Concepts of
management
leadership-motivation
and organizational
culture
B.V.L.Narayana
Definitions
• Motivation
– To be moved to do something
– Vary in
• Degree or intensity
• Logic behind motivation –orientation—”why”
• Intrinsic –inherently interesting or enjoyable
– Related to needs of competence, autonomy,
relatedness—based on free choice, enjoyment
– Internal perceived locus of causality
• Extrinsic-leads to a separable outcome
– Instrumental value-non autonomous; internalization
and integration –leads to intrinsic control
Motivation
• Extrinsic motivation
– External perceived causality
• Self determination theory
– SDT postulates that autonomous and
controlled motivations differ in terms of both
their underlying regulatory processes and their
accompanying experiences, and it further
suggests that behaviors can be characterized
in terms of the degree to which they are
autonomous versus controlled.
Source :Deci and Ryan 2000
Leadership
• Leadership is
– Ability to influence others
– Influence is ability to convince others to
do what you want
– Consists of
• Thinking abilities
• People abilities
• Task abilities
ROLE OF LEADERSHIP
• Leadership
–
–
–
–
Process of social influence
Which enlists the aid of people
To achieve something(extraordinary)
Or
• Creating a way for people to contribute
• Contribute in form of
– Ideas, effort, resources,
• Achieve
– Common goals
ROLE OF LEADERSHIP
Organizational culture
• Schein (1990) defines culture as, "…a) a pattern
of basic assumptions, b) invented, discovered, or
developed by a given group, c) as it learns to
cope with its problems of external adaptation and
internal integration, d) that has worked well
enough to be considered valid and, therefore e) is
to be taught to new members as the f) correct
way to perceive, think, and feel in relation to
those problems
• The set of shared attitudes, values, goals,
and practices that characterizes an
institution, organization or group
(Wikipedia)
COMPETING VALUES FRAME
WORK
• Developed by QUINN and CAMERON
• Organizational culture assessment
instrument
• Based on polarities
– Internal versus external focus
– Stability versus flexibility
• Four types of culture
Types of organizational
cultures
• Clan Culture - internal focus and flexible A
friendly workplace where leaders act like father
figures.—all A’s
• Adhocracy Culture - external focus and flexible
A dynamic workplace with leaders that
stimulate innovation—all B’s
• Market Culture - external focus and controlled
A competitive workplace with leaders like hard
drivers –all C’s
• Hierarchy Culture - internal focus and
controlled A structured and formalized
workplace where leaders act like coordinators—
all D’s
DIMENSIONS OF LEARNING
CULTURE
•
•
•
•
•
•
•
•
•
Continuous learning at individual level
Dialogue and enquiry at individual level
Team learning
Capture learning
Empowerment
Connect organization
Leadership for learning
Financial performance
Knowledge performance
Integration
• Leadership– influences organizational culture—
through strategy
– —individual motivation
– –performance or actions
– –teaches new entrants
– –components of culture