers to work harder. Though, there are
also factors present that de-motivate a worker if not existent but would not in themselves really
motivate workers to work harder. For example a worker will work if an organization has
provided a sound pay and safe working conditions but once he is there these factors will not
make him work harder.
Herzberg understood that firms should motivate employees by accepting a democratic approach
to management and by enlightening the nature and content of
the actual job through certain methods. Some of the methods leaders could use to attain this are:
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
6/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
6 | P a g e
CONFEDSchool for Professional Studies
Job enlargement workers are given a larger variety of tasks to achieve which shouldmake the work more motivating.
Job enrichment - involves workers are given a broader variety of more complexes,motivating and challenging tasks surrounding a complete division of work which should
give a greater sense of success.
Empowerment means giving additional authority to workers to make their own choicesover areas of their working life.
Adamss equity theory
John Stacey offered a theory that a workers motivation is can be affected ifthe worker considers
that their work welfares/rewards are at least equivalent to the expanse of the effort that they put
into their work.
Adams considered work welfares and rewards as outputs and a workerswork effort as inputs.
Input Examples
The amount of hours functioned by the worker A workerswork responsibilities A workerswork duties The work commitment proven by the worker A workersloyalty A workersflexibility such as performing jobs at short notice The support that the worker has offered to the organization, coworkers and line managers
Output Examples
Pay Bonus Prizes Recognition of the workerscontribution Positive work reviews Work promotions Pension Employer flexibility Annual leave
Adams specified that if a worker considers that his work outputs are not equivalent or greater
than his inputs then the worker will become de-motivated. Adams theory contains the
declaration that when a worker is judging whether the outputs they obtain are fair the worker will
often match their coworkerswork inputs and outputs with their own. The comparison will often
be made with a worker at a parallel level in the organization to the worker.
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
7/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
7 | P a g e
CONFEDSchool for Professional Studies
How is it applied in organization?
There are several process theories of motivation. For example if we look at the Adams Equity
theory which is completely applied in the Scotia airways as one of the fundamental driver of
scotia airways is that the management focused upon the proper level of equity of the service
output, Senior management staff always works together agrees and appreciates upon the output
targets with the middle and junior staff and managers and always gives them a chance to
determine the operational planning and important decisions for the betterment of the company.
The target scale of provision, passenger volume and market share are determined by the senior
managers and the middle and junior managers then populate the details into the plan and are
always allowed to come up with some genius and intelligent ideas.
Whereas if we look at the Herzberg's Theory (two factors theory) in which its first factor known
as hygiene factors are basically based on the need for the business to avoid unpleasantness at
work and build up a good working and friendly environment and the second factor of Herzberg's
Theory is (motivational factors) which are based on the every individual employee needs for
personal growth, motivational factors can increase the job satisfaction among the staff.
Herzberg's Motivation-Hygiene Theory has also been used in the company (scotia airways) as a
culture of trust and confident expectation of hope and success has been developed by both the
management and workers which has been served to enhance the efficiency and overall
performance of the company. Senior as well as junior staff has been always motivated and
allowed to share their ideas which could bring some positive and strong points to the business
and the management has successfully created a very positive and friendly working relationships
among the staff by which the staff has acquired their complete job satisfaction and this is why
scotia has been able to retain the same management team that were brought to the business in
1996 and this vast majority of staff have also remained with the business among its growththrough the years.
Motivational theory and the Management
The management team of scotia airways have worked in proper planning and evaluated success
by being focused on the customer satisfaction. Satisfaction of the stakeholders involved in the
business has been supreme to the and in the meanwhile when any type of difficult decision has to
be taken, the chief executive always stood up faced that difficulty and has wisely taken the
paramount decisions. The investors in scotia have set a desired plan for the expansion of business
over the next 5 years which would include the long distance flights as well. Some members were
frightened about change in the strategy would completely change the dominant assumptions ofthe workers however there has been an acceptance for scotia to successfully expand and would
compete with its other competitors in the challenging market. The management has already been
started up the proceeding plans for the expansion which includes the main goals and policies of
the company. Many of the members are still uncertain about the successful expansion.
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
8/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
8 | P a g e
CONFEDSchool for Professional Studies
Motivational theories helping managers
In every business area managing workforce has always played an important role, simply the
organization wont perform but the people would have to perform for the betterment and success
of the organization. Managers get a lot of help from the motivational theories. An altogether
motivated team can always recognize and can perform better in achieving organizational goals
and objectives. Motivational theories always optimize the employee's skills and creativity and
results in an effective decision. It also helps in increasing productivity and profit through staff
feeling themselves as a valuable member of the organization. Staff work together with less
tension because their focus is on the achieving the company goals and not on themselves and
their mutual understandings .The staff feels more motivated and get completely committed to
their work .
Motivational theories not only make a good friendly official environment but also leave an
impressive and appreciable effect on the customers as the customers experience a level of service
as staff work closely together to exceed their expectations and also helps in properly
understanding customer requirements and improving performance to meet customer needs more
effectively and in the end it improves and build up an impressive organizations image and
reputation.
P9
Group Dynamics
A group can be defined as numerous individuals who come together to achieve a specific job or
goal. Group dynamics mentions the attitudinal and social features of a group. Group dynamics
include how groups are formed, their construction and procedure, and how they perform. Group
dynamics are appropriate in both formal and informal groups. In an organization, groups are a
very common thing and the learning of groups and group dynamics is an important area of study
in organizational behavior.
The following sectors deliver information related to group dynamics. Precisely, the forming and
development of groups is first discussed. Then some main types or classifications of groups are
discussed. Then the structure of groups is examined.
GROUP DEVELOPMENT
Group dynamics is includes why and how groups are developed. There are numerous theories as
to why groups develop. A common theory, advises that groups develop based on actions,
interactions, and sentiments. Mainly, the theory means that when persons share common actions,
they will have more interaction and have attitudes toward each other. The major element in this
theory is the communication of the individuals.
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
9/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
9 | P a g e
CONFEDSchool for Professional Studies
Social exchange theory offers an alternative explanation for group development. According to
this theory, individuals form relationships based on the implicit expectation of mutually
beneficial exchanges based on trust and felt obligation. Thus, a perception that exchange
relationships will be positive is essential if individuals are to be attracted to and affiliate with agroup.
According to Tuckman, five stages of group development are there which are forming, storming,
norming, performing, and adjourning.
Forming:Forming is a coordination period when fellows get to know each another and share
hopes about the group. Members absorb the main purpose of the group as well as the directions
to be followed. The forming stage should not be rushed because trust and openness must be
developed.
Storming:The group is expected to see the maximum level of disagreement and encounter in
this stage. Fellows often experiment group goals and tussle for power. Individuals often compete
for the control position during this stage of development.
Norming: This stage is considered by the respect of separate differences and shared beliefs.
Cooperative work should begin to give results. Tasks are separated among fellows and the group
decides how it will progress.
Performing: it is the stage when the group has developed and reaches a feeling of cohesiveness.
Thru this stage of growth, characters admit one another and conflict is settled through group
conversation.
Adjourning:Not all groups reach this stage of growth because it is considered by the dismissal
of the group. Reasons that groups split vary, with mutual reasons being the success of the task or
individuals determining to go their own ways.
GROUP TYPES
One simple way to categorize group is by whether they are formal or informal in nature.
Command groups
Command groups are stated by the structural chart and frequently involve of an administrator
and the subordinates that report to that administrator. An example is an academic department
chairman and the faculty members in that department.
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
10/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
10 | P a g e
CONFEDSchool for Professional Studies
Task groups
Task groups contain people who work organized to attain a common job. Followers are brought
together to achieve a variety of aims within a definite time period. Task groups are also
commonly known as task forces. The organization hires members and gives the responsibilities
and tasks to be done. Examples of common task groups are ad hoc committees, project groups,and standing committees.
Functional group
A functional group is created by the organization to achieve specific goals within an
undetermined time. Functional groups stay in survival after accomplishment of current goals and
objectives. Examples of functional groups would be a marketing department, a customer service
department, or an accounting department.
Interest groups
Interest groups regularly continue over time and last longer than common informal groups.
Followers may not be part of the same organizational department but they are bound other
common interest. An example would be students who come collected to form a study group for a
specific class.
Friendship groups
Friendship groups are formed by members who enjoy similar social activities, political beliefs,
religious values, or other common bonds. Members enjoy each other's company and often meet
after work to participate in these activities. For example, a group of employees who form a
friendship group may have an exercise group, a softball team, or a potluck lunch once a month.
Reference group
The central determinations of reference groups are social justification and social comparison.
Social validation lets persons to explain their attitudes and values while social comparison helps
persons assess their own movements by associating themselves to others. Reference groups have
a strong effect on fellows' behavior. By associating themselves with other members, individuals
are able to measure whether their performance is satisfactory and whether their attitudes and
values are right or wrong e.g. for a new employee the reference group of an organization can be a
group of employees that work in a different department or even a different organization.
Group structure
It is a form of relations among memberships that grip the group composed and help it attain
allocated goals. Structure can be defined in a many ways. Among the more common
considerations are group size, group roles etc.
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
11/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
11 | P a g e
CONFEDSchool for Professional Studies
Formal Groups and Informal Groups
Formal Group
A formal group is the thoughtful and methodical grouping of people in an organization so thatorganizational aims and objectives are better achieved.
The total number of people functioning in an organization is distributed into smaller groups
(teams or sections or departments) and each group is accountable for accomplishing a task which
would eventually contribute to accomplishing the organizations goal. This increases the
efficiency of the organization.
Informal Group
Informal groups are the normal and spontaneous grouping of people whenever they workcollectively over a period of time. Whenever people cooperate and work together over a definite
period of time, its very usual for them and it comes very spontaneously for them, that they form
informal groups.
For example, a person is formally allocated to the computer engineering department. But in the
hostel, he lives with friends from other branches. So when all of them live collected for a period,
itsnatural to cooperate and build up groups informally with friends from other branches. The
same way, any organization would have informal groups.
Behavior of groups in organizations
The way that groups behave in an organization can be observed by the frequency and interaction
type the groups are involved in. This can be done by noticing the concept that the behavior of the
groups depends largely on the grade to which groups cooperate in order to attain their goals, and
the compatibility between the goals of different groups. The behavior of the groups can be
influenced by
Accommodation Avoidance Collaboration
Competition
Interdependence(degree to which group depend on each other). Organizational culture Social networks in organizations
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
12/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
12 | P a g e
CONFEDSchool for Professional Studies
P10
Team Dynamics:
The psychological processes and behavior that are influenced by the interactions of people in a
particular group is known as Team Dynamics. Or the developmental stages that a team goesthrough are known as team dynamics. These developmental stages are known as:
1. Forming
2. Storming
3. Norming
4. Performing
5. Transforming
Factors Affecting Performance of Team Members:
In order for a team to work effectively it should know how to interact with each other and the
organization. For a team to be effective it should know how to manage the four internal factors
and one External factor affecting them. These five factors are:
Internal Factors:
1. Goals: the goals should be understood, clear, defined and communicated to all membersof the team
2. Roles: who does what on the team3. Work Processes: how members work together4. Relationships: the quality of interactions in team members
External Factor:
The external factor that affects the performance of a team is the environmental influences on the
team e.g. the impact of the organization, law and order situation and the outside world. These
factors also affect the performance of the team members.
-
8/13/2019 OC 3&4 Analysis of Leadership Approaches and Human Behavior at Work
13/13
Group members:Fakhar Azam, Jawad and Ahmad Khitab.
13 | P a g e
CONFEDSchool for Professional Studies
P11
The Impact of Technology
The impact of technology is huge on the businesses these days. Organizations must react to the
increasingly global, fast moving, knowledge based economy by processing information and
making decisions quickly. In these days, the increased connectivity has increased instability
within the industries and across the economy as a whole.
Connectivity and complexity together are causing the organizations to find new ways of working
and surviving in this fast moving world. Different teams are formed to complete specific tasks.
The communication between these team members is very important for achieving the
organizations goals. Previously, the communication between these members was not that easy
but with the help of the modern technology, it has been made easy.
New networks of communication have been produced between team members in the last thirtyyears. Communications between team members in businesses have been improved by the use of
general hardware like telephones, PCs, modems, communication links such as the switched
networks and the local area networks, and information technologies. Then they have the ability
to interact with other individuals through such developments as e-mail, chat-rooms and the
Usenet.
Globalization
There is a trend towards globalization and cross-cultural meetings currently are becoming a part
of the daily businesses. People from different national backgrounds are joined together in
workgroups and teams in order to get things done across geographical boundaries. With thetrends of becoming more global, the people who are to make things happen are moving closer
into contact with colleagues, partners and customers from different part of the world.
Scotia Airways
In the Scotia airways, technology is widely used for the success of the tasks and organizational
goals between the member of the teams, which are responsible for their specific tasks and goals,
just like other airline companies. Employees in an aircraft and on the ground have to
communicate for the safe flights. Like ways, employees in the ticketing, those responsible for the
maintenance of the aircrafts, those who are in the checking, loading and unloading of the
luggage, security etc. work in teams. So, communication between the team members is vital for
the success of Scotia Airways.