New managerial grid
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The document summarizes the Blake-Mouton Managerial Grid leadership model developed in 1964. It identifies five leadership styles - lazy, one-sided, dictatorial, middle-of-the-road, and team - based on varying levels of concern for production and people. The ideal team style has high concern for both, encouraging teamwork and commitment to increase motivation and productivity. While simple, the grid provides a framework to analyze leadership styles and skills.
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Recommended
Chapter 6 : Controlling
The main contingency factors that affect structural choice are:
- Strategy - As strategies move from single product to diversification, structure moves from organic to mechanistic.
- Size - Larger organizations require more mechanistic structures.
- Technology - More non-routine technologies favor organic structures.
- Environment - Stable environments match mechanistic structures while dynamic environments fit organic structures.
Compare and contrast traditional and contemporary organizational designs
- Traditional designs include simple, functional, and divisional structures. Contemporary designs include team-based, matrix/project structures, and boundaryless organizations like virtual and network structures.
Ohio State Studies (Behavioral Theories of Leadership)
OHIO STATE STUDIES ON LEADERSHIP
Ralph M. Stogdill at the Bureau of Business Research at Ohio State University initiated a series of researches on leadership in 1945.
Ohio State Leadership study was more interested in which specific behaviors effective leaders executed (compared to ineffective leaders).
OBJECTIVE OF THE STUDY
To identify the major dimensions of the leadership.
To investigate the effect of leader’s behavior.
STUDY
The research was based on questionnaires to leaders and subordinates of the organizations.
These are known as the Leader Behavior Description Questionnaire (LDBQ) and the Supervisor Behavior Description Questionnaire (SBDQ).
They found two critical characteristics either of which could be high or low and were independent of one another.
These two characteristics are –
Consideration
Initiating structure
CONCLUSION
Consideration and initiating structure are independent of each other. In other words, a leader can display a high degree of both behavior types, and a low degree of both behavior types.
Followers of leaders who are high in consideration were more satisfied with their jobs; more motivated, and had more respect for their leader.
Leaders who were high in initiating structure typically had higher levels of group and organization productivity along with more positive performance evaluations.
The findings of the LBDQ indicate that a successful leader will possess a strong ability to be considerate of others, as well as an ability to initiate structure.
Power and politics
Power and politics are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
Ot chapter 11
The document discusses bureaucracy and organizational structure. It defines Weber's model of bureaucracy, outlining its key characteristics like division of labor, authority hierarchies, and impersonal rules. The document also notes both advantages, like efficiency, and disadvantages, like goal displacement and employee alienation. It considers arguments that bureaucracy is becoming obsolete due to changes, but also reasons it remains prevalent, like its ability to control large organizations.
Hygiene Theory
Frederick Herzberg's motivation-hygiene theory, also known as the two-factor theory, proposes that job satisfaction and dissatisfaction are influenced by different factors. Hygiene factors such as company policies, supervision, and salary are extrinsic to the job and can cause dissatisfaction if absent but do not necessarily motivate. Motivator factors like achievement, recognition, responsibility, and growth are intrinsic to the job and can significantly improve job satisfaction and motivation. The theory suggests that satisfying hygiene needs prevents dissatisfaction but separate motivator factors are needed to positively satisfy and motivate employees.
Leadership study history
This document provides an overview of the evolution of leadership theories from the early 20th century to present day. It discusses early theories that viewed leadership through traits or as a mechanistic process. Later, researchers incorporated understanding of human motivation and relationships. Specifically, it outlines Hawthorne studies, Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Y, and situational/contingency theories. The focus has shifted from leaders to the relationship between leaders and followers and understanding what drives worker satisfaction and productivity.
Motivational Concepts | Key Elements Of Motivation | Organizational Perspecti...
Motivation is the result of the interaction of the individual and the situation. Our Definition of Motivation is that it is “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” We will narrow the focus to organizational goals in order to reflect our singular interest in work-related behavior. The three key elements of our definition of motivation are intensity, direction, and persistence. Intensity is concerned with how hard a person tries to do anything. This is the element most of us focus on when we talk about motivation. Direction is the orientation that benefits the organization. It can be positive or negative. Persistence is a measure of how long a person can maintain his or her effort. Motivated individuals stay with a task long enough to achieve their goal. Maslow’s need theory has received wide recognition, particularly among practicing managers. Research does not generally validate the theory.Maslow provided no empirical substantiation, and several studies that sought to validate the theory found no support for it. Some researchers have attempted to revive components of the need hierarchy concept, using principles from evolutionary psychology.Time will tell whether these revisions to Mas low's hierarchy will be useful to practicing managers.
Douglas McGregor’s Theory X and Theory Yconcluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and he or she tends to mold his or her behavior toward employees according to these assumptions.
Theory X assumptions are basically negative. Employees inherently dislike work and, whenever possible, will attempt to avoid it.Since employees dislike work, they must be coerced, controlled, or threatened with punishment. Employees will avoid responsibilities and seek formal direction whenever possible.Most workers place security above all other factors and will display little ambition.
Theory Y assumptions are basically positive. Employees can view work as being as natural as rest or play. People will exercise self-direction and self-control if they are committed to the objectives.
Major Theories Of Leadership
What is Leadership?
Leadership is the way to motivate people towards achieving definite goals of an organization.
Theories Of Leadership
Leadership theories can be defined in many ways but we will be discussing about the following leadership theories.
1. Trait Theory of Leadership
2. Situational/Contingency Theory of Leadership
3. Behavioral Thoery of Leadership
4. Path Goal Theory
5. Charismatic Leadership Theory
6. Transformational Theory
Recommended
Chapter 6 : Controlling
The main contingency factors that affect structural choice are:
- Strategy - As strategies move from single product to diversification, structure moves from organic to mechanistic.
- Size - Larger organizations require more mechanistic structures.
- Technology - More non-routine technologies favor organic structures.
- Environment - Stable environments match mechanistic structures while dynamic environments fit organic structures.
Compare and contrast traditional and contemporary organizational designs
- Traditional designs include simple, functional, and divisional structures. Contemporary designs include team-based, matrix/project structures, and boundaryless organizations like virtual and network structures.
Ohio State Studies (Behavioral Theories of Leadership)
OHIO STATE STUDIES ON LEADERSHIP
Ralph M. Stogdill at the Bureau of Business Research at Ohio State University initiated a series of researches on leadership in 1945.
Ohio State Leadership study was more interested in which specific behaviors effective leaders executed (compared to ineffective leaders).
OBJECTIVE OF THE STUDY
To identify the major dimensions of the leadership.
To investigate the effect of leader’s behavior.
STUDY
The research was based on questionnaires to leaders and subordinates of the organizations.
These are known as the Leader Behavior Description Questionnaire (LDBQ) and the Supervisor Behavior Description Questionnaire (SBDQ).
They found two critical characteristics either of which could be high or low and were independent of one another.
These two characteristics are –
Consideration
Initiating structure
CONCLUSION
Consideration and initiating structure are independent of each other. In other words, a leader can display a high degree of both behavior types, and a low degree of both behavior types.
Followers of leaders who are high in consideration were more satisfied with their jobs; more motivated, and had more respect for their leader.
Leaders who were high in initiating structure typically had higher levels of group and organization productivity along with more positive performance evaluations.
The findings of the LBDQ indicate that a successful leader will possess a strong ability to be considerate of others, as well as an ability to initiate structure.
Power and politics
Power and politics are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.
Ot chapter 11
The document discusses bureaucracy and organizational structure. It defines Weber's model of bureaucracy, outlining its key characteristics like division of labor, authority hierarchies, and impersonal rules. The document also notes both advantages, like efficiency, and disadvantages, like goal displacement and employee alienation. It considers arguments that bureaucracy is becoming obsolete due to changes, but also reasons it remains prevalent, like its ability to control large organizations.
Hygiene Theory
Frederick Herzberg's motivation-hygiene theory, also known as the two-factor theory, proposes that job satisfaction and dissatisfaction are influenced by different factors. Hygiene factors such as company policies, supervision, and salary are extrinsic to the job and can cause dissatisfaction if absent but do not necessarily motivate. Motivator factors like achievement, recognition, responsibility, and growth are intrinsic to the job and can significantly improve job satisfaction and motivation. The theory suggests that satisfying hygiene needs prevents dissatisfaction but separate motivator factors are needed to positively satisfy and motivate employees.
Leadership study history
This document provides an overview of the evolution of leadership theories from the early 20th century to present day. It discusses early theories that viewed leadership through traits or as a mechanistic process. Later, researchers incorporated understanding of human motivation and relationships. Specifically, it outlines Hawthorne studies, Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Y, and situational/contingency theories. The focus has shifted from leaders to the relationship between leaders and followers and understanding what drives worker satisfaction and productivity.
Motivational Concepts | Key Elements Of Motivation | Organizational Perspecti...
Motivation is the result of the interaction of the individual and the situation. Our Definition of Motivation is that it is “the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.” We will narrow the focus to organizational goals in order to reflect our singular interest in work-related behavior. The three key elements of our definition of motivation are intensity, direction, and persistence. Intensity is concerned with how hard a person tries to do anything. This is the element most of us focus on when we talk about motivation. Direction is the orientation that benefits the organization. It can be positive or negative. Persistence is a measure of how long a person can maintain his or her effort. Motivated individuals stay with a task long enough to achieve their goal. Maslow’s need theory has received wide recognition, particularly among practicing managers. Research does not generally validate the theory.Maslow provided no empirical substantiation, and several studies that sought to validate the theory found no support for it. Some researchers have attempted to revive components of the need hierarchy concept, using principles from evolutionary psychology.Time will tell whether these revisions to Mas low's hierarchy will be useful to practicing managers.
Douglas McGregor’s Theory X and Theory Yconcluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and he or she tends to mold his or her behavior toward employees according to these assumptions.
Theory X assumptions are basically negative. Employees inherently dislike work and, whenever possible, will attempt to avoid it.Since employees dislike work, they must be coerced, controlled, or threatened with punishment. Employees will avoid responsibilities and seek formal direction whenever possible.Most workers place security above all other factors and will display little ambition.
Theory Y assumptions are basically positive. Employees can view work as being as natural as rest or play. People will exercise self-direction and self-control if they are committed to the objectives.
Major Theories Of Leadership
What is Leadership?
Leadership is the way to motivate people towards achieving definite goals of an organization.
Theories Of Leadership
Leadership theories can be defined in many ways but we will be discussing about the following leadership theories.
1. Trait Theory of Leadership
2. Situational/Contingency Theory of Leadership
3. Behavioral Thoery of Leadership
4. Path Goal Theory
5. Charismatic Leadership Theory
6. Transformational Theory
Lmx theory
PlasticCo is facing engagement problems among its factory workforce due to a lack of communication between managers and subordinates. Implementing Leader-Member Exchange (LMX) theory could help solve this issue. LMX focuses on the quality of relationships between leaders and members. Diagnosing these relationships through appraisals could develop trust and high-quality exchanges, improving performance. The document recommends appraisals to facilitate initial social interactions and goal-setting between managers and employees, helping transform "out-groups" into more engaged "in-groups". This provides conditions for employees to work smarter without changing shift structures.
motivational theory x and y
Purwa Seher presented on motivational theories X and Y to Mam Ifrah Syed. The theories were developed by Mc Gregor and look at how leaders perceive motivating their team members. Theory X assumes employees are unmotivated and dislike work, needing close supervision. Theory Y assumes employees are self-motivated, enjoy work, and are creative in solving problems.
BA 500 Week four chapter 7 ppt
Leader-Member Exchange (LMX) theory conceptualizes leadership as the process of interactions between leaders and followers. Early LMX studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers. Later studies showed high-quality LMX relationships positively impact outcomes. LMX theory prescribes leaders develop high-quality relationships with all followers over time through three phases: stranger, acquaintance, and mature partnership. LMX theory is validated in research and applicable in different organizational contexts.
Theories of Motivation - Overview of the Content Theories of Motivation
(MST) Advanced Administration and Supervision in Educational Practices
(class report(s)/discussion(s))
DISCLAIMER: I do not claim ownership of the photos, videos, templates, and etc used in this slideshow
Case Study on Leadership Styles
- Brian Engle started his career in real estate development but found his passion working with seniors. He took on leadership roles within his company over 15 years.
- Early in his career, Engle felt he had to prove himself and was arrogant. He has since learned to respect his employees' experience and expertise.
- Engle improved his leadership skills by getting feedback from employees through reviews and conversations. He had to be humble and open to criticism to learn about his blind spots.
- Engle now produces action plans based on employee feedback to continue evolving as a leader. He believes all leaders should solicit critiques from subordinates.
Personality traits relevant to ob.
This document discusses several personality traits relevant to organizational behavior:
1) Core self-evaluation refers to how positively or negatively one views themselves, with positive self-evaluation linked to better job performance and negative views linked to poorer performance.
2) Machiavellianism describes pragmatic, emotionally distant individuals who believe the ends justify the means and can be manipulative to achieve power and influence, flourishing with direct interaction and minimal rules.
3) Narcissism involves arrogance and entitlement where people need excessive admiration but are less effective in their jobs.
Mca motivation ppt
Motivation is an internal drive that directs and maintains behavior and action. It arises from needs and desires and makes behavior goal-oriented. Motivation is shown through effort, persistence, and direction towards goals. It can come from intrinsic sources like a sense of achievement or extrinsic sources like money. A lack of motivation can harm organizations through unrest, absenteeism, and turnover. Motivation can be increased through factors like compensation, work environment conditions, and personal satisfaction of needs. Influential motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Vroom's expectancy model.
Motivation and behavior presentation
The document discusses motivation theories and a motivation program for administrative facilitators. It begins by discussing different views of motivation from behaviorist and theoretical perspectives. It then outlines a motivation program that includes getting to know employees, providing recognition, opportunities for professional and personal development, growth opportunities, evaluation and feedback. The program aims to create customized motivational plans, set clear goals and incentives, improve employee contribution and skills, and facilitate continuous performance management. Finally, the document discusses the manager's role in facilitating motivation through providing an empowering work environment.
Maslow’s-Hierarchy of Needs Theory Alderfer's ERG Theory McClelland’s Theor...
Maslow’s-Hierarchy of Needs Theory
Alderfer's ERG Theory
McClelland’s Theory of Needs
Herzberg's Two Factor Theory
Carrot and Stick Theory
Vroom’s Expectancy Theory
Equity Theory
Basic motivation concepts
This document outlines key concepts in motivation theory, including:
- Maslow's hierarchy of needs which arranges human needs in a pyramid from basic physiological needs to growth needs.
- Herzberg's two-factor theory which distinguishes between motivators like achievement that drive job satisfaction and hygiene factors whose absence can cause dissatisfaction.
- Expectancy theory which proposes that motivation depends on the expectation that effort will lead to good performance and performance will be rewarded.
- Equity theory which suggests people are motivated to maintain fair relationships and balances of inputs and outcomes compared to others.
Power & influence
This document discusses leadership and power in organizations. It defines leadership as the process of influencing others to work towards shared objectives. There are different conceptions of power, including power as the ability to influence others and authority as the right to exercise control based on one's position. Power can lead to commitment, compliance, or resistance from targets. Leaders have different types and sources of power, such as position power (legitimate, reward, coercive), personal power (referent, expert), and ecological power over the environment. Power is not static and can be gained or lost over time based on social exchange theory and strategic contingencies theory. Effective leaders rely more on expert and referent power. The document concludes that leaders need some power
Motivation
The document discusses various theories of motivation. It begins by explaining Maslow's hierarchy of needs theory, which proposes that people are motivated to fulfill basic needs first, and then progress to fulfilling higher-level needs for esteem, belonging, and self-actualization. Next, it summarizes McGregor's Theory X and Theory Y, which describe assumptions about employee motivation and the appropriate management styles. It then provides an overview of Herzberg's two-factor theory of motivation and hygiene factors. The document also briefly explains ERG theory and McClelland's theory of needs focused on achievement, power and affiliation. It concludes with discussing implications of these theories for managers in motivating employees.
The Chapter of Motivation in Public Administration
This document discusses various motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and McGregor's theory X and theory Y. Maslow's hierarchy proposes that people are motivated to fulfill basic needs before moving to higher-level needs. Herzberg's two-factor theory separates motivators like achievement that drive satisfaction from hygiene factors like salary that prevent dissatisfaction. Expectancy theory states that motivation depends on an individual's perception of how their efforts link to performance and rewards. McGregor's theory X assumes people dislike work while theory Y assumes they can exercise self-direction.
Organizational behaviour lession 1 development of ob
This slide presentation explains what is organizational behaviour and trace the historical developments
Group behaviour
Group Behaviour
* What is Group
* Types of Group
* Why peoples join group
* Advantages / Disadvantages
By: SANS(Shubhleen,Archit,Shahzad,Nitish)
Fiedler’s Contingency Model to Leadership
This document summarizes Fiedler's contingency model of leadership. [1] The model proposes that effective group performance depends on matching a leader's style with the degree of control in the situation. [2] A leader's style is assessed using the Least Preferred Co-worker questionnaire to determine if they are task-oriented or relationship-oriented. [3] The model also evaluates situations based on three factors - task structure, position power, and leader-member relationships to determine if the situation gives the leader high, moderate, or low control. Fiedler predicted that task-oriented leaders perform best in very favorable or unfavorable situations, while relationship-oriented leaders perform best in moderately favorable situations.
Two Factor Theory
Two Factor Theory states that factors causing job satisfaction (motivators) are separate from factors causing job dissatisfaction (hygienes). Herzberg interviewed 203 accountants and engineers who described times they felt exceptionally good or bad about work. He found that motivators like achievement, recognition, and responsibility increased satisfaction but did not decrease dissatisfaction. Meanwhile, hygiene factors like salary, job security, and company policies prevented dissatisfaction but did not strongly influence long-term satisfaction. The theory distinguishes between intrinsic motivators arising from the job itself and extrinsic hygiene factors relating to workplace context.
Work motivation
This document discusses work motivation and motivation theories including Maslow's hierarchy of needs theory. It explains that motivation is driven by physiological and psychological needs and deficiencies that activate behavior aimed at goals or incentives. Maslow's hierarchy categorizes needs into five levels from lower to higher order: physiological, safety, social, esteem, and self-actualization. It must satisfy lower level needs before progressing to higher levels, and once satisfied a need no longer motivates. The document provides examples of how businesses can apply Maslow's hierarchy to motivate employees at each level of needs.
LMX
This document discusses the leader-member exchange (LMX) theory, which focuses on the quality of relationships between leaders and individual followers. LMX theory proposes that relationships fall into one of two categories: in-groups, which have high-quality relationships with more trust and support, and out-groups, which have lower-quality relationships based primarily on formal job requirements. Members of the in-group receive greater responsibilities, rewards, and attention from leaders compared to out-group members, who receive less attention and rewards and are managed through formal rules. As a result, in-group members typically have higher productivity and job satisfaction than out-group members.
ORGANISATIONAL POLITICS-Organisational politics
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
Managerial grid
The document summarizes the managerial grid model developed by Robert Blake and Jane Mouton in 1964. The model identifies 5 leadership styles based on concern for people and production. These include: 1) impoverished leadership with low concern for both people and production; 2) task management with high concern for production and low concern for people; 3) middle of the road with moderate concern for both; 4) country club with high concern for people and low concern for production; and 5) team management with high concern for both people and production, which is considered the most effective style.
Managerial grid
The document summarizes the managerial grid model developed by Robert Blake and Jane Mouton in 1964. The model identifies 5 leadership styles based on concern for people and production. These styles are: 1) Impoverished leadership (low concern for both people and production). 2) Task management (high concern for production, low for people). 3) Middle of the road (moderate concern for both). 4) Country club (high concern for people, low for production). 5) Team management (high concern for both people and production, seen as most effective style).
More Related Content
What's hot
Lmx theory
PlasticCo is facing engagement problems among its factory workforce due to a lack of communication between managers and subordinates. Implementing Leader-Member Exchange (LMX) theory could help solve this issue. LMX focuses on the quality of relationships between leaders and members. Diagnosing these relationships through appraisals could develop trust and high-quality exchanges, improving performance. The document recommends appraisals to facilitate initial social interactions and goal-setting between managers and employees, helping transform "out-groups" into more engaged "in-groups". This provides conditions for employees to work smarter without changing shift structures.
motivational theory x and y
Purwa Seher presented on motivational theories X and Y to Mam Ifrah Syed. The theories were developed by Mc Gregor and look at how leaders perceive motivating their team members. Theory X assumes employees are unmotivated and dislike work, needing close supervision. Theory Y assumes employees are self-motivated, enjoy work, and are creative in solving problems.
BA 500 Week four chapter 7 ppt
Leader-Member Exchange (LMX) theory conceptualizes leadership as the process of interactions between leaders and followers. Early LMX studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers. Later studies showed high-quality LMX relationships positively impact outcomes. LMX theory prescribes leaders develop high-quality relationships with all followers over time through three phases: stranger, acquaintance, and mature partnership. LMX theory is validated in research and applicable in different organizational contexts.
Theories of Motivation - Overview of the Content Theories of Motivation
(MST) Advanced Administration and Supervision in Educational Practices
(class report(s)/discussion(s))
DISCLAIMER: I do not claim ownership of the photos, videos, templates, and etc used in this slideshow
Case Study on Leadership Styles
- Brian Engle started his career in real estate development but found his passion working with seniors. He took on leadership roles within his company over 15 years.
- Early in his career, Engle felt he had to prove himself and was arrogant. He has since learned to respect his employees' experience and expertise.
- Engle improved his leadership skills by getting feedback from employees through reviews and conversations. He had to be humble and open to criticism to learn about his blind spots.
- Engle now produces action plans based on employee feedback to continue evolving as a leader. He believes all leaders should solicit critiques from subordinates.
Personality traits relevant to ob.
This document discusses several personality traits relevant to organizational behavior:
1) Core self-evaluation refers to how positively or negatively one views themselves, with positive self-evaluation linked to better job performance and negative views linked to poorer performance.
2) Machiavellianism describes pragmatic, emotionally distant individuals who believe the ends justify the means and can be manipulative to achieve power and influence, flourishing with direct interaction and minimal rules.
3) Narcissism involves arrogance and entitlement where people need excessive admiration but are less effective in their jobs.
Mca motivation ppt
Motivation is an internal drive that directs and maintains behavior and action. It arises from needs and desires and makes behavior goal-oriented. Motivation is shown through effort, persistence, and direction towards goals. It can come from intrinsic sources like a sense of achievement or extrinsic sources like money. A lack of motivation can harm organizations through unrest, absenteeism, and turnover. Motivation can be increased through factors like compensation, work environment conditions, and personal satisfaction of needs. Influential motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Vroom's expectancy model.
Motivation and behavior presentation
The document discusses motivation theories and a motivation program for administrative facilitators. It begins by discussing different views of motivation from behaviorist and theoretical perspectives. It then outlines a motivation program that includes getting to know employees, providing recognition, opportunities for professional and personal development, growth opportunities, evaluation and feedback. The program aims to create customized motivational plans, set clear goals and incentives, improve employee contribution and skills, and facilitate continuous performance management. Finally, the document discusses the manager's role in facilitating motivation through providing an empowering work environment.
Maslow’s-Hierarchy of Needs Theory Alderfer's ERG Theory McClelland’s Theor...
Maslow’s-Hierarchy of Needs Theory
Alderfer's ERG Theory
McClelland’s Theory of Needs
Herzberg's Two Factor Theory
Carrot and Stick Theory
Vroom’s Expectancy Theory
Equity Theory
Basic motivation concepts
This document outlines key concepts in motivation theory, including:
- Maslow's hierarchy of needs which arranges human needs in a pyramid from basic physiological needs to growth needs.
- Herzberg's two-factor theory which distinguishes between motivators like achievement that drive job satisfaction and hygiene factors whose absence can cause dissatisfaction.
- Expectancy theory which proposes that motivation depends on the expectation that effort will lead to good performance and performance will be rewarded.
- Equity theory which suggests people are motivated to maintain fair relationships and balances of inputs and outcomes compared to others.
Power & influence
This document discusses leadership and power in organizations. It defines leadership as the process of influencing others to work towards shared objectives. There are different conceptions of power, including power as the ability to influence others and authority as the right to exercise control based on one's position. Power can lead to commitment, compliance, or resistance from targets. Leaders have different types and sources of power, such as position power (legitimate, reward, coercive), personal power (referent, expert), and ecological power over the environment. Power is not static and can be gained or lost over time based on social exchange theory and strategic contingencies theory. Effective leaders rely more on expert and referent power. The document concludes that leaders need some power
Motivation
The document discusses various theories of motivation. It begins by explaining Maslow's hierarchy of needs theory, which proposes that people are motivated to fulfill basic needs first, and then progress to fulfilling higher-level needs for esteem, belonging, and self-actualization. Next, it summarizes McGregor's Theory X and Theory Y, which describe assumptions about employee motivation and the appropriate management styles. It then provides an overview of Herzberg's two-factor theory of motivation and hygiene factors. The document also briefly explains ERG theory and McClelland's theory of needs focused on achievement, power and affiliation. It concludes with discussing implications of these theories for managers in motivating employees.
The Chapter of Motivation in Public Administration
This document discusses various motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and McGregor's theory X and theory Y. Maslow's hierarchy proposes that people are motivated to fulfill basic needs before moving to higher-level needs. Herzberg's two-factor theory separates motivators like achievement that drive satisfaction from hygiene factors like salary that prevent dissatisfaction. Expectancy theory states that motivation depends on an individual's perception of how their efforts link to performance and rewards. McGregor's theory X assumes people dislike work while theory Y assumes they can exercise self-direction.
Organizational behaviour lession 1 development of ob
This slide presentation explains what is organizational behaviour and trace the historical developments
Group behaviour
Group Behaviour
* What is Group
* Types of Group
* Why peoples join group
* Advantages / Disadvantages
By: SANS(Shubhleen,Archit,Shahzad,Nitish)
Fiedler’s Contingency Model to Leadership
This document summarizes Fiedler's contingency model of leadership. [1] The model proposes that effective group performance depends on matching a leader's style with the degree of control in the situation. [2] A leader's style is assessed using the Least Preferred Co-worker questionnaire to determine if they are task-oriented or relationship-oriented. [3] The model also evaluates situations based on three factors - task structure, position power, and leader-member relationships to determine if the situation gives the leader high, moderate, or low control. Fiedler predicted that task-oriented leaders perform best in very favorable or unfavorable situations, while relationship-oriented leaders perform best in moderately favorable situations.
Two Factor Theory
Two Factor Theory states that factors causing job satisfaction (motivators) are separate from factors causing job dissatisfaction (hygienes). Herzberg interviewed 203 accountants and engineers who described times they felt exceptionally good or bad about work. He found that motivators like achievement, recognition, and responsibility increased satisfaction but did not decrease dissatisfaction. Meanwhile, hygiene factors like salary, job security, and company policies prevented dissatisfaction but did not strongly influence long-term satisfaction. The theory distinguishes between intrinsic motivators arising from the job itself and extrinsic hygiene factors relating to workplace context.
Work motivation
This document discusses work motivation and motivation theories including Maslow's hierarchy of needs theory. It explains that motivation is driven by physiological and psychological needs and deficiencies that activate behavior aimed at goals or incentives. Maslow's hierarchy categorizes needs into five levels from lower to higher order: physiological, safety, social, esteem, and self-actualization. It must satisfy lower level needs before progressing to higher levels, and once satisfied a need no longer motivates. The document provides examples of how businesses can apply Maslow's hierarchy to motivate employees at each level of needs.
LMX
This document discusses the leader-member exchange (LMX) theory, which focuses on the quality of relationships between leaders and individual followers. LMX theory proposes that relationships fall into one of two categories: in-groups, which have high-quality relationships with more trust and support, and out-groups, which have lower-quality relationships based primarily on formal job requirements. Members of the in-group receive greater responsibilities, rewards, and attention from leaders compared to out-group members, who receive less attention and rewards and are managed through formal rules. As a result, in-group members typically have higher productivity and job satisfaction than out-group members.
ORGANISATIONAL POLITICS-Organisational politics
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
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The Chapter of Motivation in Public Administration
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Organizational behaviour lession 1 development of ob
Organizational behaviour lession 1 development of ob
Similar to New managerial grid
Managerial grid
The document summarizes the managerial grid model developed by Robert Blake and Jane Mouton in 1964. The model identifies 5 leadership styles based on concern for people and production. These include: 1) impoverished leadership with low concern for both people and production; 2) task management with high concern for production and low concern for people; 3) middle of the road with moderate concern for both; 4) country club with high concern for people and low concern for production; and 5) team management with high concern for both people and production, which is considered the most effective style.
Managerial grid
The document summarizes the managerial grid model developed by Robert Blake and Jane Mouton in 1964. The model identifies 5 leadership styles based on concern for people and production. These styles are: 1) Impoverished leadership (low concern for both people and production). 2) Task management (high concern for production, low for people). 3) Middle of the road (moderate concern for both). 4) Country club (high concern for people, low for production). 5) Team management (high concern for both people and production, seen as most effective style).
Grid training and managerial grid
The document summarizes the managerial grid model developed by Robert Blake and Jane Mouton in 1964. The model identifies 5 leadership styles based on concern for people and production. These styles are: 1) Impoverished leadership (low concern for both people and production). 2) Task management (high concern for production, low concern for people). 3) Middle of the road (moderate concern for both). 4) Country club (high concern for people, low concern for production). 5) Team management (high concern for both people and production, considered the most effective style).
Managerial grid
The document summarizes the managerial grid model developed by Robert Blake and Jane Mouton in 1964. The model identifies 5 leadership styles based on concern for people and production. These styles are: 1) Impoverished leadership (low concern for both people and production). 2) Task management (high concern for production, low concern for people). 3) Middle of the road (moderate concern for both). 4) Country club (high concern for people, low concern for production). 5) Team management (high concern for both people and production, considered the most effective style).
Blake_Mouton_Manegerial_Grid_Theory_SumitMehta
The document summarizes the Blake Mouton Managerial Grid leadership model. It identifies five leadership styles - Impoverished Management, Country Club Management, Authority-Compliance Management, Middle-of-the-Road Leadership, and Team Leadership - based on varying degrees of concern for production and people on two axes. Team Leadership, with high concern for both production and people, is presented as the most effective style, encouraging teamwork, commitment, and mutual trust to achieve high satisfaction, motivation and results. The document provides guidance on applying the model by identifying one's own style, areas for improvement, and recognizing different styles may be effective depending on the situation.
Managerial grid (A group Presentaion on Organization Development)
It is a group presentation on Robert Blake's contribution to Organization Development. It gives an insight into different managerial styles a manager could follow and what does each of these signifies.
Function of management leadership
Leadership is a process of directing and influencing people to accomplish goals. The document discusses several important theories of leadership including: 1) Blake and Mouton's Managerial Grid which identifies 5 leadership styles based on task and people orientation. 2) House's Path-Goal Theory which proposes that a leader's style should match their subordinates and environment. 3) The Great Man Theory which suggests great leaders are born with innate leadership traits. 4) Trait Theory which identifies core personality traits of successful leaders. 5) LMX Theory which proposes leaders form different quality relationships ("in-groups" and "out-groups") with subordinates.
Akshay Rakshit-Grasim
This document provides an overview of a study conducted on leadership styles at GRASIM Industries in Madhya Pradesh, India. It begins with introducing the Blake-Mouton Managerial Grid model for analyzing leadership styles based on concern for production and concern for people. Five common leadership styles are defined according to this model: impoverished, country club, produce or perish, middle-of-the-road, and team leadership. The objectives and importance of studying leadership styles at GRASIM Industries are described. Key parameters for evaluation include emphasis on goals, empowerment, innovation, emotional intelligence, job satisfaction, and the management-employee relationship. The goal is to understand the prevailing leadership style using the Blake-Mouton model and
Blake and Mouton's Managerial Grid
The document summarizes Blake and Mouton's Managerial Grid leadership model. The model depicts two dimensions - concern for production and concern for people - to define five leadership styles: impoverished management, task management, middle-of-the-road, country club, and team management. Team management, with high concern for both production and people, is considered the most effective style. The grid helps managers analyze their own style and aims to develop the team management approach. However, the model does not account for external factors.
Current leadership theory
The document summarizes Blake and Mouton's Managerial Grid leadership model. The model depicts two dimensions - concern for people and concern for production - which when plotted on a grid, define five different leadership styles: impoverished management, task management, middle-of-the-road, country club, and team management. Team management, with high concern for both people and production, is considered the most effective style. The grid helps managers analyze their own style and work to improve it. However, the model does not account for external factors that could influence leadership.
Blake Mouton leadershiptheory
The document summarizes Blake and Mouton's Managerial Grid leadership model. The model depicts two dimensions - concern for production and concern for people - that are used to define five leadership styles: impoverished management, task management, middle-of-the-road, country club, and team management. Team management, with high concern for both production and people, is considered the most effective style. The managerial grid is used to help leaders self-assess their style and strive for team management. However, the model is limited as it does not consider external factors that influence leadership.
Technostructural intervention
The document discusses various inter-group intervention techniques including team building, survey feedback, and grid organizational development (OD). It describes team building as activities to enhance team effectiveness, including considering team composition and processes. Survey feedback relies on surveys to identify problems and design corrective actions. The grid OD model identifies five leadership styles based on concern for people and production, ranging from impoverished to team management. Team management with high concern for both people and tasks is viewed as the most effective style.
Leadership, its styles_&_leadership_theories...
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This document discusses several theories of motivation and leadership. It defines motivation and discusses early theories like Maslow's hierarchy of needs and McGregor's Theory X and Y. Contemporary motivation theories discussed include McClelland's needs for achievement, power and affiliation and goal setting theory. It also discusses leadership theories like trait, behavioral, situational and contingency theories, including Fiedler's contingency model. Contemporary issues in motivation like cultural differences and flexible work arrangements are also covered.
The Managerial Grid
As a business manager, you need to know which management style is most appropriate for your given context. In this presentation, learn how Blake & Mouton's Managerial Grid can catapult your managerial influence to the next level.
Journal of Economic Development, Management, IT, Finance and M.docx
Journal of Economic Development, Management, IT, Finance and Marketing, 5(2), 1-31 Sept 2013 1
An Empirical Study of Leadership Styles
Cameron Boykins, Scott Campbell, Michelle Moore, Shikha Nayyar
Drexel University, USA
[email protected], [email protected], [email protected], [email protected]
Abstract
This study examined the usage of different leadership styles as they relate to position, industry and
various situations. Both project team members and project managers from four different industries
completed surveys. Initially, we believed that participant’s position, industry and different
situations would have no effect on the leadership styles being employed in a project, and our target
was to find the best leadership style. Upon deeper analysis of the data gathered from various
industries, the results were surprisingly different. The analysis of the study revealed how the
participant’s position and industry affected the leadership styles and how the opinions of both the
Team Members and Project Managers change when subjected to various circumstances. Some
very interesting questions and situations have been analyzed in this report even though the number
of subjects and industries surveyed were limited in scope.
Keywords: Leadership style, project managers, team members
Introduction
In terms of leadership styles a wide variety exists for one to employ. There isn’t firm consensus as
to which styles prove to be the most effective. Different situations call for different approaches,
however, is there a correlation between industry, team demographics, and age as to which method
is most utilized? The team seeks to examine these numerous methods of managerial leadership to
determine which are most applied and considered most effective. Furthermore, respondents were
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
Journal of Economic Development, Management, IT, Finance and Marketing, 5(2), 1-31 Sept 2013 2
asked which style they preferred their own managers to employ. As a counterpart, the team was
also interested in understanding which styles were least utilized. A sample of thirty respondents
from four different industries and backgrounds were surveyed to assist the team with several
questions. First, a short series of demographic questions were asked of the respondents to
determine the makeup of the sampling pool. Ideally, the group sought to survey a diverse pool of
male and female managers and team members. Also, different ages were examined as a way of
determining if there are new trends emerging in management. Second, a variety of situationally
based questions were asked to determine which method would be applied under given
circumstances. This revealed what method managers employed despite earlier notions of what
styles they preferred. Both qualitatively and quantitatively, the group believes that the re ...
Managment grid
This document summarizes a presentation on the Management Grid model. The Management Grid is a graphical model that plots "concern for production" on the x-axis and "concern for people" on the y-axis. It identifies five leadership styles based on where a manager falls within this grid. The optimal style is the 9,9 style with high concern for both production and people. The document outlines each leadership style and discusses strengths and limitations of the Management Grid model for analyzing leadership.
Practical approach in
The sales manager blamed the sales staff for low sales figures and threatened to replace underperforming staff. A newly recruited former Sri Lankan cricketer supported the manager's argument that underperforming players on a cricket team would be replaced. However, the cricketer added that if the entire team fails continuously, the captain and coach would also be replaced, implying that the manager was ultimately responsible for leading the team's poor performance. The document then discusses various models and theories of leadership.
Current leadership theory
The Blake and Mouton Managerial Grid proposes that leadership styles can be depicted on a grid with two dimensions: concern for people on the y-axis and concern for production on the x-axis. Each dimension ranges from low (1) to high (9), creating 81 possible positions for a leader's style. The five resulting leadership styles are Impoverished Management (1,1), Task Management (9,1), Middle-of-the-Road (5,5), Country Club (1,9), and Team Management (9,9), which is considered the most effective style.
LEADERSHIP
The document discusses various theories of leadership including trait theories, behavior theories, contingency theories, and discusses key characteristics of effective leaders such as having a strong vision, communicating well, setting clear goals, and building a strong team. Effective leaders adapt their leadership style to different situations and motivate employees to work towards common goals through inspiration and clear direction.
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Managerial grid (A group Presentaion on Organization Development)
Managerial grid (A group Presentaion on Organization Development)
Journal of Economic Development, Management, IT, Finance and M.docx
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New managerial grid
- 1. ANJU RAJ MACFAST COLLEGE, TIRUVALLA
- 2. Developed by Robert R Blake and Jake Mouton In the year 1964 Leadership grid or Blake mouton managerial grid Identifies five different leadership styles To evaluate and analyze leaders and managers. It plots the degree of task-centeredness versus person- centeredness.
- 3. Concern for production on the x-axis Concern for people on the y-axis the grid highlights ,how placing too much emphasis in one area at the expense of the other leads to low overall productivity. It critically analyzes your own performance and improves your general leadership skills. LEADERSHIP STYLES
- 4. Lazy approach Manager shows a low concern for both people and production They protect themselves by avoiding getting into trouble To preserve job Disorganization, dissatisfaction and disharmony due to lack of effective leadership
- 5. One-sided much attention to the security and comfort of the employees High concern for people and low concern for production The managers are incapable of employing the more punitive, coercive and legitimate powers Organization will end up to be a friendly atmosphere, but not necessarily very productive
- 6. Dictatorial, task - oriented manager High concern for production and a low concern for people Employee needs are unimportant Provides his employees with money and expects performance back no allowance for co-operation or collaboration pressures his employees through rules and punishments This dictatorial style is based on Theory X of Douglas McGregor
- 7. Middle-of- the-road Balance and compromise The manager tries to balance between the competing goals of the company and the needs of the workers. Medium concern for people Medium concern for production
- 8. The team High concern for people and production Motivation is high based on the propositions of Theory Y of Douglas McGregor manager encourages teamwork and commitment among employees This method relies heavily on making employees feel they are constructive parts of the company
- 10. There are more dimensions of leadership that can be relevant. The model basically neglects the significance of the internal and external constraints, context, circumstances and situation.
- 11. The model proposes that when both people and production concerns are high, employee engagement and productivity increases accordingly. This is often true, and it follows the ideas of Theories X and Y, and other participative management theories. While the grid does not entirely address the complexity of “Which leadership style is best?”, it certainly provides an excellent starting place to critically analyze your own performance and improve your general leadership skills.
Editor's Notes
- Punitive-to punishCoercive-forcedLegitimate-lawful