Chapter 5Chapter 5

DIRECTINGDIRECTING

By :Nasser A. Kadasah

Chapter 5 will cover:Chapter 5 will cover:

5.1 Supervision and Leadership

5.7 Need Theories

5.1 Supervision and Leadership5.1 Supervision and Leadership

5.1.1 Supervision5.1.1.1 Close Supervision

5.1.1.2 General Supervision

5.1.2 Leadership

5.1.3 Leadership Traits

5.1.4 Leadership Styles5.1.4.1 Autocratic Leaders

5.1.4.2 Participative Leaders

5.1.4.3 Free-reign Leaders

5.1.1 Supervision5.1.1.1 Close Supervision

5.1.1.2 General Supervision

5.1.2 Leadership

5.1.3 Leadership Traits

5.1.4 Leadership Styles5.1.4.1 Autocratic Leaders

5.1.4.2 Participative Leaders

5.1.4.3 Free-reign Leaders

5.1 Supervision and Leadership5.1 Supervision and Leadership

Leadership: The activity of influencing people to strive willingly for group objectives.

A supervisor: is the leader of a group which has a set target to be achieved in a given time.

5.1.1 Supervision5.1.1 Supervision

Close Supervision

General Supervision

5.1.1.1 Close Supervision5.1.1.1 Close Supervision

It reduces the worker’s effectiveness. It implies that they are incompetent which

leads to low morale. Jobs that require high quality require close

supervision. New workers need close supervision.

5.1.1.2 General Supervision5.1.1.2 General Supervision

Gives employees chance to develop their talents.

They take pride in their work improve productivity & show less absenteeism.

5.1.2 Leadership5.1.2 Leadership

Interpersonal influence exercised in a situation and directed through the communication process toward the attainment of a specialized goal or goals.

The person who INFLUENCES people is called Leader.

They derived their authority from the group & not imposing it upon them.

5.1.3 Leadership Traits5.1.3 Leadership Traits

Leaders are self confident, well-integrated and emotionally stable.

They want to take leadership & are competent in handling new Situations.

They identify with the goals & values of the groups they lead.

They are warm, sensitive and sympathetic toward other people. And given practical suggestions.

They are intelligent in relation to other group member.

5.1.4 Leadership Styles5.1.4 Leadership Styles

They use style that is consistent with their presentations.

The style reflects their desire to be efficient not the need to be autocratic.

Leaders are not born but developed. Classification of leadership style:

Autocratic. Participative. Free-reign.

5.1.4.1 Autocratic Leaders5.1.4.1 Autocratic Leaders

Give orders for everything and provide no freedom of work for subordinates.

Instructions are straight forward. One way communication style leads to

misunderstanding & subsequent error. May result in poor decisions. Ok in crises.

5.1.4.2 Participative Leaders5.1.4.2 Participative Leaders

They invite participation. Concerned about their relations with

subordinates. Democratic leaders: Confer final authority on the

group. Consultative leaders: Require a great deal of

involvement but will make final decision. Participative leaders: Expect constant feedback

This style consume time.

5.1.4.3 Free-reign Leaders5.1.4.3 Free-reign Leaders

They are completely non-directional. Give complete freedom to decide to group. Offers the greatest use of time &

resources. Seen among professionals like:

Engineers Teachers scientists

5.7 Need Theories5.7 Need Theories

5.7.1 Maslow’s Need Hierarchy Model5.7.1.1 Practical Implications

5.7.2 Herzberg’s Motivation5.7.2.1 Hygiene Factors

5.7.2.2 Motivation Factors

5.7.3 McClellands’s Three Needs Model

5.7.1 Maslow’s Need Hierarchy Model5.7.1.1 Practical Implications

5.7.2 Herzberg’s Motivation5.7.2.1 Hygiene Factors

5.7.2.2 Motivation Factors

5.7.3 McClellands’s Three Needs Model

5.7 Need Theories5.7 Need Theories

Focuses on: The importance of analyzing & understanding the psychological factors with individuals that cause them to behave in certain ways.

5.7.1 Maslow’s Need Hierarchy Model…(1)5.7.1 Maslow’s Need Hierarchy Model…(1)

Five basic human needs which constitutes a hierarchy.

Physiological Needs

Security or safety Needs

Affiliation or acceptance Needs

Esteem-needs

Need for self -

actualization

Maslow’s Need Hierarchy…(2)Maslow’s Need Hierarchy…(2)

Level 1: Physiological Needs include Food, Air, Sleep, Shelter, Sex etc.

Level 2: Safety Needs: Clothing, shelter, an environment with predictable pattern, job security, pension, insurance etc.

Level 3: Social Needs: To be liked by others, to be a wanted member, to belong to a group.

Maslow’s Need Hierarchy…(3)Maslow’s Need Hierarchy…(3)

Level 4: Esteem Needs: Self respect sense of achievement, recognition status & prestige important.

Level 5: Self- actualization Needs: fulfilling the potentials & becoming everything is capable to becoming. Example: becoming the ideal mother or father,

becoming the best jogger.

5.7.1.1 Practical Implications…(1)5.7.1.1 Practical Implications…(1)

Employees who want to have a house: Attention goes to wages, Salaries. Compliments with not be enough.

New employees need to be quickly accepted into the work group. A well-implemented orientation program will help.

The hierarchy of the needs is not always followed in a rigid pattern. There are reversals & substitutions.

Practical Implications…(2)Practical Implications…(2)

Needs are relatives in their strength & are individualistic.

Lower need does not necessarily have to be fulfilled completely before higher needs emerges.

5.7.2 Herzberg’s Motivation (Hygiene Theory الوقائية ) العوامل5.7.2 Herzberg’s Motivation Hygiene Theory) الوقائية ( العوامل

Developed his theory after surveying hundred of accountants, engineers & other.

Needs of Individuals into 2 categories: Hygiene factors or dissatisfies. Motivation factors or satisfiers.

Herzberg’s hygiene & Motivating factorsHerzberg’s hygiene & Motivating factors

Group l Hygiene factors

Money & compensation Personal life Working conditions Working relationships Status Job security Company policy &

administration Quality of supervision

Group ll Motivation factors

Challenging work Added responsibility Advancement Recognition of good work Personal growth

5.7.2.1 Hygiene Factors5.7.2.1 Hygiene Factors

They are dissatisfies because: If all of the them are adequately met people will not be dissatisfies.

Hence: Their adequacy does not really motivate people.

However: It any of the hygiene factor is not met, dissatisfaction occur.

5.7.2.2 Motivation Factors5.7.2.2 Motivation Factors

They are aspects of the task or work itself. Job with these characteristics

means: it bears the motivational factors.

5.7.3 McClellands’s Three Needs Model5.7.3 McClellands’s Three Needs Model

Everybody possesses these needs in varying degrees

Needs Characteristics of people

Needs for achievement

People with high achievement needs thrive on jobs & projects.

Goal-oriented people

Needs for powerThey seek to dominate, influence or control over people.

Needs for affiliation

They value interpersonal relationships.

Exhibits sensitivity towards other people’s feelings