management and operations in this file

1. 5.Motivation and Leadership

2. 5.1 Concept Of motivation, benefits to organization and Manager:

3. 5.2 Maslow’s Need Hierarchy Theory
• Maslow believed that these needs are similar to instincts and play a major role in motivating
behavior.2 There are five different levels of Maslow’s hierarchy of needs, starting at the lowest
level known as physiological needs.
• Physiological Needs
The physiological needs include those that are vital to survival. Some examples of physiological
needs include:
• Food
• Water
• Breathing
• Homeostasis
• In addition to the basic requirements of nutrition, air, and temperature regulation, physiological
needs also include shelter and clothing. Maslow included sexual reproduction in this level of the
hierarchy as well, since it is essential to the survival and propagation of the species.

4. Security and Safety Needs
At the second level of Maslow’s hierarchy, the needs start to become a bit more complex. At this level, the needs for
security and safety become primary.
People want control and order in their lives. Some of the basic security and safety needs include:
Financial security
Health and wellness
Safety against accidents and injury
Finding a job, obtaining health insurance and health care, contributing money to a savings account, and moving to a
safer neighborhood are all examples of actions motivated by security and safety needs.
Social Needs
The social needs in Maslow’s hierarchy include love, acceptance, and belonging. At this level, the need for emotional
relationships drives human behavior. Some of the things that satisfy this need include:
• Friendships
• Romantic attachments
• Family relationships
• Social groups
• Community groups
• Churches and religious organizations
In order to avoid loneliness, depression, and anxiety, it is important for people to feel loved and accepted by others.
Personal relationships with friends, family, and lovers play an important role, as does involvement in groups—such as
religious groups, sports teams, book clubs, and other group activities.

5. Esteem Needs
At the fourth level in Maslow’s hierarchy is the need for appreciation and respect. Once the needs at the bottom three
levels have been satisfied, the esteem needs begin to play a more prominent role in motivating behavior.
At this level, it becomes increasingly important to gain the respect and appreciation of others. People have a need to
accomplish things, then have their efforts recognized. In addition to the need for feelings of accomplishment and
prestige, esteem needs include such things as self-esteem and personal worth.
People need to sense that they are valued by others and feel that they are making a contribution to the world.
Participation in professional activities, academic accomplishments, athletic or team participation, and personal hobbies
can all play a role in fulfilling the esteem needs.
People who are able to satisfy esteem needs by achieving good self-esteem and the recognition of others tend to feel
confident in their abilities.3 Conversely, those who lack self-esteem and the respect of others can develop feelings of
inferiority.
Self-Actualization Needs
At the very peak of Maslow’s hierarchy are the self-actualization needs. Self-actualizing people are self-aware,
concerned with personal growth, less concerned with the opinions of others, and interested in fulfilling their potential.
"What a man can be, he must be," Maslow explained, referring to the need people have to achieve their full potential as
human beings.
Maslow’s said of self-actualization: "It may be loosely described as the full use and exploitation of talents, capabilities,
potentialities, etc. Such people seem to be fulfilling themselves and to be doing the best that they are capable of doing.
They are people who have developed or are developing to the full stature of which they capable."

6. 5.3Herzberg’s Motivation-Hygiene Theory
• In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the motivator-hygiene
theory. According to Herzberg, there are some job factors that result in satisfaction while there are other job
factors that prevent dissatisfaction. According to Herzberg, the opposite of “Satisfaction” is “No satisfaction”
and the opposite of “Dissatisfaction” is “No Dissatisfaction”.

7. Herzberg classified these job factors into two categories-
a.Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at workplace. These
do not lead to positive satisfaction for long-term. But if these factors are absent / if these factors are non-existant at
workplace, then they lead to dissatisfaction. In other words, hygiene factors are those factors which when
adequate/reasonable in a job, pacify the employees and do not make them dissatisfied. These factors are extrinsic to work.
Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to avoid dissatisfaction. These
factors describe the job environment/scenario. The hygiene factors symbolized the physiological needs which the individuals
wanted and expected to be fulfilled. Hygiene factors include:
Pay - The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the
same industry in the same domain.
Company Policies and administrative policies - The company policies should not be too rigid. They should be fair and clear. It
should include flexible working hours, dress code, breaks, vacation, etc.
Fringe benefits - The employees should be offered health care plans (mediclaim), benefits for the family members, employee
help programmes, etc.
Physical Working conditions - The working conditions should be safe, clean and hygienic. The work equipments should be
updated and well-maintained.
Status - The employees’ status within the organization should be familiar and retained.
Interpersonal relations - The relationship of the employees with his peers, superiors and subordinates should be appropriate
and acceptable. There should be no conflict or humiliation element present.
Job Security - The organization must provide job security to the employees.

8. b.Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as motivators. The
motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the
employees for a superior performance. These factors are called satisfiers. These are factors involved in
performing the job. Employees find these factors intrinsically rewarding. The motivators symbolized the
psychological needs that were perceived as an additional benefit. Motivational factors include:
a. Recognition - The employees should be praised and recognized for their accomplishments by the
managers.
b. Sense of achievement - The employees must have a sense of achievement. This depends on the job.
There must be a fruit of some sort in the job.
c. Growth and promotional opportunities - There must be growth and advancement opportunities in an
organization to motivate the employees to perform well.
d. Responsibility - The employees must hold themselves responsible for the work. The managers should give
them ownership of the work. They should minimize control but retain accountability.
e. Meaningfulness of the work - The work itself should be meaningful, interesting and challenging for the
employee to perform and to get motivated.

9. Theory X and Theory Y
• Our management style is firmly influenced by our beliefs and assumptions about what encourages members
of our team like: If we believe that our team members dislike work, then we tend towards an authoritarian
style of management. However, if we assume that employees take pride in doing a good job, we tend to
adopt a more participative style.
• Douglas McGregor, the eminent social psychologist, divides management style into two contrasting theories
• Theory X
• Theory Y

10. Theory X
This theory believes that employees are naturally unmotivated and dislike working, and this encourages an authoritarian
style of management. According to this theory, management must firmly intervene to get things done. This style of
management concludes that workers −
• Disfavor working.
• Abstain responsibility and the need to be directed.
• Need to be controlled, forced, and warned to deliver what's needed.
• Demand to be supervised at each and every step, with controls put in place.
• Require to be attracted to produce results, else they have no ambition or incentive to work.
McGregor observed that X-type workers are in fact mostly in minority, and yet in mass organizations, such as large scale
production environment, X Theory management may be needed and can be unavoidable.
Theory Y
This theory explains a participative style of management, that is, distributive in nature. It concludes that employees are
happy to work, are self-motivated and creative, and enjoy working with greater responsibility. It estimates that workers −
• Take responsibility willingly and are encouraged to fulfill the goals they are given.
• Explore and accept responsibility and do not need much guidance.
• Assume work as a natural part of life and solve work issues imaginatively.
In Y-type organizations, people at lower levels are engaged in decision making and have more responsibility.

11. Comparing Theory X & Theory Y
Let us now compare both the theories −
Motivation
Theory X considers that people dislike work, they want to avoid it and do not take responsibilities willingly.
While, Theory Y considers that people are self-motivated, and sportingly take responsibilities.
Management Style and Control
In Theory X-type organization, management is authoritarian, and centralized control is maintained.
While in Theory Y-type organization, the management style is participative, employees are involved decision making, but
the power retains to implement decisions.
Work Organization
Theory X employees are specialized and the same work cycle continues.
In Theory Y, the work tends to be coordinated around wider areas of skill or knowledge. Employees are also motivated to
develop expertise, and make suggestions and improvements.
Rewards and Appraisals
Theory X-type organizations work on a ‘carrot and stick’ basis, and performance assessment is part of the overall
mechanism of control and compensation.
Coming to Theory Y-type organizations, appraisal is also regular and crucial, but is usually a separate mechanism from
organizational controls. Theory Y-type organizations provide employees frequent opportunities for promotion.
Application
Admitting the fact that Theory X management style is widely accepted as inferior to others, it has its place in large scale
production procedure and unskilled production-line work.
Many of the principles of Theory Y are widely accepted by different types of organization that value and motivate active
participation.

12. Theory Z
• The Theory Z was invented by the American economist and management professor William Ouchi,
following the X and Y theory by Douglas McGregor in the 1960s.
• The theory Z was introduced in the 1980s by William Ouchi as the Japanese consensus style. He
argued that western organisations could learn from their Japanese counterparts
• The theory Z revolves around the assumption that employees want to enter into partnerships with
their employer and colleagues. Employees have a strong desire for connection. This requires a high
level of support from the manager and the organisation in the form of a safe working environment
and the right facilities.
The possibility for development and training can also be included on this list. Another assumption
is that employees expect reciprocity and support from their organisation. Employees find a work-life
balance important and want to maintain this.
Family, culture and traditions are therefore just as important as working conditions. The theory Z
also assumes that employees trust that they can carry out their work properly with the right support
from management.

13. Theory Z characteristics
The X theory is also referred to as ‘hard’ management style and
the Y theory as ‘soft’ or ‘enlightened’ management style. The
theory Z is a continuation of this last style, which makes it an
even more participative style than the Y theory. It has the
following characteristics:

14. 1. Collective decision-making
This is the core principle of the Z theory and connects to the previously mentioned Y theory. By involving employees in
decision-making, they feel part of the organisation and will do everything they can to maintain the decision taken.
2. Long-term employment
Following the need for safety, as Maslow mentioned, it is vital for employees to possess the certainty that they will have a
job in the future. This job security or job guarantee generates loyal employees who feel part of the organisation.
3. Job rotation
It helps employees to become generalists rather than specialise, although a specialism benefits the organisation as well.
With job rotation, employees are given the opportunity to get to know all facets of the organisation, gain insight into each
other’s work and improve their skills. For example, there is a chance that they can be deployed in different departments and
levels.
4. Slow promotion
It is not necessary for employees to shoot up on the hierarchical ladder like a rocket in a short time. By taking more time,
they get the chance to develop well and carry out their work with more dedication.
This leads to a permanent workforce with loyal employees, in which they have the opportunity to develop at a single
company over the course of their career. Should they end up at a higher management level, then they can be expected to
subsequently treat their own employees in the same way and let them develop.

15. 5. Focus on training
This leads to continuous improvement of employees’ performance. They get plenty of time to develop, which will
improve their qualities and skills in the organisation’s favour.
6. Care for personal circumstances
Although an employee is present at work for eight hours a day, they also have a private life in which their family
plays an important role.
According to the Z theory, an organisation cannot ignore this. An organisation, therefore, has the moral obligation
to pay attention to the personal circumstances of its employees and to provide support, understanding and
dedication under challenging situations.
7. Formalised measures
By giving clarity, employees know where they stand. This is why it is the task of an organisation to draw up rules and
to indicate in advance what the end goal is and what is expected of employees. This makes it possible to work more
efficiently and effectively.
8. Individual responsibility
In line with the previously mentioned Y theory, it is essential for employees to have their own responsibilities and
to help contribute to the organisation. They are motivated to carry out the work on time and well when they have
their own responsibilities.

16. 5.5 Definitation,nature,qualities of leader,leader vs.Manager
• Leadership can simply be defined as the ability to influence others. Leadership is the work that is done by
the leader. It is a process of social influence in which one person can enlist the aid and support of others in
the accomplishment of a common task.
• Leadership is the potential to influence the behavior of others.
• It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required
to develop a future vision and to motivate the organizational members to achieve the visions.
• Leadership is both a process and a property.
As a process -focusing on what leaders do; leadership is the use of no coercive influence to shape the group or
organizational goals, motive behavior towards the achievement of those goals and help define a group or
organizational culture.

17. Nature of leadership
• Leadership derives from the power and is similar to, yet distinct from, management. In fact, “leadership” and
“management” are different. There can be leaders of completely unorganized groups, but there can be managers only of
organized groups. Thus it can be said that a manager is necessarily a leader but a leader may not be a manager.
• Leadership is essential for managing. The ability to lead effectively is one of the keys to being an effective manager
because she/he has to combine resources and lead a group to achieve objectives.
• Leadership and motivation are closely interconnected. By understanding motivation, one can appreciate better what
people want and why they act as they do. A leader can encourage or dampen workers’ motivation by creating a favorable or
unfavorable working environment in the organization.
• The essence of leadership is followership. In other words, it is the willingness of people to follow a person that makes that
person a leader. Moreover, people tend to follow those whom they see as providing a means of achieving their desires,
needs and wants.
• Leadership involves an unequal distribution of power between leaders and group members. Group members are not
powerless; they can shape group activities in some ways. Still, the leader will usually have more power than the group
members.
• Leaders can influence the followers’ behavior in some ways. Leaders can influence workers either to do ill or well for the
company. The leader must be able to empower and motivate the followers to the cause.
• The leader must co-exist with the subordinates or followers and must have a clear idea about their demands and
ambitions. This creates loyalty and trust in subordinates for their leader.
• Leadership is to be concerned about values. Followers learn ethics and values from their leaders.

18. qualities that act as building blocks for leadership’s bigger picture.
1. Focus
There is a common denominator every small business owner has in common. It’s the livelihood of the business. Owners take
what started as a glimmer of an idea and turn it into a solution that helps address everyday problems. Once you’re off to the
races, the business must keep going because it’s doing more than bringing your dreams to life. Customers depend on this
company for products and services that meet their needs and employees need the business to thrive for steady pay and
career fulfillment purposes.
Keep your focus now and into the next year. Pay attention to existing goals and commit to execution. Not sure what goals you
have yet to reach? Take a moment to revisit your business plan and review accordingly.
2. Communication
Being in it for the long haul translates to more than the pandemic. The next normal will forever reshape the traditional
workforce due to hybrid and remote work.
The long haul also touches on issues beyond our control. Natural disasters, for example, will continue to be ongoing
throughout our lifetimes. Big and small businesses must have, or start creating, climate change contingency plans in the
workplace.
It is better for leaders to communicate more information with their team members, and often, in certain and uncertain times
alike. Share with your team what your expectations and plans are and communicate actionable strategies.
Leaders shouldn’t do all the talking, either. Encourage feedback and engagement across the team. Be open-minded and
thoughtful to this type of feedback. Recognize practical opportunities and remain positive to further engage with and be
responsive to team members.

19. 3. Kindness
The last almost two years have redefined what it means to walk in your colleague’s shoes. We listen to what each
person needs and try to look at the world through their experiences.
Kindness allows leaders to lead with an open heart and mind. Leaders are better able to recognize the value of each
team member. Kindness is an ongoing practice, too. The more leaders actively practice kindness, the more others will
take notice and be inspired to adopt similar behavior.
I’ve written about this before, in this article: “How Kindness in Business Pays Off for Leaders.” On top of everything
else, science says performing kind acts boosts happiness and life satisfaction, and leads to workplace success.
4. Grit
Grit, which also made my 2021 list, is still my favorite leadership quality.
Author Angela Lee Duckworth defines grit as a combination of persistence, passion and resilience. Duckworth’s TED
Talk defines grit as living life as a marathon, not a sprint.
The greatest aspect of grit is that it is applicable to every aspect of life. When I referenced grit last year, I mentioned
that having grit allows you to develop a growth mindset. Leaders that struggle are also growing as they work through
various situations and circumstances. Gradually, they are developing mental toughness and courage. This grit begins
to show through a leader’s personality. They will try again and do something better than before. They will keep going
even though the task at hand is difficult to achieve. They will continue to hold their heads high, do their best, and be
their best.

20. Leader Vs.Manager
• 1. Leaders create a vision, managers create goals.
• Leaders paint a picture of what they see as possible and inspire and engage their people in turning that
vision into reality. They think beyond what individuals do. They activate people to be part of something
bigger. They know that high-functioning teams can accomplish a lot more working together than individuals
working autonomously. Managers focus on setting, measuring and achieving goals. They control situations to
reach or exceed their objectives.
• 2. Leaders are change agents, managers maintain the status quo.
• Leaders are proud disrupters. Innovation is their mantra. They embrace change and know that even if things
are working, there could be a better way forward. And they understand and accept the fact that changes to
the system often create waves. Managers stick with what works, refining systems, structures and processes
to make them better.
• 3. Leaders are unique, managers copy.
• Leaders are willing to be themselves. They are self-aware and work actively to build their unique and
differentiated personal brand. They are comfortable in their own shoes and willing to stand out. They’re
authentic and transparent. Managers mimic the competencies and behaviors they learn from others and
adopt their leadership style rather than defining it.
• 4. Leaders take risks, managers control risk .
• Leaders are willing to try new things even if they may fail miserably. They know that failure is often a step on
the path to success. Managers work to minimize risk. They seek to avoid or control problems rather than
embracing them.

21. 5. Leaders are in it for the long haul, managers think short-term.
Leaders have intentionality. They do what they say they are going to do and stay motivated toward a big, often very distant
goal. They remain motivated without receiving regular rewards. Managers work on shorter-term goals, seeking more regular
acknowledgment or accolades.
6. Leaders grow personally, managers rely on existing, proven skills.
Leaders know if they aren’t learning something new every day, they aren’t standing still, they’re falling behind. They
remain curious and seek to remain relevant in an ever-changing world of work. They seek out people and information that
will expand their thinking. Managers often double down on what made them successful, perfecting existing skills and
adopting proven behaviors.
7. Leaders build relationships, managers build systems and processes.
Leaders focus on people – all the stakeholders they need to influence in order to realize their vision. They know who their
stakeholders are and spend most of their time with them. They build loyalty and trust by consistently delivering on their
promise. Managers focus on the structures necessary to set and achieve goals. They focus on the analytical and ensure
systems are in place to attain desired outcomes. They work with individuals and their goals and objectives.
8. Leaders coach, managers direct.
Leaders know that people who work for them have the answers or are able to find them. They see their people as
competent and are optimistic about their potential. They resist the temptation to tell their people what to do and how to do
it. Managers assign tasks and provide guidance on how to accomplish them.
9. Leaders create fans, managers have employees.
Leaders have people who go beyond following them; their followers become their raving fans and fervent promoters –
helping them build their brand and achieve their goals. Their fans help them increase their visibility and credibility. Managers
have staff who follow directions and seek to please the boss.

22. 5.6 Leadership Style
• What Are Leadership Styles?
• Leadership styles are classifications of how a person behaves while leading a group. Lewyn's leadership
styles are authoritarian (autocratic), participative (democratic), and delegative (laissez-faire).
• Authoritarian Leadership (Autocratic)
• Authoritarian leaders, also known as autocratic leaders, provide clear expectations for what needs to be
done, when it should be done, and how it should be done. This style of leadership is strongly focused on
both command by the leader and control of the followers. There is also a clear division between the
leader and the members. Authoritarian leaders make decisions independently, with little or no input from
the rest of the group.
• Researchers found that decision-making was less creative under authoritarian leadership.1 Lewin also
concluded that it is harder to move from an authoritarian style to a democratic style than vice versa.
Abuse of this method is usually viewed as controlling, bossy, and dictatorial.
• Authoritarian leadership is best applied to situations where there is little time for group decision-making or
where the leader is the most knowledgeable member of the group. The autocratic approach can be a
good one when the situation calls for rapid decisions and decisive actions.

23. Participative Leadership (Democratic)
Lewin’s study found that participative leadership, also known as democratic leadership, is typically the most effective
leadership style.1 Democratic leaders offer guidance to group members, but they also participate in the group and allow
input from other group members. In Lewin’s study, children in this group were less productive than the members of the
authoritarian group, but their contributions were of a higher quality.2
Participative leaders encourage group members to participate, but retain the final say in the decision-making process.
Group members feel engaged in the process and are more motivated and creative. Democratic leaders tend to make
followers feel like they are an important part of the team, which helps foster commitment to the goals of the group.
Delegative Leadership (Laissez-Faire)
Lewin found that children under delegative leadership, also known as laissez-faire leadership, were the least productive
of all three groups. The children in this group also made more demands on the leader, showed little cooperation, and
were unable to work independently.
Delegative leaders offer little or no guidance to group members and leave the decision-making up to group members.
While this style can be useful in situations involving highly qualified experts, it often leads to poorly defined roles and a
lack of motivation

24. Transformational Leadership
Transformational leadership is often identified as the single most effective style. This style was first described during the
late 1970s and later expanded upon by researcher Bernard M. Bass. Transformational leaders are able to motivate and
inspire followers and to direct positive changes in groups.
These leaders tend to be emotionally intelligent, energetic, and passionate. They are not only committed to helping the
organization achieve its goals, but also to helping group members fulfill their potential.
Research shows that this style of leadership results in higher performance and more improved group satisfaction than
other leadership styles.3 One study also found that transformational leadership led to improved well-being among group
members.4
Transactional Leadership
The transactional leadership style views the leader-follower relationship as a transaction. By accepting a position as a
member of the group, the individual has agreed to obey the leader. In most situations, this involves the employer-
employee relationship, and the transaction focuses on the follower completing required tasks in exchange for monetary
compensation.
One of the main advantages of this leadership style is that it creates clearly defined roles.5 People know what they are
required to do and what they will be receiving in exchange. This style allows leaders to offer a great deal of supervision
and direction, if needed.

25. Situational Leadership
Situational theories of leadership stress the significant influence of the environment and the situation on leadership.
Hersey and Blanchard's leadership styles is one of the best-known situational theories. First published in 1969, this
model describes four primary styles of leadership, including:7
Telling: Telling people what to do
Selling: Convincing followers to buy into their ideas and messages
Participating: Allowing group members to take a more active role in the decision-making process
Delegating: Taking a hands-off approach to leadership and allowing group members to make the majority of decisions