HUMAN RESOURCES

COURSE SCHEDULE

CHAPTER 1: HUMAN RESOURCES MANAGEMENT

AND PLANNING

CHAPTER 2: ORGANIZATIONAL STRUCTURE AND

COMMUNICATION

CHAPTER 3: LEADERSHIP, MANAGENT AND

MOTIVATION

CHAPTER 4: CORPORATE CULTURE AND EMPLOYER

– EMPLOYEE RELATIONS

Chapter 3Leadership, Management and

Motivation

The differences between leadership and management

They are linked and compliment each other yet they do not act in the same manner

The manager is responsible for planning and managing the group

The leader is responsible for building relationships.

Leadership Styles:

1) Autocratic

2) Bureaucratic

3) Democratic

4) Laissez-faire

Autocratic Leadership Style Autocratic leadership, also known as

authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their own ideas and judgments and rarely accept advice from followers.

Bureaucratic Leadership Style

Managers refer to the rule book when making decisions

Is effective in a stable environment Definite procedures need to be followed

Democratic Leadership Style

Democratic leaders make the final decisions, but they include team members in the decision-making process. They encourage creativity and team members are often highly engaged in projects and decisions.

Laissez-faire Leadership Style

The phrase laissez-faire is French and translates into ‘let it be’.

It describes leaders who allow their people to work on their own. This type of leadership can also occur naturally when managers do not have sufficient control over their workforce.

Trait Theory

The measurement of consistent patterns of habit in an individual's behavior, thoughts, and emotions. The theory is based on the stability of traits over time, how they differ from other individuals, and how they will influence human behaviour.

Trait Characteristics

Intelligence Self-confidence Determination Integrity Sociability

Leadership and Management

Henri Fayol (Istanbul, 29 July 1841 – Paris, 19 November 1925) was a French mining engineer and director of mines who developed a general theory of business administration.

Functions of Management:

Planning: setting a strategy Organizing: preparing resources to

achieve given objectives Commanding: instructing individuals to

perform certain duties Coordinating: bringing together the

resources Controlling: having power over the

situation

Motivation

The Meaning of Motivation Motivation is a factor that influences a person

in the workplace. If managers motivate their employees,

company goals become easier to achieve.

Intrinsic and Extrinsic Motivation

Intrinsic motivation occurs when someone gains satisfaction from an activity without experiencing any threats from outside.

Students are likely to be intrinsically motivated if they:

Attribute their educational results to factors under their own control, also known as autonomy.

Believe they have the skills to be effective agents in reaching their desired goals, also known as self-efficacy beliefs.

Are interested in mastering a topic, not just in achieving good grades.

Extrinsic Motivation

Extrinsic motivation refers to the performance of an activity in order to attain an outcome, whether or not that activity is also intrinsically motivated. Extrinsic motivation comes from outside of the individual.

Abraham Maslow Maslow is famous for proposing a hierarchy

of human needs to explain motivation.

Maslow's hierarchy of needs is often displayed in the shape of a pyramid with the largest, most fundamental levels of needs at the bottom and the need for self-actualization at the top.

Douglas McGregor

McGregor put forward two theories:

- Theory X

- Theory Y

Theory X

Theory X assumes employees are lazy, and so there should be a practice of motivation and disciplined work.

This close supervision is best achieved through a tall organizational structure.

Theory Y

This theory opposses theory X. It assumes that employees enjoy their jobs and already attain good motivation.

Theory Y desires to be creative and forward-thinking at work.

Empowerment

Describes the level of economics, political and spiritual power that an individual holds.

Teamwork

If you work with a group of people you are essentially carrying out teamwork.

The success of teams is crucial to an organization’s performance.

Resource Investigators

These are people who have contact outside of the team and add resources for good job prospects.

Coordinators Allocate, formulate and manage

resources in the best way possible. Describes people who can see the big

picture.

Shapers

Shapers like to work hard to achieve goals.

Shapers will debate, disagree and challenge one another to provide the best outcome.

Monitor Evaluators

This type of person is the brains of the team.

They are calm and monitor teams in order to get the most out of the workforce.

Implementers

Implementers are doers. They create ideas in a positive

environment and execute goals effectively.

Completer Finishers

These people complete the job. They are often under a lot of pressure

and stress.

Specialists

Share their expertise with colleagues. They are useful especially when working

in a team.