m&e , Motivation

8/3/2019 m&e , Motivation

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MANAGEMENT AND ENTREPRENUERSHIP

MOTIVATING AND LEADING TECHNICALPEOPLE


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LEADERSHIP AND MANAGEMENT

INTRODUCTION TO LEADERSHIP

The ability to use power effectively and in a responsible manner.

The ability to comprehend that human beings have different

motivation forces at different times and in different situations. The ability to inspire.

The ability to act in a manner that will develop a climate

conducive to responding to and arousing motivations.

A fundamental understanding of people.


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DEFINITION OF LEADERSHIP

Maccoby defines leadership as relation ship between the Leader

and the led and the management as a function.

Many other authors define Leadership as influence , that is, the art

or process of influencing people so that they will strive willing

and enthusiastically toward the achievement of group goals .


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NATURE OF LEADERSHIP

Leadership is the process of getting the cooperation of others in accomplishing a

desired goal.

Formal leaders influence others through persuasion .

Informal leaders evolve from their expertise or refer power as it is expressed in the

process of group activity.

LEADERSHIP TRAITS

According to Peterson and Plowman the Leadership traits are follows

Physical qualities - health , vitality and endurance

Personal attributesenthusiasm, cooperativeness, personal magnetism. Character attributes - integrity, selfdiscipline, stability

Intellectual qualities - mental capacity, ability to teach others, and a scientific

approach to problems.


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MOTIVATION

INTRODUCTION

A set of forces that cause people to behave in certain ways.

The performance of the individual depends on his or her ability backed by

motivation. Ability refers to the skill and competence of the person to complete a given

task.

The persons desire to accomplish the task is also necessary.

The organizations becomes successful when employees have abilities and

desire to accomplish given task.

Performance = Ability X Motivation


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MOTIVATION

DEFINITION OF MOTIVATION

Berelson and Steiner have defined motive as an inner state that energizes ,

activates, or moves , and that directs or channels behavior towards goals.

According to Robbins Motivation in an organizational sense as the willingness

to exert high levels of effort to reach organizational goals, conditioned by the

efforts ability to satisfy some individual need


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MOTIVATION

NATURE OF MOTIVATION

the direction of an individuals behavior measured by the choice made when

several alternatives are available.

The strength of that behavior once a choice is made

The persistence of that behavior.


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Maslows Theory

Maslows theory maintains that a person

does not feel a higher need until the needs

of the current level have been satisfied.

Maslow's basic needs are as follows:


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Basic Physical Needs

Love and emotional needs

Safety and Security Needs

Self-esteemneeds

Selfactualisation

needs#12. Self actualisationneeds

Yes


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Maslows Theory

Maslows theory maintains that a person

does not feel a higher need until the needs

of the current level have been satisfied.

Maslow's basic needs are as follows:


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PhysiologicalNeeds

Food

Air

Water

Clothing

Sex

Basic Human Needs


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Safety Needs

Protection

Stability

Pain Avoidance

Routine/Order

Safety and Security


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Social Needs

Affection

Acceptance

Inclusion

Love and Belonging


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Esteem Needs Self-Respect

Self-Esteem

Respected byOthers

Esteem


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Self-Actualization

Achieve full potential

Fulfillment


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MOTIVATING AND LEADING TECHNICAL PROFESSIONALS

GENERAL NATURE OF TECHNICAL PROFESSIONALS

Kerr and Rosenbaum have examined the special characteristics of technical

professionals.

Having a high need for achievement and deriving their motivation primarily

from the work.

Desiring autonomy (independence) over the conditions, pace and content of

their work.

Tending to identify first with their profession and secondarily with their

company.

Seeking to maintain their expertise, gained through long and hazarduous study,and stave off obsolescence through continuing education, reading literature

etc.


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MOTIVATING AND LEADING TECHNICAL PROFESSIONALS

DIFFERENCES AMONG TECHNICA L PROFESSIONALS

Scientists versus Engineers. Scientists and Engineers often differ in significant

ways.

Allen and others have identified some of these differences

Engineers are more concerned with professional preparation , success, and family

life.

The scientists puts a high value on professional autonomy and publication of

results. The engineer is a team worker and places little value on publication.

The scientists depends heavily on reputation with peers outside the company , the

engineer's advancement is tied more to activities within the company.

The engineer therefore is motivated more by organizational goals, more

comfortable with applied assignments, and more likely to seek tangible rewards

with in the organization


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LEADING TECHNICAL PROFESSIONALS

DIMENSIONS OF TECHNICAL LEADERSHIP

Rosenbaum believed that , to facilitate achievement of individual and groupgoals, successful technical leaders should master five strategic dimensions.

Coach for peak performance - listen,ask,facilitate,integrate,provide administrative support, act as a

sounding board and supportive critic: help the professional managechange.

Run organizational inferences- obtain resources ,act as advocatefor professional and his or her ideas, and minimize the demands ofthe bureaucracy (time and paper work) on the professional.

Orchestrate professional developmentfacilitate careerdevelopment through challenging assignments : foster a businessperspective in professionals: find sources where new areas ofknowledge are required


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Expand individual productivity through teamwork

make sure teams are well oriented regarding goals

and roles , and that they get the resources and supportthey need.

Facilitate self management- assure that technical

professionals are empowered to make their own

decisions by encouraging free two way information

flow, delegating enough authority , and providing

material and psychological support.


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LEADING TECHNICAL PROFESSIONALS

LEADING AS ORCHESTRATION

McCall interprets that effective supervisory leadership is more

orchestration than direct application of authority, A matter of

creating and/ or maintaining conditions that foster scientific

productivity. McCall identifies four general areas where theleader can make a difference:

Technical Competencethe supervisors technical

competence is related to both scientific productivity and the

scientists willingness to comply with managerial directives. Controlled freedomleaders of productive groups create

controlled freedom, a condition in which decision making is

shared but not given away, and autonomy is partially preserved.


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Leader as metronomethe job of project manager

as one that widens or narrows limits, adds or

subtracts weights where offs are to be made, speeds

up or slows down actions, increases emphasis onsome activities and decreases emphasis on others.

Work challengethe technical is measured by the

extent to which he or she can provide challenging

assignments. The professionals view of what ischallenging must be reconciled with the needs of the

organization.


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CONTROLLING

INTRODUCTION

Control is one of the important function of management

It is the process through which managers that actual activities

conform to planned activities.

Controlling is a process of measuring performance and takingaction to ensure the desired results.


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CONTROLLING

DEFINITION OF CONTROLLING

According to George R. TerryControlling is determining what is

being accomplished , that is , evaluating the performance and if

necessary , applying corrective measures so that the performancetakes place according to plans.

E.F.L. Brech - Control is to checking current performance againstpredetermined standards contained in the plans with a view to

ensure adequate progress and satisfactory performance.


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CONTROLLING

PROCESS OF CONTROL

Establish Standards of performancestandards to be measured ,verifiable

and tangible to the extent possible.

Measurement of the Actual performance by personal observation as in the

case of subordinates being observed while they are engaged in work and by

study of various summaries of figures, reports, charts and statements.

Compare performance with the standards- Comparison of the twomeasurements of the variance and communicating this deviation promptly to

the entity responsible for control of this performance.

Take corrective actionas required to compel events to conform to plans.


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The Control Process

Establish Standards

Measure ActualPerformance

Compare Performance with

Standards

Take Corrective action


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CONTROLLING - FINANCIAL CONTROLS

Financial statementsincludes balance sheet and

income statementthe balance sheet shows the firms

financial position at a particular instant in time

Assetsare what the company owns and consists

principally of current assets ( assets that can be converted

into cash with in a year).

Fixed assetsproperty , plant and equipment at original

cost etc. Liabilitiesare what the firm owes and consists of

current liabilities and must be paid with in the a year and

longterm debt.


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Income statementalso called profit and loss or revenue

and expense statement shows the financial performance of

the firm over a period of time.

Budgets - they are the plans for the future allocation and

use of resources over a period of time.

Cost Accountinghistorical accounting systems that

determines the profitability of past operations are needed

to determine income tax liability and produce quarterlyand annual reports for stockholders.

Human resource controls - accomplished with the tools

of performance appraisal - management Audits, Human

resource Accounting , Social Controls


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CONTROLLING - NON- FINANCIAL CONTROL

Human Resource Controls- Human performance is confirmed

with the organizational expectations.

Management AuditScrutinize the entire Financial data

Human Resource Accountingrevenue and the expenses of the

organization.

ExpensesTraining Program , investments in acquiring

outstanding people, purchase of new machinery etc

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m&e , Motivation