E.S.
BIO
SOURCE: MANAGEMENT - A GLOBAL PERSPECTIVE
BY WEIHRICH AND KOONTZ 11TH EDITION
Directing/Leading
but, rather, to recognize what motivates
people.
The managers job is not to manipulate people
maintenance of an environment in which
individuals work together in groups toward
the accomplishment of common objectives.
Managing requires the creation and
so that they will contribute to organizational and
group goals.
It is defined as the process of influencing people
Leading/Directing
understanding of the roles assumed by
people and the individuality and
personalities of people.
Managers should thus have an
help people see that they can satisfy their
own needs and utilize potential while
contributing to the aims of the enterprise.
Through the function of leading, managers
Human Factors in Managing
govern managers, ethics that guide behavior, and a
tradition of human dignity that is a major
characteristic of our society.
In these different roles, they establish laws that
organizations; they are consumers of goods and
services, schools, churches, trade associations, and
political parties.
They are members of social systems of many
factor in managements plans.
Individuals are much more than a productive
Multiplicity of Roles
individuals are uniquethey have different
needs, different ambitions, different attitudes,
different desires for responsibility, different levels
of knowledge and skills, and different potentials.
It is equally important to acknowledge that
There is no average person.
different themselves.
People act in different roles, but they are also
No Average Person
means that people must be treated
with respect, no matter what their
position is in the organization.
The concept of individual dignity
The Importance of Personal Dignity
we consider the whole person, not just
separate and distinct characteristics such as
knowledge, attitude, skills, or personality traits.
A person has them all to different degrees.
The human being is a total person affected by
external factors.
People cannot divest themselves of the impact of
these forces when they come to work.
Managers must recognize these facts and be
prepared to deal with them.
We cannot talk about the nature of people unless
Consideration of the Whole Person
entire class of drives, desires, needs,
wishes, and similar forces.
It is a general term applying to the
Motivation
1.
McGregors Theory X and Theory Y
Two sets of assumptions about the nature of
people.
Theory X is pessimistic, static, and rigid.
Control is primarily external, imposed on
the subordinate by the superior.
In contrast, Theory Y is optimistic, dynamic,
and flexible, with an emphasis on selfdirection and the integration of individual
needs with organizational demands.
Motivation Models/Theories
2.
When one set of
needs is satisfied,
this kind of need
ceases to be a
motivator.
Maslows
Hierarchy of
Needs Theory
Motivation Models/Theories
3.
Alderfers ERG Theory
People are motivated by existence needs
(similar to Maslows basic needs),
relatedness needs (pertaining to
satisfactorily relating to others), and growth
needs (referring to self-development,
creativity, growth, and competence).
Motivation Models/Theories
Theory
Dissatisfiers, also called maintenance,
hygiene, or job-context factors, are not
motivators, while satisfiers are
motivators and are related to job
content.
4. Herzbergs Motivation-Hygiene
Motivation Models/Theories
Motivators
Motivation Models/Theories
Maintenance factors
5.
The Expectancy Theory of Motivation
People will be motivated to do things to
reach a goal if they believe in the worth of
the goal and if they can see that what they
do will help them in achieving it.
Motivation Models/Theories
6.
Effort
Perception of
task required
Ability to do a
specified task
Performance
accomplishment
motivation model
Extrinsic
rewards
Intrinsic
rewards
Perceived
Equitable
rewards
Satisfaction
Adapted from L. W. Porter and E. E. Lawler, Managerial Attitudes and Performance (Homewood, IL: Richard D. Irwin, Inc.,
1968), p. 165.
Perceived effort
and reward
probability
Value of
rewards
The Porter and Lawler Motivation
Porter and Lawlers
Model
Motivation Models/Theories
7.
Balance or
imbalance
of rewards
More than
Equitable
reward
Equitable
reward
Inequitable
reward
Equity Theory
Harder work
Reward
discounted
Continuation
at same level
of output
Dissatisfaction
Reduced
output
Departure from
organization
Motivation is influenced by an individuals
subjective judgment about the fairness of the
reward he or she gets, relative to the inputs,
compared with the rewards of others.
Equity Theory
Motivation Models/Theories
objectives to be
meaningful, they must
be clear, attainable,
and verifiable;
SMARTly
formulated.
For
Theory for
Motivation
8. Goal Setting
Control
and
Appraisal
Planning
Actions
Objective setting for
motivation
Motivation Models/Theories
9.
Skinners Reinforcement Theory
Individuals can be motivated by proper
design of their work environment and
by praise for their performance, while
punishment for poor performance
produces negative results.
Motivation Models/Theories
Motivation
The basic motivating needs are the need
for power, the need for affiliation,
and the need for achievement.
10. McClellands Needs Theory of
Motivation Models/Theories
4.
3.
2.
1.
It is often more than monetary value; it can also mean
status or power, or other things.
It may include a feeling of accomplishment and selfactualization.
Include benefits, recognition, status symbols, and
money.
It may be based on individual, group, and
organizational performance.
Pay
Extrinsic Rewards
Intrinsic Rewards
Money
Special Motivational Techniques
influencing people so that they will strive
willingly and enthusiastically toward
the achievement of group goals.
Leadership is the art or process of
Leadership
5.
4.
3.
2.
1.
Power
A fundamental understanding of people
The ability to inspire followers to apply
their full capabilities
The leaders style
The development of a conductive
organizational climate
Ingredients of Leadership
Stogdill found that various researchers had
identified specific traits related to leadership
ability: 5 physical traits (such as energy,
appearance, and height), 4 intelligence and
ability traits, 16 personality traits (such as
adaptability, aggressiveness, enthusiasm, and
self-confidence), 6 task-related characteristics
(such as achievement drive, persistence, and
initiative), and 9 social characteristics (such as
cooperativeness, interpersonal skills, and
administrative ability).
Many studies of traits have been made. Ralph M.
Trait Approaches to Leadership
that charismatic leaders may have certain
characteristics, such as:
being self-confident,
having strong convictions,
articulating a vision,
being able to initiate change,
communicating high expectations,
having a need to influence followers and supporting them,
demonstrating enthusiasm and excitement, and
being in touch with reality.
Done by Robert J. House. He and other authors indicate
Charismatic Leadership Approach
1.
Leadership based on the use of authority
2. The Managerial Grid
3. Leadership involving a variety of styles,
ranging from a maximum to a minimum
use of power and influence
Leadership Behavior and Styles
3.
2.
1.
He commands and expects compliance, is
dogmatic and positive, and leads by the ability
to withhold or give rewards and punishment.
He consults with subordinates and encourages
their participation.
He uses power very little, if at all, giving
subordinates a high degree of independence.
Free-rein Leader
Democratic, or Participative Leader
Autocratic Leader
Styles Based on Use of Authority
Styles Based on Use of Authority
style: the 1.1 style, the 9.9 style, the 1.9 style,
and the 9.1 style.
Blake and Mouton recognizes four extremes of
for people and concern for production.
The managerial grid has two dimensions: concern
styles is the managerial grid, developed decades
ago by Robert Blake and Jane Mouton.
A well-known approach to defining leadership
The Managerial Grid
The Managerial Grid
1.
Fiedlers Contingency Approach to
Leadership
People become leaders not only because of
their personality attributes but also
because of various situational factors
and the interactions between leaders and
group members.
Situational, Contingency, Approaches to
Leadership
2.
The Path-Goal Approach to Leadership
Effectiveness
The main function of the leaders is to clarify
and set goals with subordinates, help
them find the best path for achieving the
goals, and remove the obstacles.
Situational, Contingency, Approaches to
Leadership
Functions of
the leader
Work
environment
Leader
behavior
Characteristics
of
Subordinates
Motivated
subordinates
Path-goal approach to leadership effectiveness
Effective
organization
Situational, Contingency, Approaches to
Leadership
from a sender to a receiver, with the
information being understood by the
receiver.
It is the transfer of information
Communication
6.
5.
4.
2.
3.
1.
To establish and disseminate the goals of
an enterprise.
To develop plans for their achievement.
To organize human and other resources
in the most effective and efficient way.
To select, develop, and appraise members
of an organization.
To lead, direct, motivate, and create a
climate in which people want to
contribute.
To control performance.
The Purpose of Communication
The Communication Process
The Communication Process
Downward Communication
It flow from people at higher levels to those at
lower levels in the organizational hierarchy.
Upward Communication
Travels from subordinates to superiors and
continues up the organizational hierarchy.
Crosswise Communication
It includes the horizontal flow of information,
among people on the same or similar
organizational levels, and the diagonal flow of
information which is among people at different
levels who have no direct reporting relationships with
one another.
1.
2.
3.
Communication in an Organization
Communication in an Organization
1.
Written Communication
French managers are almost obsessed
with the use of written
communication, not only for formal
messages but also for informal notes. A
French manager stated that something
has no reality unless it is written
down.
Written, Oral, and
Nonverbal Communication
2.
Oral communication can occur in a face-to-face meeting of
two people or in a managers presentation to a large
audience, it can be formal or informal, and it can be planned
or accidental.
The principal advantage of oral communication is that it
makes possible speedy interchange with intermediate
feedback. People can ask questions and clarify points. In a
face-to-face interaction, the effect can be noted.
However, oral communication also has disadvantages. It
does not always save time, as any manager knows who has
attended meetings in which no results or agreements
were achieved. These meeting can be costly in terms of
time and money.
Oral Communication
Written, Oral, and
Nonverbal Communication
Facial
Gestures
Postural
What a person says can be reinforced (or contradicted) by nonverbal
communication such as facial expressions and body gestures.
Nonverbal communication is expected to support the verbal, but
it does not always do so. An autocratic manager may pound a fist on the
table while announcing that from now on participative management will be
practiced; such contradictory communications will certainly create a
credibility gap.
Similarly, managers may state that they have an open-door policy, but
then they may have a secretary carefully screen people who want to
see them; this creates incongruence between what they say and what they do.
This is an illustration of noise in the communication process model.
Nonverbal Communication:
3.
Written, Oral, and
Nonverbal Communication
mail. On the other hand, for informal communication and if time is of
the essenceand technology is available-you may want to use e-mail
rather than snail mail (regular mail).
You probably do not want to invite an honored guest by e-
communication, include speed of feedback, ease of use, cost and time,
as well as formality and informality.
Some of the advantages and disadvantages of various types of
and wireless telephone, fax, voice mail, e-mail, as well as
teleconference and videoconference.
Technology is used for certain types of communication, such as wired
are oral, some are written, and some use information technology.
There are different methods and channels for communication: some
Communication Methods
Avoid unnecessary words.
Use active verbs, such as The manager plans
Use short sentences and paragraphs.
Give illustrations and examples; use charts.
Use personal pronouns (such as you) whenever appropriate.
Use short and familiar words.
Use simple words and phrases.
Tips for Improving Written
Communication
Jonathan S. Bio 2010
language that you are confident and are in command of the situation.
Use a colorful, specific language and show through your body
and clear voice, good posture, and a smile.
Communicate confidence and create trust. This can be done by strong
computer graphic presentations.
Use visual aids such as diagrams, charts, overhead slides, and
listening.
Pausedo not rush. In a discussion, a pause shows that you are
Tell a story, an anecdote, and give examples.
conversation.
Communicate with a large audience as you would do in a one-to-one
Tips for Improving Oral Communication
