Download The Correct Chapters 6&7

Chapter 6
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DEFINITION:
Expressing and passing a clear vision, energizing
and enabling organizational members so that
they understand the part they play in achieving
organizational goals;
Leading is one of the four principal tasks of
Management.
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Leadership is the process by which a
person has influence over other
people and inspires, motivates and
directs their activities to help achieve
group or organizational goals.
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Leader is the person who has such influence.
When leaders are effective, the influence they
have over others helps in achieving group or
organizational performance goals. When
leaders are ineffective their influence is not a
positive one and often detracts from goal
attainment.
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DEFINITION
MOTIVATION may be defined as psychological
forces that determine the direction of a person’s
behavior in an organisation, a person’s level of
effort and a person’s level of persistence in the
face of obstacles.
Motivation is central to Management because it
explains why people behave the way they do in
organizations.
Motivation can come from internal or external
sources.
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MOTIVATION THEORIES
1. Expectancy Theory.-formulated by Victor
H.Vroom in 1960. Is the theory which supports
that motivation will be high when workers believe
that high levels of effort lead to high
performance and high performance leads to the
attainment of desired outcomes.
Expectancy theory proposes that an individual
will decide to behave or act in a certain way
because they are motivated to select a specific
behavior over other behaviors due to what they
expect the result of that selected behavior will
be.[
Three components of Expectancy theory:
Expectancy, Instrumentality, and Valence.
Expectancy is the belief that one's effort will result
in attainment of desired performance goals.
Instrumentality is the belief that a person will
receive a reward if the performance expectation is
met. This reward may come in the form of a pay
increase, promotion, recognition or sense of
accomplishment. Instrumentality is low when the
reward is the same for all performances given.
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Valence: the value
an individual places
on the rewards of
an outcome, which
is based on their
needs, goals, values
and Sources of
Motivation.
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2. Need Theories – Focus on what needs
people are trying to satisfy at work and what
outcomes will satisfy those needs.
Need theory complement Expectancy theory
by exploring in depth which outcomes
motivate people to perform at a high level.
Maslow’ Hierarchy of needs – formulated by Abraham
Maslow. Is an arrangement of five basic needs that
according to Maslow motivate behavior. Maslow
proposed that the lowest level of unmet needs is the
prime motivator and that only one level of needs is
motivational at a time.
 Hierarchy of Needs
 High to Low
 Self-actualization needs- The needs to realize
one’s full potential as a human being
 Esteem needs – The needs to feel good about one
self and one’s capabilities, to be respected by
others, and to receive recognition and appreciation.
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Belongingness needs – Needs for social
interaction, friendship, affection and love
Safety needs – Needs for security, stability, and a
safe environment.
Physiological needs- Basic needs for things such
as food, water and shelter that must be met in
order for a person to survive.
The lowest level of unsatisfied needs motivates
behavior; once this level of needs is satisfied , a
person tries to satisfy the needs of the next level
as above.
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ALDERFER’S ERG THEORY- Is the theory that three universal
needs – for existence, relatedness, and growth,-constitute a
hierarchy of needs and motivate behavior. Alderfer proposed
that needs at more than one level can be motivational at the
same time.
NEEDS
HIGH – LOW
1. Growth needs: The needs of self-development and creative
and productive work.
2. Relatedness needs : The needs to have good interpersonal
relations, to share thoughts and feelings, and to have open
two-way communication.
3. Existence needs: Basic needs for food , water, clothing
,shelter and secure and safe environment.
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As lower level needs are satisfied a person is
motivated to satisfy higher level needs.
ERG theory collapses the five categories of
Maslow’s hierarchy of needs into THREE.
Unlike Maslow, Alderfer believes that a
person can be motivated by needs at more
than one level at the same time.
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HERZBERG’S MOTIVATOR-HYGIENE THEORY
Definition: A need theory that distinguishes
between motivator needs (related to the
nature of work itself) and hygiene needs
(related to the physical and psychological
context in which the work is performed) and
proposes that motivator needs must be met
for motivation and job satisfaction to be high.
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Motivator needs are related to the nature of
the work itself.
Hygiene needs are related to the physical and
psychological context in which the work itself
is performed.
Outcome such as interesting work , sense of
accomplishment and achievement
,autonomy, responsibility to grow and
develop on the job, working conditions, pay
etc.
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McClelland’s THEORY OF Needs for
Achievement,Affiliation and Power.
Need for Achievement.-The extent to which an
individual has a strong desire to perform challenging
tasks well and to meet personal standards for
excellence.
Need for Affiliation-The extent to which an individual
is concerned about establishing and maintaining
good interpersonal relations ,being liked, and having
the people around him or her get along with each
other.
Need of Power.- The extent to which an individual
desires to control or influence others.
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EQUITY THEORY
A THEORY OF MOTIVATION that focuses on
people’s perceptions of the fairness of their
work outcomes relative to their work inputs.
EQUITY THEORY complements expectancy
and Need theories by focusing on how people
perceive the relationship between the
outcomes they receive from their jobs and
organizations and the inputs they contribute.
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GOAL SETTING THEORIES
A theory that focuses on identifying the types
of goals that are most effective in producing
high levels of motivation and performance
and explaining why goals have these effects.
Focuses on motivating workers to contribute
their inputs to their jobs and organizations.
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IT IS SIMILAR TO EXPECTANCY THEORY AND
EQUITY THEORY but goal setting theory goes
a step further by considering as well how
managers can ensure that organizational
members focus their inputs in the direction of
high performance and the achievement of
organizational goals .
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Theories that focus on increasing employee
motivation and performance by linking the
outcomes that employees receive to the
performance of desired behavior and the
attainement of goals.
LEARNING can be defined as a relatively
permanent change in a person’s knowledge
or behavior that results from practice to
experience.
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OPERANT CONDITIONING THEORY i.e.
people learn to perform behaviors that lead
to desired consequences and learn not to
perform behaviors that lead to undesired
consequences.
AND SOCIAL LEARNING THEORY are learning
theories also which provide the most
guidance to Managers in their efforts to have
highly motivated workforce.
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POSITIVE REINFORCEMENT- Giving people
outcomes they desire when they perform
organizationally functional behaviors.
NEGATIVE REINFORCEMENT. Eliminating or
removing undesired outcomes when people
perform organizational functional behaviors.
IDENTIFYING THE RIGHT BEHAVIOR FOR
REINFORCEMENT- a) EXTINCTION- Limiting the
performance of dysfunctional behaviors by
eliminating whatever is reinforcing them b)
Punishment – Administering an undesired or
negative consequence when dysfunctional
behavior occurs.
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A theory that takes into account how learning
and motivation are influenced by people’s
thoughts and beliefs and their observations
of other people’s behavior.
Vicarious Learning often called observational
learning AS PART OF SOCIAL LEARNING
THEORY occurs when a person (the learner)
becomes motivated to perform a behavior by
watching another person perform it and be
reinforced for doing so.
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Self reinforce- Any
desired or attractive
outcome or reward
that a person gives
to himself or herself
for good
performance.
Self efficacy- A
person’s belief about
his or her ability to
perform a behavior
successfully.
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EACH OF THE THEORIES DESCRIBED ABOVE
REGARDING MOTIVATION DECREASES THE
IMPORTANCE OF PAY AND SUGGESTS THAT
PAY SHOULD BE BASED ON PERFORMANCE.
1. Merit Pay Plan
2. Salary Increase or bonus
etc
LEADERSHIP TRAITS :
LeadErship traits represent the personal characteristics that
differentiate Leaders from followers
- Historic findings reveal that leaders and followers vary by:
- intelligence
- dominance
- self-confidence
- level of energy and activity
- Task-relevant knowledge
-Contemporary findings show that
- people tend to perceive that someone is a leader when he or she
exhibits traits associated with intelligence, masculinity and
dominance
- people want their leaders to be credible
- credible leaders are honest , forward looking, inspiring and
competent.
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1.EXTRAVERSION – The tendency to experience
positive emotions and moods and to feel good about
oneself and the rest of the world.
2. Negative Effectivity- The tendency to experience
negative emotions and moods, to feel distressed, and
to be critical of oneself and others.
3. Agreeableness-The tendency to get along well with
other people.
4. Conscientiousness- The tendency to be careful,
scrupulous, and persevering.
5. Openness to experience.-The tendency to be
original, have broad interests, be open to a wide
range of stimuli, be daring and take risks.
1. Focus on Control – Internal and External
- Internal-the tendency to locate responsibility
for ones fate within oneself.
External- the tendency to locate responsibility
for ones fate in outside forces and to believe
that ones own behavior has little impact on
outcomes.
2. Self esteem
- The degree to which individuals feel good
about themselves and their capabilities.
3.Neeeds for Achievement, Affiliation and Power.
-Achievement-the extent to which an individual
has a strong desire to perform challenging tasks
well and to meet personal standards of excellence.
-Affiliation- the extent to which an individual is
concerned about establishing and maintaining
good interpersonal relations, being liked and
having other people get along.
- Power- the extent to which an individual desires
to control or influence others.
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Communication- Is the sharing of
information between two or more individuals
or groups to reach a common understanding
COMMUNICATION Process- Consists of two
Phases
1. The transmission phase –transmission of
information between two or more individuals
or groups
2. Feedback phase – common understanding
is ensured.
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3. Transmission
phase- includes
the Sender,
message encoding,
noise, receiver,
medium
4. Feed backdecoding, verbal
communication,
non verbal
communication
Effective
Communication
Non-Effective
Communication
Organizational effectiveness depends on the ability of
Managers (and other members of the organization) to
effectively send messages to people both inside and outside
the organization.
-SEVEN COMMUNICATION SKILLS FOR MANAGERS
1. send messages that are clear and complete
2.encode messages in symbols that the receiver
understands.
3. select a medium that is appropriate for the message
4. select a medium that a receiver monitors
5. avoid filtering and information distortion.
6. ensure that a feedback mechanism is built into messages.
7. provide accurate information to ensure that misleading
rumors are not spread.
Is an essential part of the Managerial function. Organizing and
controlling are inseparable and effective Managers must learn to
make them work together in an harmonious way.
CONTROLLING is the process whereby Managers monitor and
regulate how efficiently and effectively an organization and Its
members are performing the activities necessary to achieve
organizational goals.
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Controlling is a four steps process
1. establishing performance standards
2. measuring actual performance
3.comparing actual performance against performance standards
4.evaluating the results and initiating corrective action if
necessary.
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Management means the planning, organizing,
leading and controlling of human recourses
to achieve organizational goals efficiently and
effectively.
-Manager is a person responsible for
supervising the use of an organizations
resources to meet its goals.
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Today’s global environment presents many
interesting challenges to managers. One of
the main challenges is building a competitive
advantage by increasing efficiency,
quality,speed,flexibility and innovation and
customer responsiveness. Other competitors
maybe are behaving in an ethical and socially
responsible way toward people inside and
outside the organization, managing a diverse
workforce, utilizing new IT, and practicing
global crisis management.