Theories Flashcards
Lewin’s style of leadership
Three styles of leaderships
Autocratic: employees aren’t involved in decision making, very strict, close supervision, thinks employees are motivated by money.
Democratic: employees are encouraged to contribute to decision making, believes they are not just motivated by money.
Laissez-faire: allows employees to get on with it, a lot of independence for employees and provides very little direction
Paternalistic: (not Lewin’s), wanting the workforce to feel involved in decision making, consulting employees and persuading to accept the leaders opinion not their own
Theory X
A theory x manager views employees as:
- lazy,disliking work and responsibility
- lacking the will and ability to work unsupervised
- lacking initiative
- largely motivated by money
A manager would have a autocratic manner
Theory Y
A theory Y manager regards employees as:
- enjoying their work if right conditions are created
- willing to accept responsibility and challenges
- creative and willing to contribute
- able to exercise self-discipline
Carlyle and Galton
Key characteristics of an effective leader were highlighted:
- motivational: the ability to motivate others
- integrity: showing an ethical approach
- self confidence: being assured
- creative: new ideas
- intelligent: able to reason, and solve problems
Fredrick Taylor (1856-1917): scientific management
Scientific approach to motivate employees
Jobs would be observed to see what tasks were exactly being performed
Then they would be broken down into simple tasks to ensure high division of labour, those who were best suited to each job would be recruited and trained to perform specialist tasks
Elton mayo human relations management
Concerned with improving employee productivity
Theory was concerned with altering the lighting of a particular area in the firm
It was found that the productivity of the employees rose as the lighting changed-although it later returned to normal
It was thought that the presence of the researchers was having a effect on productivity
-the employees liked the fact someone was taking a interest in them.
Overall conclusion was that mayo believed there was no better way of motivation other than the monetary method
Blakes and Mouton’s Leadership grid
Country club: is concerned about the wellbeing and feelings of his or her team of people, rather than completing the required tasks
Authoritarian: concerned with the tasks rather than employees
Impoverished: this manager will lack concern for both task and peoples needs
Team leadership: strong and equal regard for both employee and task needs
Middle of the road: they comprise between two sets of needs. This implies that the neither sets of needs are truly met and less than optimal outcomes for each are achieved
Tannenbaum and Schmidt
Tell: where the leader or manager just informs the employees of his and her decision and can be seen as having a autocratic approach
Sell: where a leader or manager makes a decision but attempts to sell the decision to the employees, which can be seen as having a team approach
Consult: this style goes a step further than sell, as the leader will present his or her ideas to the employees and offer discussion to have a more collaborative approach
Participate: shows that focus is now on the employees and not the leader. Under this style of leadership, the leader or manager will ask the employees to make a decision
Adair
Task, team, individual
Suggests that the leader has to balance the needs of all three elements, a failure to consider them is likely to lead to failure.
David McClelland three needs theory
(N-Ach): need for achievement - needs challenging but realistic goals, likes to work with others driven by N-Ach and likes to receive regular feedback on his or her work
(N-Aff): need for affiliation - enjoys working as part of a team, is people orientated, adheres to the culture of the workplace and prefers a collaborative / co-ordinated approach to work
(N-Pow): need for power - likes to influence, encourage or dominate others, places a high value for his or her position in the business hierarchy, enjoys recognition and status and likes to win
Frederick Herzberg
The two factor theory of satisfaction
The hygiene factors:
Said that employees are dissatisfied by a bad working environment but are motivated by a good working environment
The motivating factors:
Relate to the job not the environment. These factors such as responsibility, recognition, meaningful and rewarding work and the opportunity for promotion
Abraham Maslow
Hierarchy of needs: top to bottom
Self actualisation: concerned with personal growth and the achievement of ones full potential as a human
The esteem needs: seek respect from others, some recognition for effort as well as a degree of status
Social needs: humans do not like loneliness and isolation, they have a need for friendship and positive relationships with others
Safety and security needs: security, stability and protection
Physiological needs: the need for shelter, water and food
Victor Vroom
Expectancy theory:
Expectancy - does the employee think that he/she is going to be able to complete the task, this view will be influenced by factors such as previous experience, support from others and the availability of resources. If they think they can complete the task they will get a score close to one and visa versa
Valence - this refers to the value that an employee puts on the reward that is on offer similar with expectancy it is valued from 0-1 with one being the outcome is highly desired by the employee
Peter Ducker
The father of modern management
The most important asset of any organisation is its employees who should be recognised as such and not treated as costs to be minimised.
Factors for managers if they want an effective and motivated workforce:
Decentralise and delayer the business as much as possible to allow for organisational freedom
Take an interest in the employees and value the contribution to the organisation
Offer ongoing training
Try to keep a community in the workplace
Keep a science of perspective when it comes to reward
Edwin Locke
Setting effective goals:
Clarity - Vaughn goals are hard to measure and the employee will not have a clear view of what is expected
Challenge - they need to be challenging
Feedback - progress can be monitored and the maybe change the goal
Commitment - employees have to understand and agree to have ownership of the goals
Task complexity - employees must not feel out of their depth
CCCCT
