ORGANIZATION &
MANAGEMENT
CHAPTER 6
DIRECTING
DIRECTING
Motivation
Communication DIRECTING Leadership
Relationship between managers & non-
managers
MOTIVATION
Three characteristics of Motivation:
[Link] with what activates human behavior
[Link] with what direct this behavior toward a particular goal
[Link] with how this behavior is sustained
motivation can be analyzed using the following causative sequence:
Needs Drives or
or Goals Motives Achievement
THEORIES OF MOTIVATION
Traditional Theory
Need hierarchy Theory
Preference-Expectancy Theory
Achievement-Power-Affiliation Theory
Motivation-Maintenance Theory
Reinforcement Theory
Traditional Theory
evolved from the work of Frederick Taylor
based on the assumption that money is the primary motivator
The Hierarchy of Needs
Achievement-Power-Affiliation Theory
A need to A need for A need for APA
achieve power affiliation Theory
Motivation-Maintenance Theory
Mc Gregor’s Theory X&Y
Achievement Theory
Barnard-Simon’s Theory of Equilibrium
Inducements Contributors
(Provided by Management) (Provided by Employees)
Vroom’s Preference-Expectancy Theory
Motivation = E Valence x Expectancy
Reinforcement Theory
[Link]
[Link]
3. Reinforcement
Maturity Theory
IMMATURE MATURE
Passive Active
Dependent Independent
Short term perspective Long term
perspective
Subordinate Equal or super
ordinate position
Lack of self-awareness Awareness of self
Job Enlargement VS Job Enrichment
Job Enlargement Job Enrichment
- redesigning of jobs - putting meaning into jobs
COMMUNICATION
Types of Communication:
formal communication
informal communication
communication between groups
vertical communications
upward communications
downward communications
lateral communications
Grapevines
The grapevine aids in management in efficiency.
[Link] grapevine is a permanent part of the formal organizational structure. It should be
used to facilitate effective communication.
[Link] should have knowledge of what the grapevines are spread to a greater number
of employee-most employees hear grapevine information for the first time from
management. Therefore, all levels of management should be provided with the total and
accurate information so that the messages they communicate through the grapevine are
accurate.
Language
Symbols
Codes Etc.
FEEDBACK
Three Common Organizational Communication
Networks and How They Rate on Effectiveness Criteria
Chain Wheel All Channels
Criteria
Speed Moderate Fast Fast
Accuracy High High Moderate
Emergence of leader Moderate High None
Member Satisfaction Moderate Low High
Ways to Communicate:
[Link] talk or “grapevine” communication. This is the most fundamental form of
communication usually adopted by an informal organization.
[Link]
[Link] calls
[Link] News
[Link]
[Link]
[Link]/Conventions
[Link]
[Link] Board Notices
[Link] and Displays
[Link] Aids
Communication Networks
This refers to the pictorial definitions of informal channels.
BARRIERS TO COMMUNICATION
[Link]
[Link]
[Link]
[Link] of Leveling
[Link] of Trust
[Link]
[Link] of Clear Responsibilities
[Link] Incompatibility
[Link] to Listen
[Link] to Use Proper Media
[Link] Gap
[Link] of Direction
LEADERSHIP
Types of Leadership:
[Link] leader
[Link] leader
[Link] leader
[Link]-faire leader
Assumption about People
Theory X VS Theory Y
[Link] average human being has an inherent 1. The expenditure of physical and mental
dislike of work and will avoid it, if possible. effort in work is a natural as play or rest.
[Link] of their dislike of work, most people 2. External control and the threat of
must be corrected, controlled, directed, or punishment are not the only means for
threatened with punishment to get them to put bringing about effort toward organizational
forth adequate effort toward the achievement objectives. Workers will exercise self-direction
of organizational objectives. and self-control.
3. The average human being prefers to be 3. Commitment to objectives is a function of
directed, wishes to avoid responsibility, has the rewards associated with their
relatively little ambition, and wants security achievement.
above all. 4. The average human being leans, under
proper conditions, not only to accept but to
seek responsibility.
5. The capacity to exercise a relatively high
degree of imagination, ingenuity, not narrowly,
distributed in the population.
6. Under the conditions of modern industrial
life, the intellectual potentialities of the
average human being are only partially
utilized.
MANAGEMENT SKILLS
Types of Skills
technical human conceptual
1.9 9.9
Country Club Management Team Management
Thoughtful attention to need of people World accomplishment is from committed
for satisfying relationships leads to a people, interdependence through a common
comfortable friendly atmosphere and stake in organization purpose leads to
relationship of trust and respect.
work tempo.
5.5
Organization Management
Adequate organization performance is
possible through balancing necessity to get
out work with maintaining morale of people
at a satisfactory level.
1.1 9.1
Impoverished Management Authority-Obedience
Exertion of minimum effort to get Management
required work done is appropriate to Efficiency in operation results from
sustain organization membership. arranging conditions of work in such a way
that human elements interfere to a minimum
degree
Formal
authority
and status
Interpersonal roles
Figurehead
Leader
Liaison
Informational roles
Monitor
Disseminator
Spokesman
Decisional roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator