बुधवार, 7 चैत्र 1946

Winter 2023-24 Outline

Understanding motivation, motivation theories,

BMGT101L Principles of Management leadership traits, styles, and types, committees,
groups, and team decision making, communication
purpose, communication process, and barriers to
MODULE 5 effective communication.
Leading
By
Dr. JANARDHAN REDDY K
Senior Professor (HAG)
School of Mechanical Engineering
VIT CHENNAI

Human Factors in Managing

Definition
Leading: The process of influencing people so that they  Managers help people see that they can satisfy their own needs
and utilize their potential while contributing to the aims of an
will contribute to organizational and group goals enterprise
 Managers have an understanding of the roles assumed by
Managing: The creation and maintenance of an people and the individuality and personalities of people
environment in which individuals work together  Multiplicity of Roles – Managers and the people they lead are
toward the accomplishment of common objectives interacting members of a broad social system
 No Average Person
 The importance of personal Dignity – People must be treated
with respect, no matter what their position in the organization
 Consideration of the Whole Person – distinct characteristics
such as knowledge, attitude, skills, or personal traits. The human
being is a total person influenced by external factors

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 बुधवार, 7 चैत्र 1946

Motivation Self-motivating Leaders

 Managers are responsible for providing an environment
 Human motives are based on needs, whether conducive to performance
consciously or subconsciously felt
Specific recommendations from George Odiome for self-
 Primary needs, such as the physiological needs for motivation
water, air, food, sleep, and shelter
 Set a goal for yourself and do not lose sight of it
 Secondary needs, such as self-esteem, status,
affiliation with others, affection, giving,  Supplement your long-term objectives with short-term
accomplishment, and self-assertion goals and specific actions
 Motivation is a general term applying to the entire
 Learn a challenging new task each year
class of drives, desires, needs, wishes, and similar
forces.  Make your job a different one

 Develop an area of expertise

 Give yourself feedback and reward yourself

An Early Behavioral Model: McGregor’s An Early Behavioral Model: McGregor’s

Theory X and Theory Y
Theory X and Theory Y Theory Y Assumptions
Theory X Assumptions - the traditional assumptions about the  The expenditure of physical and mental effort in work is as natural
nature of people as play or rest
 Average human beings have an inherent dislike of work and  External control and the threat of punishment are not the only means
will avoid it if they can for producing effort, exercise self-direction and self-control in the
service of objectives
 Most people must be coerced, controlled, directed, and
threatened with punishment to get them to put forth  The degree of commitment to objectives is in proportion to the size
adequate effort toward the achievement of organizational of the rewards associated
objectives  Average human beings learn, under proper conditions, not only to
accept responsibility but also to seek it
 Average human beings prefer to be directed, wish to avoid
 The capacity to exercise a relatively high degree of imagination,
responsibility, have relatively little ambition, and want
invention, and creativity in the solution of organizational problems
security above everything else
 Under the conditions of the modern industrial life, the intellectual
Pessimistic, static, rigid and control is primarily external, potentialities of the average human being are only partially utilized
imposed on the subordinate by the superior Optimistic, dynamic and flexible, with an emphasis on self-direction
and the integration of individual needs with organizational demands

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Limitations Maslow’s Hierarchy of Needs Theory

1. Assumptions are only assumptions, not
prescriptions or suggestions
2. Do not imply “hard” or “soft” management
3. Not to be viewed as being on a continuous scale,
with X and Y on opposite extremes
4. Theory Y is not a case of consensus management,
nor is it an argument against the use of authority
5. The variety of tasks and situations requires
different approaches to management

ALDERFER’S ERG THEORY HERZBERG’S MOTIVATION-

HYGIENE THEORY
Existence needs (basic needs) A two-factor theory
Relatedness needs (satisfactorily relating to others) • Dissatisfiers also called maintenance, hygiene, or
Growth needs (Self development, creativity, growth, job-context factors, are not motivators
and competence • Satisfiers are motivators and are related to job
content
One may go to work to make a living, and at the same • Company policy and administration, supervision,
time, one may be motivated by good relations with working conditions, interpersonal relations, salary,
coworkers and their growth also status, job security, and personal life
• Achievement, recognition, challenging work,
advancement, and growth in the job

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 बुधवार, 7 चैत्र 1946

THE EXPECTANCY THEORY OF

MOTIVATION
Vroom’s expectancy theory
 People will be motivated to do things to reach a goal if they believe
in the worth of that goal and if they can see that what they do will
help them in achieving it
„Everything that is done in the world is done by hope‟ - Martin
Luther, German Priest
Force = Valence X Expectancy, where
Force is the strength of a person‟s motivation,
Valence is the strength of an individual‟s preference for an outcome,
and
Expectancy is the probability that a particular action will lead to a
desired outcome

A person willing to work hard to produce a product for a valence in the form of pay
A manager might be willing to work hard to achieve company goals for a
promotion or pay valence

Porter and Lawler’s motivation model Equity Theory

The amount of effort depends on the value of a reward plus the amount
of energy a person believes is required and the probability of receiving Influenced by an individual’s subjective judgement about the fairness
the award of the reward he or she gets, relative to the inputs, compared with the
rewards of others

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Goal setting theory of motivation SKINNER’S REINFORCEMENT THEORY

Individuals can be motivated by proper design of their

work environment and by praise for their performance,
while punishment for poor performance produces
negative results

Positive reinforcement or behavior modification

For objectives to be meaningful, they must be

clear, attainable, and verifiable

MCCLELLAND’S NEEDS THEORY OF

MOTIVATION Special Motivational techniques
Three types of basic motivating needs Money is often more than monetary value, it can also
• The need for power mean status, or power, or other things
• Need for affiliation, and Other rewards consideration,
• Need for achievement  Intrinsic rewards (a feeling of accomplishment and
self-actualization) and
All three drives are of particular relevance to  Extrinsic rewards (benefits, recognition, status
management, since all must be recognized to make an symbols, and money)
organized enterprise work well  Pay may be based on individual, group, and
organizational performance
Participation
Quality of working life

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JOB ENRICHMENT JOB ENRICHMENT

Job enlargement Limitations
 Enlarging the scope of the job by adding similar tasks without • Technology
enhancing responsibility • Cost
Job enrichment
1. Building into jobs a higher sense of challenge and achievement Making Job enrichment Effective
2. Giving workers more freedom in deciding about work methods, • Organizations need a better understanding of what
sequence, and pace or the acceptance or rejection of materials people want
3. Encouraging participation of subordinates and interaction between • The program must show how workers will benefit
workers by the productivity improvement
4. Giving workers a feeling of personal responsibility for their tasks • People like to be involved, consulted, given an
5. Taking steps in ensuring workers to see how their tasks contribute opportunity to offer suggestions
to a finished product and to the welfare of the enterprise
• People like to feel that their managers are truly
6. Giving people feedback on their job performance and concerned with their welfare
7. Involving workers in the analysis and change of physical aspects of
the work environment

A SYSTEM AND CONTINGENCY Leadership

APPROACH TO MOTIVATION  Leadership is an important aspect of managing

 Motivation must be considered from a systems and  Ability to lead effectively is one of the keys to being an
contingency point of view effective manager
 Risk of failure exists when any single motivator, or  It is the willingness of people to follow that makes a
group of motivators, is applied without taking into person a leader
account the individual personalities and in different  People tend to follow those whom they see as
situations providing a means of achieving their own desires,
 Human behavior must be looked upon as a complex
wants, and needs
system of variables and interactions of which certain  Leadership and motivation are closely interconnected
motivating factors are an important element  By understanding motivation, one can appreciate
better what people want and why they act as they do

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Leadership Ingredients of Leadership

 The art or process of influencing people so that they
will strive willingly and enthusiastically toward the  Power,
achievement of group goals  A fundamental understanding of people;
 Place themselves before the group and facilitate  The ability to inspire followers to apply their full
progress and inspire the group to accomplish capabilities;
organizational goals
 The leader‟s style and the development of a
conducive organizational climate

Principles of Leadership Trait approaches to Leadership

 Since people tend to follow those who offer them a  Five physical traits (such as energy, appearance, and
means of satisfying their personal goals, the more height)
managers understand what motivates their
 Four intelligence and ability traits
subordinates and the more they reflect this
understanding in their actions, the more effective they  16 personality traits (such as adaptability,
are likely to be as leaders aggressiveness, enthusiasm, and self-confidence)
 Six task-related characteristics (such as achievement
drive, persistence, and initiative)
 Nine social characteristics (such as cooperativeness,
interpersonal skills, and administrative ability)

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Key leadership traits Charismatic leadership approach

Charismatic characteristics by Robert J. House

 Drive (achievement, motivation, energy, ambition,
 Being self-confident
initiative, and tenacity)
 Having strong convictions
 Leadership motivation
 Articulating vision
 Honesty and integrity,
 Being able to initiate change
 Self confidence,
 Communicating high expectations
 Cognitive ability, and
 Having a need to influence followers and supporting
 An understanding of the business
them
 Demonstrating enthusiasm and excitement, and
 Being in touch with reality

Leadership behavior and styles The flow of Influence with three leadership
styles
Styles based on use of Authority
 The autocratic leader commands and expects
compliance, is dogmatic and positive, and leads by
the ability to withhold or give rewards and
punishment
 The democratic, or participative, leader consults with
subordinates and encourages their participation
 The free-rein leader uses power very little, if at all,
giving subordinates a high degree of independence

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Leadership continuum concept

The Managerial Grid
 Leadership involves a variety of styles, ranging from one that is
highly boss-centered to one that is highly subordinate-centered
 The appropriate leadership style depends on the leader, the
followers, and the situation
Elements influencing a manager’s style are
 The forces operating in the manager’s personality, including his or
her value system, confidence in subordinates, inclination toward
leadership styles and feelings of security in uncertain situations
 The forces in subordinates such as their willingness to assume
responsibility, their knowledge and experience, and their tolerance
for ambiguity
 The forces in the situation, such as organizational values and
traditions, the effectiveness of subordinates working as a unit, the
nature of a problem and the feasibility of safely delegating the
authority to handle it, and the pressure of time

Continuum of Manager-Nonmanager behavior Situational or contingency approaches to

leadership
Fielder’s contingency approach to leadership
 People become leaders not only because of their personality
attributes but also because of various situational factors and the
interactions between leaders and group members
Critical dimensions of the leadership situation
 Position power

 Task structure

 Leader-member interactions

Leadership styles
Task oriented, with the leader gaining satisfaction from seeing tasks
performed
Oriented towards achieving good interpersonal relations and
attaining a position of personal prominence

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 बुधवार, 7 चैत्र 1946

Fielder’s model of leadership

To measure leadership styles

 Scores on least preferred coworker (LPC) scale
 Scores on the assumed similarity between opposites
(ASO) scale

Path-Goal approach to leadership effectiveness Categories of leader behavior

 Supportive leadership behavior

 Participative leadership behavior

 Instrumental leadership behavior

 Achievement-oriented leadership

Path-goal theory
The main function of the leader is to clarify and set goals
with subordinates, help them find the best path for
achieving the goals, and remove obstacles

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Transactional and transformational Committees, Teams, and Group Decision-

leadership Making
 Transactional leaders identify what needs to be done  A group of persons to whom, as a group, some matter
to achieve goals, including clarifying roles and tasks, is committed- Committee
regarding performance, and providing for the social Group processes in committees
needs of followers  Forming – members of the group get to know each
 Transformational leaders articulate a vision, inspire other
and motivate followers, shape the organization  Storming – members of the group determine the
culture, and create a climate favorable for objective of the meeting and conflict arises
organizational change  Norming – members of the group agrees on norms and
some rules of behavior
 Performing – members of the group gets down to the
task

Functions and Formality of Committees Reasons for using committees and groups
and Groups
 Group deliberation and judgement
 A committee may have either line or staff functions,
depending on its authority  Fear of too much authority in a single person

 Plural executive – a line committee that also carries  Representation of interested groups
out managerial functions such as the board of  Coordination of departments, plans and policies
directors
 Transmission and sharing of information
 Authority relationship to a superior is advisory, staff
committee  Consolidation of authority
 Formal committees  Motivation through participation
 Informal committees

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Additional group concepts

Disadvantages and misuse of committees  Two or more people acting independently in a unified
Successful operation of committees and groups manner toward the achievement of common goals –
Group
 Authority
Characteristics of Groups
 Size
1. Share one or more common goals
 Membership
2. Interaction and communication among members
 Subject matter
3. Assuming the roles within a group
 Chairperson 4. Sub grouping from larger group
 Minutes 5. Norms refer to the expected behavior of the group
 Cost-effectiveness members

Teams Communication
 The transfer of information from a sender top a receiver,
 A small number of people with complementary skills, with the information being understood by the receiver
who are committed to a common purpose, set of  Communication is needed
performance goals, and approach for which they hold
themselves mutually acceptable 1. To establish and disseminate the goals of an enterprise
 Team building 2. To develop plans for their achievement
 Self-managing Teams – A group with members who 3. To organize human and other resources in the most
have a variety of skills needed to carry out a relatively effective and efficient way
complete task 4. To select, develop, and appraise members of the
 Virtual Teams – Running a team whose members are organization
not in the same location, do not report to the person
managing it, and may not even work for the same 5. To lead, direct, motivate, and create a climate in which
organization people want to contribute and
6. To control performance

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 बुधवार, 7 चैत्र 1946

The Purpose and Function of Communication The communication Process

The communication process is affected by many situational and

organizational factors
Educational, sociological, legal-political, and economic factors

Communication Gap Communication Flow

Downward communication flows from people from higher levels

to those at lower levels in the organizational hierarchy
Instructions, speeches, meetings, the telephone, loudspeakers,
grapevine
Upward communication travels from subordinates to superiors
and continues up the organizational hierarchy
Production performance facts, marketing information, financial
data
Ombudsperson, assigned to investigate employee concerns,
providing upward communication link

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 बुधवार, 7 चैत्र 1946

Barriers and Breakdowns in

Communication Flow Communication

Crosswise communication, includes horizontal flow of  Lack of Planning

information, among people on the same or similar  Unclarified Assumptions
organizational levels, and the diagonal flow, among  Semantic Distortion
persons at different levels who have no direct reporting  Poorly Expressed Messages
relationships with one another
 Communication Barriers in the International Environment
Written, Oral and Nonverbal Communication  Loss by Transmission and Poor Retention
A lecture in a management training session may be  Poor Listening and Premature Evaluation
made more effective by the use of written handouts,  Impersonal communication
transparencies, videotapes, and films
 Distrust, Threat, and Fear
 Insufficient Period for Adjustment to Change
 Information Overload
 Other communication Barriers

Toward Effective Communication Electronic Media in Communication

Guidelines for improving communication
 Telecommunication
1. Clarity the purpose of the message
 Teleconferencing
2. Use intelligible encoding
 The use of computers for information handling and
3. Consult others‟ views
networking
4. Consider receivers‟ needs
 Instant messaging
5. Use appropriate tone and language and ensure
credibility
6. Get feedback
7. Consider receivers‟ emotions and motivations
8. Listen

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