Management

A guide to success

Jen Reynolds

Rebecca Mitton

Dan Tueller

Jessica Hill

Rachel Kelley

Rebecca Danheke

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Table of Contents

Employee-Centered Management…………………………….Page 3

The Managerial Grid…………………………………...………..Page 7

Motivation……………………………………………………...….Page 11

The Contingency Model………………………….………….….Page 16

Maslow’s Hierarchy of Needs………………………….……...Page 19

Index……………………………………………………………….Page 23

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Employee-centered

Management

Chapter 1

“Being a leader is not about you. It’s

about the people that are on your team

and how you can help them be

successful.”

Susan Vobejda

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Employee-centered supervision is associated with higher productivity. The following are some strategies to focus more on your employees:

Let people do the job the way they want to. As long as they accomplish the ob-jectives, let your employees decide how to get there. If people know their jobs, let them make the decisions!

Really get to know your subordinates. Employees are people, too. Knowing their names is important, but it’s not enough. Say hello in the morning and ask them about their day. Make an effort to know each individual and recognize their problems.

Don’t put unreasonable pressure on employees. Employees who feel unrea-sonable pressure from their superior generally have lower performance levels. In-stead of closely supervising employees, adopt a more general supervision strate-gy. Make it clear to your employees what the objectives are and what needs to be accomplished and then give them the freedom to do the job. Employees who feel free to set their own work pace are more productive than those who lack this freedom.

In a managerial position, it is so important to be employee-centered. Supervisors who focus more on the human aspects of their subordinates find that they have the best records of performance. We will explore the different ways a manager improves in the area of employee-centered supervision.

Strategies of Highly Productive Organizations

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Although working with each individual is important, the manager cannot forget the value of supervising his or her subordinates as a group. Managers with greater group supervision skills have higher productivity and job satisfaction among their em-ployees. High peer-group loyalty is an important element in work groups. Groups with higher peer-group loyalty tend to produce at higher levels, are effective in achieving their goals, and show more cooperation in getting the work done. Additionally, people in

these groups are better at helping each other on their own initiative. As a supervisor, it’s important to build peer-group loyalty. One important way to increase this characteristic is to avoid dealing with workers individually. If you constantly make individual work assign-ments and ignore using the group as a whole, peer-group loyalty will suf-fer. Having highly effective groups is im-perative for a successful organization.

Groups

Coming together is the beginning;

Keeping together is progress;

Working together is success.

-Henry Ford

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Communication is the life blood of an organization. This skill is necessary for growth and improvement. Evidence suggests that communication between managers and subordinates is lack-ing on what a subordinate understands his job to be. It is imperative that superiors make it clear to subordinates precisely what the job is and what is expected of them. Additionally, subordinates do not tell the superior about the obstacles and problems they encounter while doing the job. It has been found that subordinates are often un-willing to bring their problems to the one who has the power or control over their desti-ny at the company; they would much rather share their successes with the boss, but not their failures. This unfortunate fact seriously stunts progress in an organization. To lessen this oc-currence, let your subordinates know that they can come to you for anything. Being employee-centered allows your employees to see that you genuinely care for them and want them to succeed. As they gain trust and confidence in you, effective com-munication will increase. Additionally, it has been observed that the more peer-group loyalty in an organization, the better the communication.

Communication

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The Managerial

Grid

Chapter 2

“Effective leadership is not

about making speeches or

being liked; leadership is

defined by results not

attributes.”

Peter Drucker

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Two factors that can have a big impact on the effectiveness of management are: (1) concern for production and (2) concern for people. As managers, we too are human. We make assumptions about people and situations that can keep us from seeing the bigger picture. When effective leadership skills are practiced (through motivating our employees to feel they have purpose while keeping in mind production goals and ob-jectives), we will see great outcomes in our organizational team. The Managerial Grid provides a visual comparison of different management styles and helps us find ways to adjust our management for more effective and productive leadership.

The Managerial Grid

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9,1 Authority obedience: “Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.” This manager:

Cares more about what needs to be done instead of the people involved. Thinks he or she knows what is best and doesn’t make time to consult with

others. What the manager say, goes. May cause subordinates to feel tension.

1,9 Country club management: “Thoughtful attention to needs of people for satisfying relationships leads to a com-fortable friendly organization atmosphere and work tempo.” This manager:

Puts the employee’s personal and social needs above all so that the em-ployee is most comfortable.

Is often shy and timid. Afraid to speak up. Provides group discussions for decisions. Dislikes conflict.

Points on the Grid

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1,1 Impoverished Management: “Exertion of minimum effort to get required work done is appropriate to sustain organi-zation membership.” This manager:

Puts forth minimal effort to get the job done. Doesn’t get involved with conflict simply because he or she doesn’t care. Is noncommittal. Works for the sake of having a job.

5,5 Organization Man Management (also known as ‘middle of the road’ manage-ment): “Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level” This manager:

Is a fence sitter. Does not take extreme positions. Follows tradition of how things have been done in the past. Makes enough progress to be in good standing. Is responsive to situations. Doesn’t make effort to get too far ahead.

9,9 Team Management: “Work accomplishment is from committed people, interdependence through a ‘common stake’ in organization purpose leads to relationships of trust and respect.” This manager:

Creates unity and accomplishes goals with a team. Is enthusiastic about the organization. Makes commitments. Puts aside selfish interests. Pools information and judgments

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Motivation

Chapter 3

“If your actions inspire others

to dream more, learn more, do

more, and become more, you

are a leader.”

John Quincy Adams

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The manager-subordinate relationship is one of interdependence. Both parties have needs and goals, and both parties cannot satisfy those needs and goals alone. Ideally, management will create an environment where subordinates can best achieve their goals by directing their efforts toward the success of the company.

The Manager’s Task

How can managers inspire subordinates to pursue company objectives? Commit-ment to objectives depends on the rewards associated with that pursuit–the greatest rewards being satisfaction of ego and self-actualization. In order for a manager to influence subordinates’ behavior, the subordinate must perceive that the manager has the ability to satisfy these high-level needs. Managers cannot provide subordinates with self-respect, with the respect of peers, or with satisfaction of the needs for self-fulfillment. Managers can, however, create conditions so that subordinates are encouraged and enabled to seek such satisfac-tions for themselves. This can be achieved through the development of a positive superior-subordinate relationship. A positive climate between superior and subordinate is developed through the subtle demonstration of a manager’s genuine concern for subordinates’ welfare. A subordi-nate’s confidence in management rests heavily on the belief in a manager’s integrity.

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Examples of KITA that promote movement not motivation: Reducing time spent at work Fringe benefits Human relations training Employee counseling Sensitivity training Offering incentives Punishment Security

Incentives are

not motivation.

Many managers believe that incentives or threats are effective ways to motivate em-ployees. However, there are many drawbacks to this KITA, or “kick in the pants,” mo-tivation. Generally, these motivators result in only short term success. The employee is being pulled by the manager and does not have a personal generator. Movement is produced, but not motivation.

KITA

The subordinate’s confidence in management is reciprocated through delega-tion. Effective delegation provides subordinates with opportunities to develop their own capabilities, and using subordinates to help solve problems will demonstrate con-fidence in the subordinates. Remember, a manager’s task is to help subordinates discover objectives that are consistent both with company objectives and with their own personal goals and to do so in ways that will encourage genuine commitment to these objectives. The manag-er can help them only if he or she is prepared to relinquish control in the conventional sense–only if the manager has enough confidence in their willingness and ability to achieve company objectives that he or she can risk some poor judgments and some mistakes as a natural cost of an employee’s growth.

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While KITA motivation does lead to quick results, how can a personal generator be in-stalled in each employee to ensure movement AND motivation? The answer is reduc-ing the impact of job dissatisfaction and increasing job satisfaction. Job dissatisfaction is known as hygiene, while job satisfaction indicators are known as motivators.

Hygiene Company policy Administration Supervision Working conditions Salary Status Security

Motivators Achievement Recognition The work itself Responsibility Growth Advancement Job enrichment

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1. Select a job where motivation is a problem and could impact performance 2. Approach the job with the conviction that it can be changed 3. Brainstorm changes that may enrich the job, and don’t worry about practicality 4. Eliminate suggestions that deal with hygiene rather than actual motivation 5. Screen the list for generalities 6. Screen the list to eliminate any horizontal loading suggestions 7. Avoid direct participation by the employees whose jobs are to be enriched 8. Set up a controlled experiment 9. Be prepared for a drop in performance during the first few weeks 10. Expect anxiety over changes

Steps for job enrichment

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The Contingency

Model

Chapter 4

“The problem is not the

problem. The problem is the

attitude about the problem.”

Captain Jack Sparrow.

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These topics address the influence of group dynamics on leadership success. Understanding both leadership style and the situation favorableness will make judging leadership effectiveness more accurately. Leadership Styles: Task-oriented leaders primarily obtain satisfaction from objective results: •Performance •Achievement •Completing assigned tasks •Intrinsic reward from self-recognition

Relationship-oriented leaders obtain satisfaction from subjective results: •Interpersonal relationships •Communication with group •Power of position •Extrinsic reward from people’s opinions and feelings toward the leader

Situation Favorableness: The assignment, the leader, and the situation all determine the favorableness of the situation. Favorableness is what influences the dynamic to help the lead-er direct the group.

Leadership Effectiveness

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Organizational Engineering: Organizational engineering increases the favorableness of the group. This can be accomplished by matching the leader to the correct leadership style. It is essential to create different situations for each leadership style: Individual task assignments can be: Structured clearly or vaguely depending on the person receiving them. The leader can: Change the position of power Have the final say or welcome input from the group Solely make the decision Leader-member relationships can be: Changed. This is how managers can become relationship oriented or become a

more task-based manager.

Favorable situation: Structured High leadership power Enhances relationships Unfavorable situation: Unclear Leader is not trusted Leader is not liked Task-oriented leaders perform best when the situation is very favorable or very unfavorable. Relationship-oriented leaders perform best when the situation is intermediately favorable.

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Maslow’s Hierarchy of

Needs

Chapter 5

“If you are a leader, do

everything you can to grow

yourself and create the right

environment for others to

grow.”

Law 6: Law of Environment.

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Abraham Maslow created one of the most famous motivation theories that exists to-day. He theorized that there are 5 basic needs of human motivation. The needs pyra-mid is split up into 3 categories. The most basic needs are physiological needs and safety needs. Once those basic needs are fulfilled, people will find themselves in situ-ations that fulfill their psychological needs which include belongingness and love needs as well as esteem needs. At the top of the pyramid is the self-fulfillment cate-gory, which consists of self-actualization needs. In order to help employees satisfy their needs and work towards self-actualization, managers should understand how Maslow’s hierarchy of needs relates to the workplace.

1. Physiological: This motivating factor includes the body’s physiological necessi-ties including water, food, sleep, clothing, and shelter. In order for other needs to be met these physiological needs must be satisfied. In a typical United States workplace, these most basic needs are usually fulfilled. Thoughts for managers in assisting their employees physiological needs. Do you allow your employees breaks? Are your employees taking long enough lunch breaks? Do you allow your employees holiday and vacation time off? Are the employees working overtime? Do I have enough employees so I am not overworking my staff?

2. Safety and Security: The underlying motivation for safety is the need for struc-ture and protection. These basic needs in-clude health, employment, property, family and social stability. This section of the basic needs category is much more commonly seen in the workplace than physical needs.

Thoughts for managers in assisting their employ-ees safety and security needs. Is your department organized and each employee

knows exactly what their job is? Are your employees properly trained? s there someone your employees can go to for di-

rection? Do the employees feel they have job security?

5 Motivational Needs

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Thoughts for managers in assisting their employees safety and security needs. Is your department organized and each employee knows exactly what their job is? Are your employees properly trained? Is there someone your employees can go to for direction? Do the employees feel they have job security?

3. Love and Belonging: With the fulfillment of the basic needs, psychological needs tend to be the motivating factor. This includes being a part of a group and feeling loved, such as a family, friendships, intimacy, and feeling connected. Giving love as well as receiving love are important with these needs.

Thoughts for managers in assisting their employees love and belonging needs. Do your new employees feel comfortable and welcome in the workplaces? Do your employees work individually or as a unified group? Do your employees have a desire to work together?

4. Esteem: There are two levels of esteem needs. First, a person has a desire for achievement, adequacy, competence, confidence, and independence. Second, there is a desire for prestige, reputation, recognition, and appreciation. Without fulfillment of these needs, a person has feelings of inferiority, weakness, and helplessness.

Thoughts for managers in assisting their employees esteem needs. Do you treat your employees like individuals? Do you seriously consider your employees ideas and input? Do you give your employees constructive feedback?

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If a manager understands Maslow’s hierarchy of motivational needs he/she will be able to assist their employees in fulfilling all of the hierarchy of needs and work to-wards becoming self-actualized. The goal of an organization is to have all individuals become self-actualized. A workplace full of self-actualized people will be more effi-cient, innovative, goal-oriented, and driven in order for the organization to be success-ful in fulfilling the organization’s mission.

5. Self-Actualization: Once the physiological and psychological needs are fulfilled, the need for self-actualization becomes prominent. People who are self-actualized have a strong sense of morals and ethics, deal with change appropriately, and are creative, accepting and perceptive. Humans seem to almost never be content and satisfied. However, these needs help motivate us to find the blessings after we have experienced tragedy, frustration, deprivation, and threats.

Reaching for self-actualization helps an individual find their potential to be their best self. In the workplace a manager’s goal is to help their employees reach the self-actualization step in the hierarchy of needs. These people make the best workers and managers.

Conclusion

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Index

Communication pg.6

Delegation pg.13

Effort pg.10

Employee-Centered Management pg.3-6

Esteem needs pg.21

Favorable Situation pg.18

Groups pg.5

Hygiene pg.14

Job enrichment pg.15

KITA pg.13

Leader

Relationship oriented pg. 17-18

Task oriented pg.17-18

Leadership effectiveness pg. 17

Leadership style pg. 17

Love and belonging needs pg. 21

Management style pg. 9-10

Maslow’s hierarchy of needs pg. 20-22

Motivational pg. 11-15

Motivators pg. 14

Obedience pg. 9

Organizational engineering pg. 18

Physiological needs pg. 20

Peer-group loyalty pg. 5

People pg. 8

Personal needs pg. 9

Production pg. 8

Safety and security needs pg. 20

Self-actualization pg. 22

Teamwork pg. 10

Unfavorable Situation pg. 18

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Bibliography

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Fiedler, F.E. A Theory of Leadership Effectiveness. McGraw-Hill Inc., New York. 1967. Chapters 1, 9, 11, 15, 16

Herzberg, F., One More Time: How Do You Motivate Employees. in "Harvard Business Review," Jan-Feb, 1968.

Likert, R., New Patterns of Management. New York: McGraw-Hill, 1961 (Chapters 1-4, 8, 11).

Maslow, A.H., Motivation and Personality. Harper & Row, Inc. New York, 1954 (Chapters 3-5, 11, Appendix A).

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