LEADING_DIRECTING.pptx this is important for your education

Organization and management topic

1. What insights can you get from the two pictures? How does each situation affects the workers and the company?

2. Cite a real-life situation that a leader is needed more than a manager and vice versa

3. LEADING

4. LEADING a management function where managers influence and encourage their subordinates to perform their task

5. Directing is the continuous process by which managers instruct, guide, and monitor the performance of employees

6. Leadership process of social influence that enables a person to encourage others and enlist their aid and support in the performance and achievement of tasks/goals

7. LEADING vs. MANAGING Management is more transactional in nature. Leadership is defined by cooperation , mutual trust , and esteem .

8. LEADING vs. MANAGING Leaders engage their subordinates in a more democratic manner, and every action of the subordinate is voluntary .

9. LEADING vs. MANAGING Leadership also encourages workers to focus on goals, anticipate challenges, and work together to address difficulties.

10. THE ROLE OF COMMUNICATION To inform/instruct To persuade/ motivate

11. MOTIVATION psychological process of directing behavior

12. Three elements in the motivational process: Motive Behavior Goal

13. 1. Motive is something that arouses or induces a person to behave in a certain way also known as need or desire

14. Primary Motives – biological needs Secondary Motives – social and psychological needs

15. Internal Motives –individual’s own personal drive to achieve a goal External Motives – forces or influences that are outside of the person

16. 2. Behavior is comprised of actions aimed at accomplishing or achieving a particular motive or need 3. Goal the achievement or fulfillment of a motive

17. MOTIVATION THEORIES Maslow’s Hierarchy of Needs Alderfer’s ERG Theory McClelland’s Learned Needs Theory Herzberg’s Two-Factor Theory Adam’s Equity Theory Vroom’s Expectancy Theory

18. What particular human need that controls employee behavior ?

19. 1. Maslow’s Hierarchy of Needs Abraham Maslow specifies the fundamental human needs needs are arranged in a pyramid

20. the first two levels are called deficiency or lower-level needs , essential for person’s survival the next three levels are the growth or higher-level needs

21. Physiological needs – include food, clothing, shelter, water, air Safety and Security needs – health and well-being, financial and economic security, and safety against illness and accidents

22. Love and Belongingness needs – include relationship with family, friends, and peers Esteem needs – refer to feeling of self-worth and self-respect, as well as gaining respect from others Self-actualization – realizing one’s true potential

23. Do human needs vary from one person to another?

24. 2. Alderfer’s ERG Theory ERG (Existence, Relatedness, Growth) Theory of Motivation was developed in 1969 by Clayton Alderfer, an American psychologist.

25. does not require that the lower needs be satisfied before the higher-level ones a person can satisfy needs from several levels at the same time prioritization of needs will vary in each person

26. Existence needs – comprised of physiological and safety and security needs Relatedness needs – combine love and belongingness Growth needs – include self-esteem and self-actualization

27. How does achievement, affiliation, and power motivate employees?

28. 3. McClelland’s Learned Needs David McClelland, an American psychologist, developed the Learned Needs Theory in the 1960s

29. also known as the Achievement Motivation Theory human behavior is defined by three motivators ( achievement , affiliation , and power )

30. a person’s upbringing, culture, and personal experiences will determine which among the three will be the dominant motivator that will exert the most influence throughout his or her life

31. nACH (Need for Achievement) strong desire to accomplish challenging goals and gain advancement in their profession must win at any cost must be on top & receive credit

32. nAFF (Need for Affiliation) choose to collaborate than compete team player and conforms demands blind loyalty and harmony does not tolerate disagreement

33. nPOW (Need for Power) want to control and influence others want ideas to prevail and often tend to dominate in a group competitive and very particular with status and recognition

34. Are there factors that can and cannot motivate an employee?

35. 4. Herzberg’s Two-Factor Theory proposed by Frederick Herzberg, American psychologist

36. employee satisfaction is defined by two important factors: hygiene & motivators changes in these factors will bring about satisfaction or dissatisfaction to employees

37. Hygiene Factors Include: rules and policies, salaries and benefits, relationship with coworkers and superiors, work conditions, and quality of supervision

38. Motivator Factors Include: the nature of the job itself, recognition, personal growth, opportunity for advancement, responsibility, and employment status

39. Do employees compare their inputs and outputs to other employees?

40. 5. Adam’s Equity Theory John Stacey Adams, a workplace and behavioral psychologist, developed the Equity Theory

41. employees become motivated when they feel they are treated fairly any perceived inequity must be addressed quickly to avoid staffing problems

42. Do employees become motivated when they know that they will be rewarded for a particular accomplishment?

43. 6. Vroom’s Expectancy Theory developed by Victor Vroom, a business professor at the Yale School of Management

44. employees are motivated to work when they expect to achieve something from their jobs

45. Expectancy is the belief that exerting effort will lead to the attainment of performance goals as influenced by experience/personality

46. Instrumentality is the belief that achieving a desired performance level will lead to a particular reward

47. Valence is the degree by which an employee values the expected outcome or reward

48. There is high motivation if there is high expectancy when the employee thinks he or she can do the required task.

49. There is high instrumentality when the employee thinks he or she will get the desired outcome if he or she does what is required.

50. There is high valence when the employee really wants the outcome.

51. LEADERSHIP THEORIES

52. 1) Great Man Theory assumption that leaders are born and destined to lead developed by Thomas Carlyle , a 19 th -century Scottish historian

53. 2) Trait Theory focuses on innate attributes and characteristics of a person developed by Ralph Stogdill , a Professor Emeritus of Management and Science and Psychology at Ohio State University

54. Four Primary Traits of Leaders by Management Experts emotional stability ability to admit error good interpersonal skills intellectual breadth

55. 3) Behaviorist Theory Emphasizes on the behavior of leaders than their innate qualities

56. 4) Participative Leadership develop by Kurt Lewin emphasizes the role of leaders and other participants in the decision-making

57. Autocratic – sole DM Democratic – allow members’ inputs/ideas Laissez-faire – do not interfere

58. 5) Situational Leadership leadership style is specific to a particular situation

59. 6) Contingency Theory analyze situation and identify variables to determine the most effective leadership style

60. 7) Transactional Theory motivating and directing subordinates by appealing to their self-interest

61. 8) Transformational Theory focus on the concept of change

62. What makes a leader, and a manager? What is the role of communication in directing people in the organization? How motivation affects an organization?