handbook FOR

buildingsuccessfulmanagers

table of contents

page # section title1-2...................Introduction3-4...................Construct your own style of leadership5-6...................Build effective groups7-8...................Display equal concern for employees & production9-10.................Focus on employee needs & self-actualizing goals11-12...............Motivate employees through job enrichment13-14...............Develop an optimistic outlook of employees15....................References16....................Index

helpful icons

The construction chart icon illustrates the key points of each section in a chart or graph.

The measure your comprehension icon tests your ability to identify and reflect on important concepts in each section.

introduction

Being a manager of any organization can be fulfilling, although it comes with its challenges. A major challenge managers face is the development of a good team atmosphere so the overall goals of an organization can be achieved.

As a manager, it is your responsibility to establish a balance between friendliness and authority. A good manager is someone who can build their employees by constructing an environment with an optimistic outlook, self-actualizing goals, job enrichment, constructive leadership, and effective group molding, while demonstrating an equal concern for employees.

The goal of this handbook is to help you become a manager who creates and maintains a hard working, productive and effective workforce. Throughout this handbook, there are summaries of management theories on how to motivate and build yourself and your employees. At the end of each summary there are interactive questions to help you reflect on successful management practices that will unite you and your employees as a team.

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helpful icons

“The conventional defi nition of management is getting work done through people, but real management is developing people through work.”

- Agha Hasan Abedi

“The conventional defi nition of management is getting work done through people, but real management is developing people through work.”

- Agha Hasan Abedi

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construct your ownstyle of leadership

adapting to your leadership situation:

» As leaders, we know that there are many different ways to manage a group of people. Have you ever wondered which leadership style is most effective?

» Research done by Fred E. Fiedler has shown that the answer is not the same in every situation. A factor in determining a leadership style is the favorability of the situation. Fiedler states that favorable conditions for a leader include well-structured tasks, leader-member relations, and power.

» The favorability of a situation is also determined by the amount of influence the leader can assert in the situation. Unfavorable conditions would be a lack of power, poorly-structured tasks and lack of backing.

» Depending on your situation, you can adapt your leadership style to become more effective in your sphere of influence.

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two main leadership styles:

1. Task-oriented » Leaders who focus on completing a task. » Most effective for people in very favorable or very unfavorable situations. » Example: an airline crew. The pilot has real power and defined tasks to perform.

2. Need for position and good interpersonal relationships » Leaders who ask for the input of the group and are concerned with the relationship and cohesiveness of the group.

» Most effective for situations that are somewhat unfavorable or somewhat favorable.

» Example: committees or groups where nobody has a strong source of power.

Which leadership situation are you currently in? How can you adjust your leadership situation to your current situation?

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build effective groups

together, managers & employees can succeed

Rensis Likert proposed that employees function better not as individuals, but as members of groups. As a manager you must understand why groups are important, how groups are organized, characteristics of effective groups, and what you can do to help foster effective groups.

why groups are important:

» On average, groups tend to be more productive, due to the increased cooperation among their members.

» Groups with high peer loyalty promote more favorable attitudes and better communication among their members.

» Groups with devoted members are able to help motivate the other members.

» Groups interact with the whole organization, meaning higher levels of effi ciency and productivity.

group organization

Traditional Groups are separate and independent of each other

Modern Groups (suggested) are overlapped and linked to the overall organization5

tips for you as the manager

» DO sincerely listen to the needs and concerns of the group» DO give the group opportunities to express thoughts» DO keep communication open» DO develop supportive relationships with your employees» DO NOT impose a decision on the group» DO NOT handle problems outside the group

Remember, you impact your employees’ feelings & attitudes, which directly affects their productivity, so be positive and

supportive!

How can you apply group-centered management to help increase productivity and develop supportive relationships?

group characteristics:

» There is an established, relaxed working relationship among all the members.» Members are loyal.» Members have a high degree of confidence.» Members are highly motivated.» Each member accepts the groups’ goals.» There is a supportive atmosphere that stimulates creativity.» Members communicate well, both receiving and giving.» Groups with overlapping responsibilities are more unified and work more effectively.

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display equal concern for employees and production

Robert Blake and Jane Mouton developed the managerial grid theory, suggesting that managers have two categories of things to worry about, people and production. Some management styles focus more on one than the other, but the most effective manager has the highest concern for both. Take a look at the grid below that compares a manager’s concern for people verses their concern for production.

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the managerial grid explained:

» 9, 1 Management: Is based on the assumption that people don’t want to work and must be forced to do so. All decisions are made in order to control employees and keep up the quota.

» 1, 9 Management: Is when managers seek acceptance and approval from the employees. The environment is comfortable but not creative because everyone is careful not to stray from the norm.

» 1, 1 Management: Is when managers do the least work possible in order to keep the organization running. They instruct people what to do in the broadest way possible.

» 5, 5 Management: Is a balancing act of not getting too involved or too supportive of any one thing. Managers make compromises, preserve the status quo, and don’t accept any extremes.

9, 9 Management: Assumes that there is no problem with thinking about people and production at the same time. People LIKE to work; it gives them satisfaction.

Aims: » To promote high productivity, high morale, and integrate creativity through team action. » Always look higher and harder for the best solutions, expecting excellence from employees because they want to. » Promote mature relationships, and ask people what their personal goals are.

“People are able to give the best of themselves rather than seeking the best for themselves.”

most effective manager

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focus on employee needs & self actualizing goals

understanding human motivation:

» Abraham Maslow was an American psychologist best known for his development of the hierarchy of needs, a theory of self- actualization.

» The theory of the hierarchy of needs is based on the idea that satisfying one’s lower needs (e.g. hunger, thirst, and sleep) comes before satisfying the higher moral and personal development needs (e.g. self-esteem, respect, and personal fulfi lment).

» Reaching one’s full potential, a level of self-actualization, is the ultimate goal and desire of all humans. A self-actualized person is considered to have reached his or her full potential, attained full use of talents and capacities, and accomplished all that he or she set out to accomplish in life.

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motivation of needs and personal growth:

» Understanding the hierarchy of needs and self-actualization can help managers understand motivation within the workplace.

» Employees have basic human needs, and they are also striving for self-actualization. As long as basic needs are met, personal growth, excitement, and fulfillment are higher motivators in their work life than money.

» In order to develop more effective and valuable employees managers and employers should encourage their employees’ personal growth goals towards reaching their own unique potential.

» In order to have a successful workplace, managers should offer support to their employees in whichever direction they aim to grow or be more fulfilled.

“If you plan on being anything less than you are capable of being, you will probably be unhappy all the days of your life.”-Abraham Maslow

1. What is the ultimate goal we are striving for as humans?

2. As a manager how have you cared about, encouraged, or enabled your employees’ personal growth? (Could be possibly with a hobby, talent, interest, skill, behavior, attribute, or wisdom)

3. How could you help an employee pursue and reach his or her own unique potential?

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motivate employees through job enrichment

motivation barriers:

» The gap that exists between the knowledge and speculation about what motivates employees can be bridged by understanding and implementing successful motivation tactics.

» Many diffi culties exist with moving employees to action. The quickest way to get an employee to do something is to ask, but if the person declines, the next solution is to give them a kick in the pants (KITA).

» However, there are problems with KITA and motivation. The employee indeed does move when the KITA is applied, whether it is physical or psychological; however, the problem is that the KITA does not lead to motivation. It only leads to movement.

motivation builders:

» Instead of creating just movement, by pushing employees towards action, Frederick Herzberg believes continuous job enrichment will motivate employees.

» People are motivated, instead, by interesting work, challenge, and increasing responsibility. These intrinsic factors answer people’s deep-seated need for growth and achievement.

“I can charge a person’s battery, and then recharge it, and recharge it again. But it is only when one has a generator of one’s own that we can talk about motivation. One then needs no outside stimulation. One wants to do it.”

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creative job enrichment tips:

» Job enrichment provides the opportunity for growth. Job enrichment must be vertical job loading and not horizontal.

» Horizontal loading consists of challenging the employee to increase production amounts or adding another task to the existing one.

» Vertical job loading could be removing controls while keeping accountability and introducing new and more challenging tasks not previously handled.

job enrichment means...

1. What does KITA stand for? Explain it’s effects.

2. Where does sustaining motivation come from?

3. As a manager how can you enrich your employees’ job according to the job loading principles?

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develop an optimistic outlook of employees

» The social psychologist Douglas McGregor proposed that managers possess either an “X” or “Y” style of management. Managers that take the X-theory approach have a negative view regarding the work ethic of their employees. Oppositely, managers practicing the Y-theory style believe their employees are naturally hard-working and self driven.

» Generally the “X” approach yields poor employee morale and productivity. These managers use their authority to move employees to action in the workplace. » The “Y” style of management produces a positive work environment for employee growth and efficiency. Successful managers have an optimistic outlook of their employees. They allow employees to participate in work-related decisions, and delegate responsibilities.

» Become a participative manager by finding more ways to involve your employees in the work process and building an open relationship based on mutual respect.

pessimistic (x) vs optimistic (y) outlooks

X y• People dislike work• People avoid responsibility• People are not ambitious• Employees are only productive when threatened by punishment

• People enjoy work• People seek responsibility• People are creative• Employees are driven by organizational goals and their rewards

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what kind of manager are you?

Take this quick quiz to determine where you stand on the X-Y management scale. Score each situationbased on the scale below, and then add up your scores from all ten questions.

0=never, 1= rarely, 2=occasionally, 3=often, 4=mostly, 5=always

1. I ask my employees politely to accomplish tasks and invite suggestions.2. I tell my employees frequently what is happening in the company.3. I encourage employees to learn the function and importance of surrounding departments.4. I offer incentives for hard work.5. I give my employees the freedom to problem solve and come up with their own solutions regarding their work.6. I hold individual staff assessment meetings to praise areas of strength and discuss areas that need improvement.7. I establish an approachable and open relationship with my employees so they feel comfortable discussing their concerns.8. I know my employees by their fi rst name.9. I review the company’s goals and objectives frequently with my employees.10. I trust my employees with high levels of responsibilities and expect they will be committed to them. total

0-14 strong X theory manager15-29 general X theory manager30-40 general Y theory manager41-50 strong Y theory manager

what your score means

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references

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Blake R, Mouton J. The Managerial Grid. Houston: Gulf Publishing Company; 1985 (Chapters 1-8). Fiedler FE. A Theory of Leadership Effectiveness. New York: McGraw-Hill, Inc; 1967 (Chapters 1, 9, 11, 15, 16). Herzberg F. One more time: How do you motivate employ-ees. Harvard Bus Rev. 1968;46(1):53-62. Likert R. New Patterns of Management. New York: McGraw-Hill, Inc; 1961 (Chapters 1-4, 8,11). Maslow AH. Motivation and Personality. New York: Harper & Row, Inc; 1954 (3-5, 11, Appendix A). McGregor D. The Human Side of Enterprise. New York: McGraw-Hill Book Company; 1960 (1-4, 10, 11).

index

Blake, Robert, 7Concern for employees, 7 production, 7Contingency Model, the, 3Fiedler, Fred E., 3Group modern model, 5 organization, 5 traditional model, 5 work, 5Hierarchy of Needs, 9Herzberg, Frederick, 11Job enrichment, 11Job loading horizontal, 12 vertical, 12Kick in the Pants (KITA), 11Leadership style, 3Likert, Rensis, 5Manager evaluation, 4, 14Managerial Grid, the, 7Maslow, Abraham, 9McGregor, Douglas, 13Motivation, 6,9,11Mouton, Jane, 7Optismism (Y theory), 13Pessimism (X theory), 13Productivity, 5Self-actualization, 9-10X style of management, 13Y style of management, 13

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picalilly consulting team members(Ariel Barratt, Katie Gardner, Millie Wegener, Lauresa

Cook, Carmondy Sagers, & Madeline Wilding)

PICALILLY CONSULTING LLC