DIRECTING Motivation
Communication
DIRECTING
Leadership
Relationship between managers & non-managers
• Three characteristics of Motivation: 1. concerned with what activates human behavior 2. concerned with what direct this behavior toward a particular goal 3. concerned with how this behavior is sustained • motivation can be analyzed using the following causative sequence:
MOTIVATION
Needs or Goals
Drives or Motives
Achievement
THEORIES OF MOTIVATION
Figure 6.1
Traditional Theory Need hierarchy Theory Preference-Expectancy Theory Achievement-Power-Affiliation Theory Motivation-Maintenance Theory Reinforcement Theory
Figure 6.3 Traditional Theory Achievement-Power-Affiliation Theory
evolved from the work of Frederick Taylor based on the assumption that money is the primary motivator
The Hierarchy of Needs
A need to achieve
A need for power
A need for affiliation
Motivation-Maintenance Theory
APA Theory
Figure 6.4 Mc Gregor’s Theory X&Y
3. Reinforcement 4. Maturity Theory IMMATURE Passive Dependent Short term perspective
Achievement Theory
Subordinate Barnard-Simon’s Theory of Equilibrium Inducements
Contributors
(Provided by Management) (Provided by Employees)
Vroom’s Preference-Expectancy Theory Motivation = E Valence Reinforcement Theory 1. Stimulus 2. Response
Lack of self-awareness
x
Expectancy
MATURE Active Independent Long term perspective Equal or super ordinate position Awareness of self
Job Enlargement VS Job Enrichment Job Enlargement
Job Enrichment
- redesigning of jobs
- putting meaning into jobs
Figure 6.6
COMMUNICATION
Types of Communication: • formal communication • informal communication • communication between groups • vertical communications • upward communications • downward communications • lateral communications
Figure 6.7 Grapevines The grapevine aids in management in efficiency. 1. The grapevine is a permanent part of the formal organizational structure. It should be used to facilitate effective communication. 2. Managers should have knowledge of what the grapevines are spread to a greater number of employee-most employees hear grapevine information for the first time from management. Therefore, all levels of management should be provided with the total and accurate information so that the messages they communicate through the grapevine are accurate. Ways to Communicate: 1. Informal talk or “grapevine” communication. This is the most
fundamental form of communication usually adopted by an informal organization. 2. Memoranda 3. Telephone calls 4. Interoffice News 5. Letters 6. Reports 7. Conferences/Conventions 8. Meetings 9. Bulletin Board Notices 10.Exhibits and Displays 11.Visual Aids Communication Networks This refers to the pictorial definitions of informal channels. BARRIERS TO COMMUNICATION 1. Distance 2. Distortion 3. Semantics 4. Lack of Leveling 5. Lack of Trust
6. Inaccessibility 7. Lack of Clear Responsibilities 8. Personal Incompatibility 9. Refusal to Listen 10.Failure to Use Proper Media 11.Communication Gap 12.Lack of Direction
LEADERSHIP Types of Leadership: 1. dictatorial leader 2. autocratic leader 3. democratic leader 4. laissez-faire leader Assumption about People Theory X
VS
Theory Y
The average human 1. The expenditure of being has an inherent physical and mental dislike of work and will effort in work is a avoid it, if possible. natural as play or rest. 2. Because of their dislike 2. External control and the of work, most people threat of punishment are must be corrected, not the only means for controlled, directed, or bringing about effort threatened with toward organizational punishment to get them objectives. Workers will to put forth adequate exercise self-direction effort toward the and self-control. 1.
achievement of 3. Commitment to organizational objectives is a function objectives. of the rewards associated 3. The average human with their achievement. being prefers to be 4. The average human directed, wishes to being leans, under avoid responsibility, has proper conditions, not relatively little only to accept but to ambition, and wants seek responsibility. security above all. 5. The capacity to exercise a relatively high degree of imagination, ingenuity, not narrowly, distributed in the population. 6. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.
MANAGEMENT SKILLS
Types of Skills
technical
human
MANAGEMENT ROLES
conceptual
MANAGERIAL GRID MANAGEMENT FILIPINO STYLES • • • • • •
Management A’la Pinoy Manager “By Kayod” Manager “By Lusot” Manager “By Libro” Manager “By Oido” Manager “By Ugnayan”