Night 1 – Tuesday February 10, 2015

Session I An Overview of

Management and Leadership

Management

The process of achieving organizational goals by engaging in the four major functions of planning, organizing, leading, and controlling.

It characterizes the process of planning, leading, and directing all or part of an organization, through the deployment or manipulation of resources.

Leadership

Leadership is the ability to influence others towards the achievement of goals

Leadership and Management

Leadership may sound like another name for management, but the terms are generally viewed as distinct.

Management aims to give consistency and order to organizations; leadership seeks to provide constructive and adaptive change.

Management is directed toward coordinating activities in order to get the job done; leadership is concerned with the process of developing mutual purposes.

Management relies more on a one-way authority relationship, while leadership relies more on a multidirectional influence relationship.

“Managers are people who do things right and leaders are people who do the right things.”

Three Competences of Leadership

Diagnosing– Understanding the situation you are trying to

influence Adapting

– Altering your behavior and the other resources you have available to meet the contingencies of the situation

Communicating– Interacting with others in a way that people can

easily understand and accept

The Need for Management Skills

The Need forManagement Skills

ManagerialSkills and

Life Success

ManagerialSkills and

Hiring

ManagerialSkills in theNew Work

Environment

The 16 Basic Skills Employees Need

Knowing How to Learn Reading Writing Mathematics Listening Oral Communication Problem Solving Creative Thinking

Self-Confidence Motivational Goal Setting Personal and Career

Development Interpersonal Skills Negotiation Teamwork Organizational Effectiveness Leadership

Managerial Skills in the New Work Environment

Demand forManagerial

Skills

Entrepreneurship

Downsizing andDelayering

Job Enrichmentand Empowerment

Self-ManagedWork Teams

Hiring for theSecond Job

Growth inManagement Positions

Managerial Skills Sets

Technical skills include knowledge about methods, processes, and techniques needed to carry out some specialized activity as well as the ability to use tools and equipment related to the activity.

Human skills deal with human behavior and interpersonal processes, communication, cooperation, and social sensitivity.

Conceptual skills include analytical ability, creativity, efficiency in problem solving, and ability to recognize opportunities and potential problems.

Thus, the typology distinguishes between abilities to deal with things, people, and ideas and concepts.

Management Skills Needed for Success by Organizational Level

Conceptual

Conceptual

Conceptual

Human

Human

Human

Technical

Technical

Technical

Top-Level Managers

Middle-LevelManagers

First-Level Managers

Night 1 – Tuesday February 10, 2015

Session II Motivation and Behavior and

Theories of Motivation

Fundamentals of Motivation

Motivation comes from the Latin movere, “to move” Motivation requires:

– *Initiation (arousal to initiate behavior toward a goal)– *Inclination (direction to properly focus that behavior)– *Industriousness (persistence to ultimately attain the goal)

The motivation “toolkit” contains:– content or need theories to help us understand what people

want– process theories to understand the motivation process

The Relationship of Motivationto Performance

Motivation Performance

Ability

Situation

Understanding Employee Needs

A need is something that people require. Satisfaction is the condition of need

fulfillment Motivation is the attempt to satisfy a need.

The Need Satisfaction Process

NeedDeficiency

Search forPotential Need-

SatisfyingGoal

Perception ofPotential Need-

SatisfyingGoal

Attempt toAttain Goal

GoalAttainment or

Frustration

Some Theories Of Motivation

Need (or Content) Theories– Maslow’s Need Hierarchy– Alderfer’s ERG Theory– McClelland’s Manifest Needs

Process Theories– Learning Theory– Goal Setting Theory– Equity Theory– Expectancy Theory

Maslow’s Needs

Physiological: the need for food, sleep, water, air, and sex

Security: the need for safety, family, stability, and economic security

Social or affiliation: the need to belong, to interact with others, to have friends, and to love and be loved

Esteem: the need for respect and recognition of others Self-actualization: the need to realize one’s potential,

to grow, to be creative, and to accomplish

Maslow’s Need Hierarchy

Self-Actualization

Esteem

Social

Security

Physiological

SatisfactionProgression

Maslow’s Hierarchy of Needs

Maslow’s Hypotheses

Needs cluster into five sets Needs at the lowest unsatisfied level are most

salient A satisfied need is not a motivator There is a hierarchy of successive prepotency --

once needs at a given level are satisfied, those at the next higher level become most important

Maslow’s Hierarchy of Needs

Criticismsoverly simplisticignores the intensity of

needs ordering of needs may

not be consistent across cultures

Evidence Concerning Maslow’sNeed Hierarchy

People do have a variety of needs which vary in levels of satisfaction and importance.

Satisfaction of lower level needs is generally necessary before higher level needs become more important.

Other than this, people don’t move up the hierarchy in any predictable fashion.

It appears that people have two or three distinct sets of needs, not five.

For higher level needs, satisfaction and importance are positively related.

Alderfer’s Sets of Needs (ERG)

Existence -- all forms of material and physical desires (Physiological and Safety needs)

Relatedness -- all needs involving relationships with significant other persons (Social needs)

Growth -- All needs involving a person making creative and productive efforts on the self and the environment (Esteem and Self-Actualization needs)

Alderfer’s ERG Theory

GrowthNeeds

RelatednessNeeds

ExistenceNeeds

Frustration

Regression

Satisfaction

Progression

Differences Between Maslow’s Need Hierarchy and Alderfer’s ERG Theory

Alderfer collapses Maslow’s five levels into three

Alderfer says growth need strength is positively related to growth need satisfaction

Alderfer sees a hierarchy only in terms of increasing abstractness

Alderfer recognizes frustration regression as well as satisfaction progression

McClelland’s Manifest Needs

Need for Achievement: The need to do well no matter what goal is pursued.

Need for Affiliation: The desire to establish and maintain friendly and warm relations with other people.

Need for Power: The desire to control other people, to influence their behavior, and to be responsible for them.

Characteristics of Individuals withStrong Need for Achievement

Desire to attain goals. Desire for personal responsibility. Desire for quick feedback on performance.

Herzberg’s Motivation-Hygiene factors

Motivators: The job itself (affect willingness)– Achievement, Recognition for accomplishment,

Challenging work, Increased responsibility, and Growth and development

Hygiene factors: The environment (affect ability)– Policies and administration, Supervisions, Working

conditions, Interpersonal relations, and Money, status, and security

The Bottom Line: Need Theories

AssessEmployee

Needs

AssessEmployee

Needs

Identify the MostActive Needsof Employees

Identify the MostActive Needsof Employees

Develop SpecificStrategies toSatisfy ActiveEmployee Needs

Develop SpecificStrategies toSatisfy ActiveEmployee Needs

ImplementStrategies

ImplementStrategies

Evaluatethe Plan

Evaluatethe Plan