Documente Academic
Documente Profesional
Documente Cultură
Design Ethics
Decision Making
Production Career
Organizing
Quality
Leading
Marketing
Controlling
Project Management
Chapter Objectives
Management Leadership
Function Relationship
Formal & rational methods Passion & emotion
Experienced
--Michael Maccoby
Leadership & Management
Managers Leaders
Administer Innovate
Ask how and when Ask what and why
Focus on systems Focus on people
Do things right Do the right things
Maintain Develop
Short term perspective Longer term perspective
Imitate Originate
Are a copy Are original
--Warren Bennis
Nature of Leadership
Leadership Traits
Myers-Briggs Type Indicator (MBTI)
Leadership Traits
(9,1) Authority
(1,1) Impoverished Compliance Management
Management
Concern for Production
Ohio State studies
Initiating Consideration (C)
Structure (IS) Low High
High H(IS)/L(C) H(IS)/H(C)
Low L(IS)/L(C) L(IS)/H(C)
Findings:
•High IS – High C may not be the most effective
•High IS helps only if task is unstructured.
•High C helps only if there is no adequate alt.
source of satisfaction
Hersey and Blanchard life-cycle
theory (or "maturity" theory)
3 deciding forces:
Forces in the manager
Forces in the subordinate (or non-manager).
Forces in the situation.
Servant Leadership
Definition of Motive:
―An inner state that energizes, activates, or moves, and that
directs or channels behavior toward goals.‖
– Berelson & Steiner
Definition of Motivation:
―The willingness to exert high levels of effort to reach
organizational goals, conditioned by the effort’s ability to
satisfy some individual need.‖ – Robbins
―3 measures of resulting behavior: direction, strength, and
persistence‖ – Campbell
Nature of the Individuals
"Theory X":
Management is responsible for organizing the elements of
productive enterprise--money, materials, equipment, people-
-in the interest of economic ends.
With respect to people, this is a process of directing their
efforts, motivating them, controlling their actions, modifying
their behavior to fit the needs of the organization.
Without this active intervention by management, people
would be passive--even resistant to organization needs.
They must therefore be persuaded, rewarded, punished,
controlled--their activities must be directed. This is
management's task....
Nature of the Individuals
Content Theories:
Based on human needs and people’s effort to satisfy them
Maslow's hierarchy of needs
Herzberg's 2-factor theory
McClelland’s Trio of Needs
Process Theories:
Assumes that behavioral choices are based on expected
outcomes
Equity Theory (Adams)
Expectancy Theory (Vroom)
Porter-Lawler Extension
Behavior Modification (Skinner)
Maslow's hierarchy of needs.
(The appearance of one need usually rests upon the prior satisfaction
of another.)
Environment
Ability Valence of
Outcomes
Effort to Performance to
Performance Outcome
Expectancy Expectancy
B. Expectancy Theory
Effort-to-performance expectancy
Performance-to-outcome expectancy
Valence: Strength of a person’s desire for these
outcomes
C. Porter-Lawler Extension