Management Skills of Leadership & Motivation - PowerPoint Presentation

Slide1

Management Skills of Leadership & Motivation

Direction

Delegation

Coordinating

Motivating

debshoganteachingSlide2

What is Leadership?

Leadership

refers to the ability to

influence

other people to go in a

particular direction

and achieve a particular

goal

. In management, this involves:

Providing direction by communicating

clear instructions

to others to ensure everyone understands their

roles

.Slide3

Setting an example:

people are more inclined to work hard if they see their boss doing so.

Delegating work:

giving subordinates the responsibility for specific areas of work.

Personal charisma:

some leaders have an indefinable quality which

inspires

others. This is called charisma

.Slide4

Delegation (2009 Q 4 (a)

Is assigning

responsibility

and

authority

to another person in order to carry out a

task.

A manager should ensure that this person has the skills, competence and resources necessary to complete the task within a stated deadline.However the ultimate responsibility rests with the manager. Slide5

Benefits of Delegation

2009 Q4

Time Management:

The manager has more time to concentrate

on other,

more important matters.

Improved work/life balance:

The manager does not have to do all the work so there is

less stress & conflict.

Future managers are being

trained on the job.Increased employee motivationWorkers may feel more valued, their jobs enriched and morale improved leading to better productivity & possible promotion. Staff can become more skilled and flexible.Slide6

Tasks completed to a higher standard:

Due to a level of

personal accountability

expected of the person carrying out the task and their special ability to do so.

Efficient completion of tasks:

Manager can

prioritise tasks

and get the most

suitable

people to do them. Overall work gets done much

faster and more efficiently.Slide7

Why do some managers not delegate?

Some managers believe that staff

may not be able

to do the work to the required standard.

They fear that staff may be able to do the work far

better and so undermine the managers

own status, control and position of power.

They may not want subordinates

trained

to take over from them.Slide8

The three types of leader are:

Autocratic (Authoritarian)

Democratic

Laissez-Faire (Free-rein) Spectator

Differ in:

Ability to trust

Decision making style

Methods of persuasionSlide9

1. Autocratic (Authoritarian)

Gives plenty of

direction

as they always tell people what to do.

Trust

- They do

not delegate

well as they think that they can do things best.

Decisions

– Ignore others views

They communicate mostly downwards.Persuade - They motivate by fear.Worker morale may low under this type of leader. Eg. Hitler, Army (see case)Slide10

2. Democratic

Gives

good direction

as they guide people towards a common goal.

Trust -

Will

delegate

work to ensue all are involved and included.

Discussion -

Communicates both downward and upward, listens to suggestions & feedback.Persuade- reasonable argumentMotivates by encouraging and including all staff.

Worker morale

will be high as they feel valued.

Eg

. Barak Obama, Geldof (case)Slide11

3. Laissez-Faire (Free-rein)

Does

not

give much

direction

and content to let staff make most of

decisions.

They have considerable

Trust

in the ability of their staff and so

delegate a lot of tasks & responsibilities.Decisions – let staff decide except important Persuade – reasonable arguementMotivates by giving

freedom

to workers.

Worker

morale

may be high or low.

Eg

. Richard Branson (see case)Slide12

Situation where this type of leader is found

Autocratic

– discipline is important – army, emergency situation – business is failing

Democratic-

good in business -

Intrapreneurship

Laissez-Faire

– intrapreneurship, highly skilled professionals – IT, doctors, teachersSlide13

Autocratic Democratic Spectator

Decisions

–Fast Better Faster may be poor

Motivation

– Low High High/need guidance

Initiative

– Low Encouraged in both

Recruitment -

Difficult Attracted to freedom in both/

conservative staff?Slide14

Organisational/Corporate Culture

Way things are done, atmosphere, value, rules, attitudes.

Management style & decision making

Slow to change

Results: Motivation, intrapreneurship, keep staffSlide15

What is motivation?

Motivation is the willingness of people to

work hard

and to contribute their

best effort.

Motivation is important to management as it can lead to:

Increased

productivity

Greater

intrapreneurship

Improved industrial relationsEasier staff recruitment and retentionRepeat business from customers.Slide16

Maslow’s Hierarchy of Needs

Abraham Maslow wrote many psychology books in the 40’s & 50’s.

He believed that people’s

behavior

can be

influenced

by motivating them to

meet their unsatisfied

needs.

Maslow’s Hierarchy of Needs states that all human needs can be arranged in a hierarchy (pyramid) in order of their importance.There are 5 needs.They must be satisfied in a certain order.Slide17

Realising your potential

Status, respect & appreciation of others

Friendship & love

Security & predictability

Sleep, shelter, clothing, food

Fair salary

Secure employment

Friendly work group, team work

Attractive job title, praise for work well done.

Meaningful & challenging work that you want to do

At Work:

In Life:Slide18

How can the manager satisfy the needs of his workers?

P

hysical →

S

afety →

S

ocial →

E

steem →

S

elf-actualisation→Fair wages, canteen,Job security, trade unions, health &safetyTeam work, social activities

Job title, company car, bonus.

Interesting, career development, promotionSlide19

According to Maslow, human needs begin with the most basic physical needs for

food and water

and lead up to the most complex psychological needs for

self esteem and self actualisation.

Each category of needs becomes a motivator

only when

the needs

below it

in the pyramid have been satisfied

.Slide20

Evaluation of MHON

I think that a knowledge MHON would be very useful to managers in

identifying the different needs

that motivate staff.

They must

know what level each person is on

in order to satisfy needs in the correct order,

EG. There is no point in trying to motivate a person on minimum wage by praise, they need more money first.However people are complex and the theory may not explain everyone’s motivation.People do not just satisfy one need at a time.Slide21

Benefits of motivationHigher morale

Better productivity

Less absenteeism

Less conflict, better industrial relations

Better communication and trust

Spirit of

intrapreneurship

Suggestions for improving motivation at Aer Lingus?For motivating students to study?Slide22

McGregor’s Theory of Motivation

Douglas McGregor wrote the book

“The human side of enterprise”

in 1960.

He examined individuals

behaviour

at work.

He conducted research which shows that

managers could be grouped

according to their

attitude to motivating staff:Theory XTheory YSlide23

Theory X

Theory X managers believe employees:

Are

lazy

and

dislike

work.

Have no ambition

or desire to take part in workplace

decision making

and must be given orders by a tough decisive boss.Dislike and resist change.Are only motivated by money.Slide24

Theory X managers believe that they should:

Offer incentives / bonuses to get work done.

Supervise the workers closely.

Avoid consultation with staff.

Threaten staff with sanctions (

eg

. dismissal, suspension) to ensure full cooperation.

This type of manager is often called a

‘controller manager.’ Autocratic

managers generally have a theory X approach.Slide25

Theory Y

Theory Y managers believe employees:

Enjoy work

if it is

interesting and challenging

.

Have

ambition, imagination and intelligence

if they are

encouraged.

Are open to change if consulted.motivated by more than money.Slide26

Theory Y managers believe that they should:

Provide

interesting and challenging work

for their staff.

Provide

staff with the freedom

to get on with the job without unnecessary interference.

Discuss with workers

how their work should be done, so as to get

agreed objectives.Slide27

Provide

plenty of encouragement and praise

for work well done.

This type of manager is often called

‘facilitator manager.’ Democratic

and

laissez faire

managers usually have a Theory Y approach.Slide28

2009 Q 4 (b)

Analyse the implications for a business of a manager adopting the Theory X approach to managing.Slide29

Which approach is best: Theory X or Theory Y??

McGregor recommended the Theory Y approach believing that it brings much better results, such as:

Better quality

and more reliable work.

Greater willingness to use

ideas, initiative and creativity.

Better

industrial relations.Slide30

In contrast

, he believed that the theory X approach acts as a poor motivator. Workers who are not respected or trusted:

Take

little interest

in doing the job well.

Have

little reason

to use their initiative or creativity for the good of the business.

Are much more likely to be in

conflict with managers.