Night 1 – Tuesday February 10, 2015
Session I
An Overview of
Management and Leadership
Management


The process of achieving organizational goals by
engaging in the four major functions of planning,
organizing, leading, and controlling.
It characterizes the process of planning, leading,
and directing all or part of an organization, through
the deployment or manipulation of resources.
Leadership

Leadership is the ability to influence others towards
the achievement of goals
Leadership and Management





Leadership may sound like another name for management, but the
terms are generally viewed as distinct.
Management aims to give consistency and order to organizations;
leadership seeks to provide constructive and adaptive change.
Management is directed toward coordinating activities in order to
get the job done; leadership is concerned with the process of
developing mutual purposes.
Management relies more on a one-way authority relationship, while
leadership relies more on a multidirectional influence relationship.
“Managers are people who do things right and leaders are people
who do the right things.”
Three Competences of Leadership

Diagnosing
–

Adapting
–

Understanding the situation you are trying to influence
Altering your behavior and the other resources you have
available to meet the contingencies of the situation
Communicating
–
Interacting with others in a way that people can easily
understand and accept
The Need for Management Skills
Managerial
Skills and
Hiring
Managerial
Skills and
Life Success
The Need for
Management Skills
Managerial
Skills in the
New Work
Environment
The 16 Basic Skills Employees Need








Knowing How to Learn
Reading
Writing
Mathematics
Listening
Oral Communication
Problem Solving
Creative Thinking








Self-Confidence
Motivational Goal Setting
Personal and Career Development
Interpersonal Skills
Negotiation
Teamwork
Organizational Effectiveness
Leadership
Managerial Skills in the New Work
Environment
Growth in
Management Positions
Hiring for the
Second Job
Self-Managed
Work Teams
Entrepreneurship
Demand for
Managerial
Skills
Downsizing and
Delayering
Job Enrichment
and Empowerment
Managerial Skills Sets




Technical skills include knowledge about methods,
processes, and techniques needed to carry out some
specialized activity as well as the ability to use tools and
equipment related to the activity.
Human skills deal with human behavior and interpersonal
processes, communication, cooperation, and social sensitivity.
Conceptual skills include analytical ability, creativity,
efficiency in problem solving, and ability to recognize
opportunities and potential problems.
Thus, the typology distinguishes between abilities to deal with
things, people, and ideas and concepts.
Management Skills Needed for Success
by Organizational Level
Top-Level
Managers
Conceptual
Middle-Level
Managers
Conceptual
First-Level
Managers
Conceptual
Human
Human
Human
Technical
Technical
Technical
Night 1 – Tuesday February 10, 2015
Session II
Motivation and Behavior and
Theories of Motivation
Fundamentals of Motivation


Motivation comes from the Latin movere, “to move”
Motivation requires:
–
–
–

*Initiation (arousal to initiate behavior toward a goal)
*Inclination (direction to properly focus that behavior)
*Industriousness (persistence to ultimately attain the goal)
The motivation “toolkit” contains:
–
–
content or need theories to help us understand what people want
process theories to understand the motivation process
The Relationship of Motivation
to Performance
Ability
Motivation
Performance
Situation
Understanding Employee Needs



A need is something that people require.
Satisfaction is the condition of need fulfillment
Motivation is the attempt to satisfy a need.
The Need Satisfaction Process
Need
Deficiency
Goal
Attainment or
Frustration
Attempt to
Attain Goal
Search for
Potential NeedSatisfying
Goal
Perception of
Potential NeedSatisfying
Goal
Some Theories Of Motivation

Need (or Content) Theories
–
–
–

Maslow’s Need Hierarchy
Alderfer’s ERG Theory
McClelland’s Manifest Needs
Process Theories
–
–
–
–
Learning Theory
Goal Setting Theory
Equity Theory
Expectancy Theory
Maslow’s Needs





Physiological: the need for food, sleep, water, air, and sex
Security: the need for safety, family, stability, and economic
security
Social or affiliation: the need to belong, to interact with others,
to have friends, and to love and be loved
Esteem: the need for respect and recognition of others
Self-actualization: the need to realize one’s potential, to grow,
to be creative, and to accomplish
Maslow’s Need Hierarchy
SelfActualization
Satisfaction
Progression
Esteem
Social
Security
Physiological
Maslow’s Hierarchy of Needs
Maslow’s Hypotheses




Needs cluster into five sets
Needs at the lowest unsatisfied level are most salient
A satisfied need is not a motivator
There is a hierarchy of successive prepotency -- once
needs at a given level are satisfied, those at the next
higher level become most important
Maslow’s Hierarchy of Needs
Criticisms
overly simplistic
 ignores the intensity of
needs
 ordering of needs may
not be consistent across
cultures

Evidence Concerning Maslow’s
Need Hierarchy





People do have a variety of needs which vary in levels of
satisfaction and importance.
Satisfaction of lower level needs is generally necessary before
higher level needs become more important.
Other than this, people don’t move up the hierarchy in any
predictable fashion.
It appears that people have two or three distinct sets of needs,
not five.
For higher level needs, satisfaction and importance are
positively related.
Alderfer’s Sets of Needs (ERG)



Existence -- all forms of material and physical
desires (Physiological and Safety needs)
Relatedness -- all needs involving relationships
with significant other persons (Social needs)
Growth -- All needs involving a person making
creative and productive efforts on the self and the
environment (Esteem and Self-Actualization
needs)
Alderfer’s ERG Theory
Growth
Needs
Satisfaction
Progression
Relatedness
Needs
Existence
Needs
Frustration
Regression
Differences Between Maslow’s Need
Hierarchy and Alderfer’s ERG Theory




Alderfer collapses Maslow’s five levels into three
Alderfer says growth need strength is positively
related to growth need satisfaction
Alderfer sees a hierarchy only in terms of
increasing abstractness
Alderfer recognizes frustration regression as well as
satisfaction progression
McClelland’s Manifest Needs



Need for Achievement: The need to do well no
matter what goal is pursued.
Need for Affiliation: The desire to establish and
maintain friendly and warm relations with other
people.
Need for Power: The desire to control other
people, to influence their behavior, and to be
responsible for them.
Characteristics of Individuals with
Strong Need for Achievement



Desire to attain goals.
Desire for personal responsibility.
Desire for quick feedback on performance.
Herzberg’s Motivation-Hygiene factors

Motivators: The job itself (affect willingness)
–

Achievement, Recognition for accomplishment,
Challenging work, Increased responsibility, and Growth
and development
Hygiene factors: The environment (affect ability)
–
Policies and administration, Supervisions, Working
conditions, Interpersonal relations, and Money, status,
and security
The Bottom Line: Need Theories
Assess
Employee
Needs
Identify the Most
Active Needs
of Employees
Evaluate
the Plan
Develop Specific
Strategies to
Satisfy Active
Employee Needs
Implement
Strategies