6 6 management work and motivation

7/31/2019 6 6 Management Work and Motivation

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What is management?

Is it an art or science?

Managing is the art of getting things done through and with

people in formally organized groups. It is the art of creating

an environment in which people can perform as individualsand yet co-operate towards the attainment of group goals.

Harold Koontz


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Importance of management

The success or failure of business organizations,public sector services, government institutions andso on, often depends on the quality of theirmanagement.


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Adjectives related to management styles

Which of these adjectives describe managers,

entrepreneurs or both?

assertive,authoritiveand ruthless

ready to take risks

group oriented

decisive

intuitive

rational

efficient

analytic

cautious and careful

individualistic

good at listeningpeople

competent

persuasive

good at motivating good at leading others


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set motivate communicate work out

measure form analyse select

Managers have to:

.......... objectives

........... how to achieve them

........... effective teams

............people

............their staff

.............the performance

.............activities

.............objectives to the people


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What are top managers in charge of?

1. take responsibility for innovation

2. develop and maintain good relationswith customers, suppliers, bankers,

government agencies etc. 3. deal with major crises

4.manage a businesss socialresponsibilities (e.g. environment)


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Reading: MK, p.18, 2a

Is Robert Cringelys description of IBM working culturepositive or negative? Explain your point of view.

True or false?

1. IBMs corporate management pays more attention onmanagement than on selling their products.

2. IBMs managers do not do the work of designing butorganize and supervise people who do it.

3. IBMs products are as cheap and good as similarproducts.

4. IBM does not have an extensive hierarchy.


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Theories of motivation: Douglas McGregor

Theory X-traditional approachto workers

People dislike work

Try to avoid it whenever itis possible

Workers have to bethreatened and rewarded

Most workers are incapableof taking responsibilities

MK, p.3o 1d:Summarizing

Theory Y moreprogressive

People have a psychologicalneed to work

they want to takeresponsibility

they want achievement

Managers should help

workers do their best


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Theory Y

It makes greater demands on workers and managers.

Abraham Maslow: demands of theory Y are excessivefor many people.

(excessive, adj = greater than what seems reasonable or

appropriate)

Many people need protection against the burden ofresponsibility even strong people.


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Theories of motivation: Abraham Maslow

Hierarchy of needs (five levels of the pyramid):

self-actualization

self-esteem

love /belonging

safety

physiological

The three lower needs at the bottom of thepyramid have to be achieved before the two

higher needs can be met.


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Assignment: The workers as adults (R: p.40)

1. Explain:

shareholder rights vs stakeholder rights

2. Name the three reasons why theory Y has not

triumphed yet.

3. Explain: ...however hard employers try to treat theirworkers decently, the market will conspire against

them.


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Classify these features into satisfiers andmotivators

- recognition- good wages- good working

conditions- a challenging job- promotion- companys shared

values(corporate culture)

- empowerment

MK, p.31, 1h:Summarizing

- personal growth- responsibility- job security- achievement

- good administration


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New words in this unit

benefits

employee

employer

incentive

job security labour relations

labour union

perks

reward

sick pay

skilled

task

threat

unskilled wages

working conditions

6 6 management work and motivation

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