HOFAM vak Organisatie & Management les 9

Het vier-instrumentenmodel van managementcontrol

2

W aarnem ing en beoordeling van het verloop van de activ ite iten en

beoordeling van het resultaat gericht op b ijsturing

Leiderschap

3e instrum ent(le id ing geven; beslissingen

overdragen; taken opdragen;m otiveren)

R egels voortaakgedrag

C onditionering(begrenzing) vanhet taakgedrag

Voorspelbaarheidvan het taakgedrag

Kader van doelste llingen,strategiebepaling en p lannen

1e instrum ent

Kader van organisatiestructuur

Procesbeheersings-procedure

4e instrum ent

M edew erkers Activ ite itenin een proces

D oel/resultaat

Manager

2e instrum ent

Cultural Leadership

3

● Articulates a vision that employees can believe in ● Defines and communicates central values that employees

believe in● Values are tied to a clear and compelling mission, or core

purpose

● Heeds the day-to-day activities that reinforce the cultural vision – work procedures and reward systems match and reinforce the values

Nature of Leadership

4

The ability to influence people toward the attainment of organizational goals.

Leadership is reciprocal, occurring among people.

Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.

Leadership is dynamic and involves the use of power.

5

The Leadership Grid

Blake and Mouton

− Two-dimensional leadership theory that measures the leader’s concern for people and for production

− Builds on the work of Ohio State and Michigan studies

The Leadership Grid

6

1.9Country Club ManagementThoughtfu l a ttention to theneeds of people for satisfy ingrelationships leads to a com fort-able, friendly organization atm os-phere and w ork tem po.

9.9Team Management

W ork accom plishm ent is fromcom m itted people; in terdepen-

dence through a ”com m on stake”in organization purpose leads

to re la tionships of trust and respect

Impoverished

1.1

ManagementExertion of m in im um effort to get required w ork doneis appropria te to susta in organization m em bership

Authority-ComplianceEffic iency in operations results

from arranging conditions in such a w ay that hum an

e lem ents in terfere to am in im um degree

9.1

5.5Middle-of-the-road Management

Adequate organization perform anceis possib le through balancing the

necessity to get out w ork w ithm ainta in ing m orale of people at a

satisfactory level.

71 2 3 4 5 6 8 9

Low Concern for production High

Low

High9

8

7

6

5

4

3

2

1

Hersey and Blanchard’s Situational Theory of Leadership

7

R 3

S1

S2

S4

Share ideas andfacilita te indecision m aking

Expla in decisionsand provide

opportunity forclarification

Provide specificinstructions andclosely superviseperform ance

Turn over responsib ilityto decisions andim plem entation

S3

R 4 R 1R 2Able and W illing orConfident

Able butUnw illing or

Insecure

Unable but W illing orConfident

Unable andUnw illing or

Insecure

Follow er D irected Leader D irected

High M oderate Low

TASK BEHAVIOR(Guidance)

(H igh)(Low )

(Hig

h)

FOLLOW ER READINESS

LEADER STYLE

The Level 5 Leadership Hierarchyive Common Dysfunctions of Teams

8

Leading Change

9

Transactional Leaders

Clarify the role and task requirements of subordinates

Initiate structure

Provide appropriate rewards

Display consideration for subordinates

Meet the social needs of subordinates

Leading Change

10

Charismatic Leaders

The ability to inspire

Motivate people to do more than they would normally do

Tend to be less predictable than transactional leaders

Create an atmosphere of change

May be obsessed by visionary ideas

Leading Change

11

Transformational Leaders

Similar to charismatic leaders

Distinguished by their special ability to bring about innovation

and change by

Recognizing followers’ needs and concerns

Helping them look at old problems in new ways

Encouraging them to question the status quo

Sources of Power

12

Legitimate Power: power coming from a formal management position.

Reward Power: stems from the authority to bestow rewards on other people.

Coercive Power: the authority to punish or recommend punishment.

Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.

Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader.

High-Performance Culture

13

Alienated Effective

C onform istPassive

Pragm aticSurvivor

Independent, critical thinking

Dependent, uncritical thinking