1. Management Skills of Leadership & Motivation
Direction
Delegation
Coordinating
Motivating
debshoganteaching

2. What is Leadership?
Leadership refers to the ability to influence other people to go in a particular direction and achieve a particular goal. In management, this involves:
Providing direction by communicating clear instructions to others to ensure everyone understands their roles.

3. Setting an example: people are more inclined to work hard if they see their boss doing so.
Delegating work: giving subordinates the responsibility for specific areas of work.
Personal charisma: some leaders have an indefinable quality which inspires others. This is called charisma.

4. Delegation (2009 Q 4 (a)
Is assigning responsibility and authority to another person in order to carry out a task.
A manager should ensure that this person has the skills, competence and resources necessary to complete the task within a stated deadline.
However the ultimate responsibility rests with the manager.

5. Benefits of Delegation 2009 Q4
Time Management:
The manager has more time to concentrate
on other, more important matters.
Improved work/life balance:
The manager does not have to do all the work so there is less stress & conflict. Future managers are being trained on the job.
Increased employee motivation
Workers may feel more valued, their jobs enriched and morale improved leading to better productivity & possible promotion. Staff can become more skilled and flexible.

6. Tasks completed to a higher standard:
Due to a level of personal accountability expected of the person carrying out the task and their special ability to do so.
Efficient completion of tasks:
Manager can prioritise tasks and get the most suitable people to do them. Overall work gets done much faster and more efficiently.

7. Why do some managers not delegate?
Some managers believe that staff may not be able to do the work to the required standard.
They fear that staff may be able to do the work far better and so undermine the managers own status, control and position of power.
They may not want subordinates
trained to take over from them.

8. The three types of leader are:
Autocratic (Authoritarian)
Democratic
Laissez-Faire (Free-rein) Spectator
Differ in:
Ability to trust
Decision making style
Methods of persuasion

9. 1. Autocratic (Authoritarian)
Gives plenty of direction as they always tell people what to do.
Trust - They do not delegate well as they think that they can do things best.
Decisions – Ignore others views
They communicate mostly downwards.
Persuade - They motivate by fear.
Worker morale may low under
this type of leader.
Eg. Hitler, Army (see case)

10. 2. Democratic
Gives good direction as they guide people towards a common goal.
Trust - Will delegate work to ensue all are involved and included.
Discussion - Communicates both downward and upward, listens to suggestions & feedback.
Persuade- reasonable argument
Motivates by encouraging and including all staff. Worker morale will be high as they feel valued.
Eg. Barak Obama, Geldof (case)

11. 3. Laissez-Faire (Free-rein)
Does not give much direction and content to let staff make most of decisions.
They have considerable Trust in the ability of their staff and so delegate a lot of tasks & responsibilities.
Decisions – let staff decide except important
Persuade – reasonable arguement
Motivates by giving freedom to workers.
Worker morale may be high or low.
Eg. Richard Branson (see case)

12. Situation where this type of leader is found
Autocratic – discipline is important – army, emergency situation – business is failing
Democratic- good in business - Intrapreneurship
Laissez-Faire – intrapreneurship, highly skilled professionals – IT, doctors, teachers

13. Autocratic Democratic Spectator
Decisions –Fast Better Faster may be poor
Motivation – Low High High/need guidance
Initiative – Low Encouraged in both
Recruitment - Difficult Attracted to freedom in both/conservative staff?

14. Organisational/Corporate Culture
Way things are done, atmosphere, value, rules, attitudes.
Management style & decision making
Slow to change
Results: Motivation, intrapreneurship, keep staff

15. What is motivation?
Motivation is the willingness of people to work hard and to contribute their best effort.
Motivation is important to management as it can lead to:
Increased productivity
Greater intrapreneurship
Improved industrial relations
Easier staff recruitment and retention
Repeat business from customers.

16. Maslow’s Hierarchy of Needs
Abraham Maslow wrote many psychology books in the 40’s & 50’s.
He believed that people’s behavior can be influenced by motivating them to meet their unsatisfied needs.
Maslow’s Hierarchy of Needs states that all human needs can be arranged in a hierarchy (pyramid) in order of their importance.
There are 5 needs.
They must be satisfied in a certain order.

17. At Work:
In Life:
Meaningful & challenging work that you want to do
Realising your potential
Status, respect & appreciation of others
Attractive job title, praise for work well done.
Friendly work group, team work
Friendship & love
Security & predictability
Secure employment
Sleep, shelter, clothing, food
Fair salary

18. How can the manager satisfy the needs of his workers?
Physical →
Safety →
Social →
Esteem →
Self-actualisation→
Fair wages, canteen,
Job security, trade unions, health &safety
Team work, social activities
Job title, company car, bonus.
Interesting, career development, promotion

19. According to Maslow, human needs begin with the most basic physical needs for food and water and lead up to the most complex psychological needs for self esteem and self actualisation.
Each category of needs becomes a motivator only when the needs below it in the pyramid have been satisfied.

20. Evaluation of MHON
I think that a knowledge MHON would be very useful to managers in identifying the different needs that motivate staff.
They must know what level each person is on in order to satisfy needs in the correct order,
EG. There is no point in trying to motivate a person on minimum wage by praise, they need more money first.
However people are complex and the theory may not explain everyone’s motivation.
People do not just satisfy one need at a time.

21. Benefits of motivation
Higher morale
Better productivity
Less absenteeism
Less conflict, better industrial relations
Better communication and trust
Spirit of intrapreneurship
Suggestions for improving motivation at Aer Lingus?
For motivating students to study?

22. McGregor’s Theory of Motivation
Douglas McGregor wrote the book
“The human side of enterprise” in 1960.
He examined individuals behaviour at work.
He conducted research which shows that managers could be grouped according to their attitude to motivating staff:
Theory X
Theory Y

23. Theory X Theory X managers believe employees:
Are lazy and dislike work.
Have no ambition or desire to take part in workplace decision making and must be given orders by a tough decisive boss.
Dislike and resist change.
Are only motivated by money.

24. Theory X managers believe that they should:
Offer incentives / bonuses to get work done.
Supervise the workers closely.
Avoid consultation with staff.
Threaten staff with sanctions (eg. dismissal, suspension) to ensure full cooperation.
This type of manager is often called a ‘controller manager.’ Autocratic managers generally have a theory X approach.

25. Theory Y Theory Y managers believe employees:
Enjoy work if it is interesting and challenging.
Have ambition, imagination and intelligence if they are encouraged.
Are open to change if consulted.
motivated by more than money.

26. Theory Y managers believe that they should:
Provide interesting and challenging work for their staff.
Provide staff with the freedom to get on with the job without unnecessary interference.
Discuss with workers how their work should be done, so as to get agreed objectives.

27. Provide plenty of encouragement and praise for work well done.
This type of manager is often called ‘facilitator manager.’ Democratic and laissez faire managers usually have a Theory Y approach.

28. 2009 Q 4 (b)
Analyse the implications for a business of a manager adopting the Theory X approach to managing.

29. Which approach is best: Theory X or Theory Y??
McGregor recommended the Theory Y approach believing that it brings much better results, such as:
Better quality and more reliable work.
Greater willingness to use ideas, initiative and creativity.
Better industrial relations.

30. In contrast, he believed that the theory X approach acts as a poor motivator. Workers who are not respected or trusted:
Take little interest in doing the job well.
Have little reason to use their initiative or creativity for the good of the business.
Are much more likely to be in conflict with managers.