Date post: | 25-Feb-2018 |
Category: |
Documents |
Upload: | nguyenduong |
View: | 230 times |
Download: | 5 times |
Topic 4 – Motivation and
Leadership
Higher Business Management
1
Learning Intentions / Success Criteria
Learning
Intentions
Motivation
and
Leadership
Success Criteria
Learners should be able to describe and explain the following
aspects to do with motivation and leadership:
• motivation theories - Maslow, Hertzberg, McGregor
• methods of motivating employees, including the benefits of
motivation
• uses of employee participation and their costs and benefits,
e.g. works councils, worker director, consultative committees
• the role of management in motivating employees
• styles of leadership and their costs and benefits e.g.
autocratic, democratic, laissez-faire
• use and justification of leadership styles in a given business
scenario. 2
Motivation
It is in any organisation’s best interest to have motivated staff.
The advantages of having motivated staff include:
• less absenteeism
• better performance
• lower staff turnover
• better employee relations.
3
Motivation Theories
Theories of motivation can be used to help
understand what motivates people. They can be
applied in an organisation to motivate
employees. Different theorists have different
ideas about what motivates people at work.
• Maslow’s hierarchy of needs
• Hertzberg’s hygiene and motivational theory
4
Maslow’s Hierarchy of Needs
• Maslow suggested that there are five levels of human
needs that can be satisfied.
• Each level must be satisfied before someone can
progress to the next level, starting at the bottom of the
pyramid.
• If something is not satisfied at one level, they cannot
progress to the next.
5
6
Hertzberg’s Hygiene and Motivational
Theory
• The two-factor theory states
that there are certain factors
in the workplace that
cause job satisfaction, while
a separate set of factors
cause dissatisfaction.
• According to Hertzberg, job
satisfaction and job
dissatisfaction act
independently of each other.
7
Leadership Theories
Leaders in an organisation attempt to influence
people to encourage them to work towards
achieving organisational goals. A leader might be
a manager, but might not.
• McGregor X and Y (Leadership)
8
McGregor’s Theory X and Theory Y
McGregor suggested that there were two different types
of managers:
• Theory X
• Theory Y
Each type of manager makes different assumptions
about their employees and this influences how the
leader behaves.
9
Theory X
• The Theory X leader
believes that employees do
not like work and try to
avoid it.
• It is assumed that employees
have no drive or ambition
and are not interested in
being given responsibility or
empowerment.
• As a result, the leader has to
exercise tight control over
what is going on and make
all the decisions.
Theory Y
• The Theory Y leader
believes that work provides
people with satisfaction and
a sense of achievements.
• Employees are happy to
work hard towards
achieving the goals of the
organisation.
• As a result, the leader
provides opportunities for
development and
empowerment.
• The leader delegates
responsibility to employees
where they can. 10
Methods of Motivation
• Providing fair pay for the work that employees do
• Empowering employees with responsibility for carrying out a
particular task or duty
• Avoid the use of temporary contracts if possible
• Provide opportunities for continuing professional development
• Offer incentives (e.g. bonuses) for achieving targets
• Having an open door policy
• Good working conditions
• Staff appraisals
• Recognition
11
Leadership Styles
Iowa leadership studies – Lewin, Lippit and
White carried out a study at the University of
Iowa. They believe that there are three types of
leaders:
• Autocratic
• Democratic
• Laissez-faire
12
Autocratic
• Authority and power rests with the leader.
• Decisions are made by the leader and are implemented using
fear of punishment.
• Communication tends to be one directional and there is no
opportunity for employee involvement, empowerment or
delegation.
13
Advantages/Disadvantages of
Autocratic Leadership
Advantages
• There are clear
expectations of what
needs to be done.
• Decisions can be made
quickly.
• This works well when the
manager is the most
skilled or knowledgeable
in the team.
Disadvantages
• There’s no opportunity for
delegation or
empowerment, de-
motivating some staff.
• There’s a lack of
creativity in decision-
making as it is retained
with senior management.
14
Democratic
• The democratic or participate leader believes in consultation
and communication with their employees.
• The leader believes that people are important and all have a
valuable contribution to make towards decision-making.
• This type of leadership is seen as motivating and can improve
decision-making, as many people are involved in the process.
• However, it can mean that decision-making takes longer.
15
Advantages/Disadvantages of
Democratic Leadership
Advantages
• Employees feel
motivated ass they have a
say in decision-making.
• The manager has the final
say but employees can
contribute, which can
encourage creativity and
help solve complex
problems.
Disadvantages
• Mistakes can be made if
workers are not skilled or
experienced enough to
participate in decision-
making.
• Some employees can be
less productive than they
would be under an
autocratic manager.
16
Laissez-faire
• The laissez-faire leader does not exercise any control over
their employees and people are really left to get on with things
themselves.
• Support and guidance are only provided by the leader when
requested.
• There is little direction given to the group, which can lead to
limited achievement of organisational goals.
17
Advantages/Disadvantages of Laissez-
faire Leadership
Advantages
• Employees are highly
empowered to make
decisions and only seek
manager’s assistance
when they need help,
which motivates
employees.
• This can create a very
relaxed work
environment.
Disadvantages
• Lack of direction can lead
to objectives not being met.
• This can only work in
highly professional
environments where
workers are self-motivated,
such as technology
companies or creative
industries.
18
Factors affecting Leadership Styles
• The task – direction from management deciding on a new company policy
(autocratic) or designing new packaging (laissez-faire).
• Time available – little time to complete a project which means less time for
discussion how to achieve it (autocratic).
• Skills of staff – highly skilled and competent staff which means less supervision
and direction (democratic).
• Motivation of staff – Theory Y employees can be trusted to make their own
decisions and complete tasks without instructions and supervision (laissez-faire).
• Leader’s own personality – leaders may lack personable qualities (autocratic).
• Group size – large groups need direction (autocratic).
• Corporate culture – managers encouraged to use open and relaxed environment
(laissez-faire).
• Availability of finance – spending to departments or individuals (democratic and
democratic) and lack of finance (autocratic).
19