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MANAGEMENT CONCEPTS AND PRATICES chapter 04

The document discusses key management concepts, focusing on leadership and directing, which involves influencing subordinates to achieve organizational goals. It highlights the importance of motivation and employee satisfaction in enhancing productivity and job design, along with various leadership styles and theories. Additionally, it addresses effective communication, barriers to communication, and the significance of organizational culture in shaping interactions within an organization.

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N. Silambarasan
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6 views

MANAGEMENT CONCEPTS AND PRATICES chapter 04

The document discusses key management concepts, focusing on leadership and directing, which involves influencing subordinates to achieve organizational goals. It highlights the importance of motivation and employee satisfaction in enhancing productivity and job design, along with various leadership styles and theories. Additionally, it addresses effective communication, barriers to communication, and the significance of organizational culture in shaping interactions within an organization.

Uploaded by

N. Silambarasan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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MANAGEMENT CONCEPTS AND

PRATICES

UNIT-04
LEADERSHIP
DEFINTION OF DIRECTING

According to Newman and warren “Activating deals with the steps a manager
takes to get sub-ordinates and others to carry out plans”
Directing concerns the total manner in which a manager influences the actions of subordinates.
It is the final action of manager in getting others to act after all preparations have been
completed.
CHARACTERISTICS OF DIRECTING

Elements of management
Continuing function
Pervasive function
Creative function
Linking function
Management of human factor
SCOPE OF DIRECTING

Ensur
Initiat
es
es
coordi
action
nation
Impro
ve Facilit
efficie ates
ncy chang
e
ELEMENTS OF DIRECTING

Motivation

leadership communcation
MOTIVATION AND SATISFACTION

Motivation is a Latin word , meaning “to move”. Human motivates are


internalized goals within individuals.
Motivation may be defined as those forces that cause people to behave in
certain ways.
DEFINITION
According to Koontz and O’Donnell, “motivation is a class of drives,
needs, wishes and similar forces”.
NATURE AND CHARACTERISTICS OF
MOTIVATION
Motivation is an internal feeling
Motivation is related to needs
Motivation produces goal-directed Behaviour
Motivation can be either positive or negative
IMPORTANCE OF MOTIVATION

• Motivation is one of the important elements in the directing process by motivating the workers , a
manager directs or guides the workers’ action in the desired direction for accomplishing the goals of
organization.
• Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that
they are able to contribute to the program of the organization thereby increasing productivity.
• Motivation facilities the maximum utilization of all factors of production , human, physical, and
Financial resources and thereby contributes to higher production.
• Motivation promotes a sense of belonging among the workers. The workers feel that the enterprises
belongs to them and the intreat of enterprise in their interests.
• Many organizations are now beginning to pay increasing attention to developing their employees as
future resources upon which they can draw as they grow and develop .
SATISFACTION
Employee satisfaction (job satisfaction) is the terminology used to describe
and needs at work.
Many measures support that employee satisfaction is a factor in employee
motivation, employee goal achievement, and positive employee morale in
the workplace.
EMPLOYEE SATISFACTION IS OFTEN MEASURED BY ANONYMOUS EMPLOYEE SATISFACTION SURVEYS ADMINISTERED PERIODICALLY THAT GAUGE EMPLOYEE SATISFACTION IN ARES SUCH AS:

• Management
• Understanding of mission and vision,
• Empowerment,
• Teamwork,
• Communication and
• Coworker interaction.
JOB DESIGN
It is the process of work arrangement (or rearrangement) aimed at reducing or
overcoming job dissatisfaction and employee alienation arising from repetitive and
mechanistic tasks. Through job design, organization try to raise productivity levels by
offering non-monetary rewards such as greater satisfaction from a sense of personal
achievement in meeting the increased challenge and responsibility of one’s work.
APPROACHES TO JOB DESIGN INCLUDE
Job Enlargement:
job enlargement changes the jobs to include more and/or different tasks. Job
enlargement should add interest to the work but may or may not give employees
more responsibility.
Job Rotation:
job rotation moves employees from one task to another. It distributes the group
tasks among a number of employees.
Job Enrichment:
job enrichment allows employees to assume responsibility, accountability, and
independence when learning new tasks or to allow for greater participation and new
opportunities.
Types of motivation techniques
a) Positive motivation
b) Negative motivation
THEORY’S OF MOTIVATION
c) McGregor’s Theory X and Theory Y
d) Frederick Herzberg’s motivation-hygiene theory
e) Victor vroom’s Expectancy theory
f) Skinner’s Reinforcement theory
g) Clayton Alderfer’s ERG theory
Abraham Maslow’s “need Hierarchy Theory”:
Self
actualizat
ion
Esteem need

Social need

Safety need

Physiological need
Stacey Adam’s equity Theory
LEADERSHIP
Definition
leadership is defined as influence, the art or process of influencing
people so that they will strive willingly and enthusiastically toward the
achievement of group goals.
IMPORTANCE OF LEADERSHIP

• Aid to authority
• Motive power to group efforts
• Basis for co-operation
• Integration of formal and informal organization
LEADERSHIP STYLES

1. Autocratic style
2. Democratic style
3. Laissez faire style
LEADERSHIP THEORIES
Great Man Theory
Trait Theory
Behavioral Theory
Participative leadership
Situational leadership
Contingency Theory
Transactional leadership
Transformational leadership
COMMUNICTION

Communication is the exchange of messages between people for the


purpose of achieving common meanings. Unless common meanings are
shared, managers find it extremely difficult to influence others.
Whenever group of people interact, communication takes place.

This Photo by Unknown Author is licensed under CC BY-ND


DEFINITION OF COMMUNICATION

According to Koontz and O’Donnell, “Communication, is an intercourse by


words, letters symbols or messages, and is a way that the organization
members shares meaning and understanding with another”.
THE COMMUNICATION PROCESS
GUIDELINE OF EFFECTIVE
COMMUNICATION
I. Senders of message must clarify in their minds what they want to communicate.
II. Encoding and decoding be done with symbols that are familiar to the sender and the
receiver of message.
III. For the planning of the communication, other people should be consulted and encouraged
to participate.
IV. In communication , tone of voice , the choice of language and the congruency between
what is said and how it is said influence the reactions of the receiver of the message
V. Communication is complete only when the message is understood by the receiver.
VI. Effective communicating is the responsibility not only of the sender but also of the
information.
BARRIERS TO EFFECTIVE
COMMUCATION
a) Filtering
b) Selection perception
c) Emotions
d) Language
e) Stereotyping
f) Status difference
g) Use of conflicting signals
h) Reluctance to communicate
i) Projection
CHANNELS OF COMMUNICATION
i. Downward communication
ii. Upward communication
iii. Horizontal communication
iv. Informal communication or Grapevine
ORGANIZATIONAL CULTURE
Organizational culture is an idea in the field of organizational studies and
management which describes the psychology, attitudes, experience, beliefs
and values(personal and cultural values) of an organization.it has been
defined as “the specific collection of values and norms that are shared by
people and groups un an organization and that control the way they interact
with each other and with stakeholders outside the organization”.

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