6 management skills of leadership & motivation
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Transcript of 6 management skills of leadership & motivation
Management Skills of Leadership &
Motivation
Notice of Use Restrictions
Certain materials in this presentation are included under the Fair Use exemption of the U.S. Copyright Law and/or under the Fair Dealing exemption of the Ireland Copyright and Related Rights Act, 2000Materials are included in accordance with the [U.S.] multimedia fair use guidelines; andMaterials are restricted from further use.
© EDMAN YOST, J. (1999), Copyright Chaos - An Educator's Guide to Copyright Law and “Fair Use”, Intel Teach to the Future CD
Define Leadership List & explain different types of leaders Explain what is meant by motivation Outline Maslow’s theory of motivation Outline McGregor’s theory of motivation
Learning Objectives
‘Leadership refers to the ability toinfluence other people to go ina particular direction & achieve aparticular goal’
1. Leaders provide direction2. Leaders set an example3. Leaders delegate work
Let’s see box p.83!
1. Leadership
1. Autocratic or Authoritarian (Dictatorial)2. Democratic3. Laissez Faire
These styles differ in terms of: How?? Ability to trust Decision-making style Methods of persuasion
Leadership Styles
No discussion or consultation with staff Expects work to be done immediately
withoutquestion- ‘Do not question the Boss’
Only form of communication is top – down Can yield success in short term
(If boss is an expert?)
A. Autocratic or Authoritarian
Boss is not popular with staff (support is low)
Does not consider important opinions ofothers and leads to low staff morale & high staff turnover
May result in delays
Let’s see the Army example p.84
Implications of Authoritarianism
Allows & encourages workers to givetheir opinion and contribute to business decisions
Inclusive approach Good atmosphere & morale leading to a
motivated & satisfied workforce Two-way communication Encourages ‘intrapreneurship’
Let’s see example p.85!
B. Democratic Leadership
Consultation can take longer and resultin a missed business opportunity‘Life of Brian’
Accommodating all viewpoints may result ina poor final decision
High morale = Increase in worker productivity
Implications of Democracy
Giving staff general goals and targetsto aim for and then givingthem authority to achieve these inwhatever way they thing best
Let’s see Richard BransonExample p. 86!
C. Laissez-Faire (Free Rein) Leadership
Lacks leadership (non-involvement etc.) Wrong to expect correct decisions will
always be made Communication is difficult Leads to inconsistency & inefficiency May work in research based work
Implications of Free Rein
‘Motivation is the willingness of peopleto work hard and contribute theirbest effort’ Workers/Students must be motivated to
find their work interesting Motivated staff = efficiency = good morale Leads to: 1. Increased productivity2. Greater intrapreneurship3. Improved IR4. Easier recruitment & retention5. Repeat business
2. Motivation
Not every worker is motivated by money? Non-financial motivators include:
◦ Job Security◦ Job Status◦ Job Aspiration◦ Job Praise
Non-Financial Motivation
1. Abraham Maslow (1908 – 1970)2. Douglas Mc Gregor (1906 – 1964)
Motivation Theorist’s
All human needs are arranged ina hierarchy (Pyramid) in order of theirimportance
Every person has a need which must be satisfied
When a need is satisfied you move to the next level
Needs are arranged in progressive levels (in terms of importance)
A persons job can help satisfy these needs
Maslow’s Hierarchy of Needs
Self-Actualisation
Esteem Needs
Social Needs
Security Needs
Physiological Needs
Maslow’s Hierarchy of Needs
Once financial needs are satisfied, workerswill seek additional rewards
Employee’s attitudes and effort are dependenton satisfying their non-financial needs
Morale will be low if the work is boringregardless of pay & this may increase absenteeism, lower efficiency & profit
Implications for Business?
Strengths: Recognises that people are motivated by
more than money Recognises that different things motivate
differentpeople at different times
Allows business identify the need fordifferent types of motivations for staff
Weaknesses: People are complex, this is simplistic Do not satisfy one need at a time See
p.88!
Strengths & Weaknesses of Maslow’s Theory
Analysed how employer’s & employee’s lookat work
Employer = the boss, pays the wages, gives instructions, does not like unions
Employee =does the job, takes the wages, accepts no responsibility
McGregor’s Theory X & Theory Y
During his research McGregor noticed twocontrasting styles of management (X & Y)
He argued that large firms tend tobe run on one of these totally opposite approaches
X y
Theory X & Theory Y
Employees are lazy, need to be supervised and do not like working
Management need to motivate lazy employee’s through incentives
Employee’s priorities are safety & security needs
Employee’s lack ambition so need to be motivated
Employee’s resist change & are easily influenced by others
Controller Approach
Theory X - Assumptions
Employee’s enjoy working & are willing to workas a result of positive management approaches
Employee’s are self-motivated, no need for supervision
Satisfying self-actualisation needs results in full commitment of staff
All workers should receive training Workers abilities are not fully utilised to
the benefit of the firm Facilitator Approach
Theory Y - Assumptions
Limitations of Theory X Strengths of Theory Y:
Reduced motivation High motivation
Less creativity More creativity
Poor reputation Better business reputation
Higher staff turnover Lower staff turnover
Reduced profitability More positive IR
Increased profitability
Strengths & Limitations of Theory X Theory Y
Theory X - Autocratic & dictatorial Theory Y - Democracy Theory X - Workers perceived in a poor light Theory Y – Workers perceived positively &
as a resource
How would you compare Maslow’s approach
to that of McGregor?
Theory X V’s Theory Y