motivation and leadership Flashcards
1
Q
maslows motivation theory
A
-
suggests that there are five levels that influence an individuals behaviour
1. self actualisation- the need to realiseyour own potential for continual self-development
2. self-esteem-reputation, recognition, achievement and status
3. social-needs for belonging, acceptance, friendship and team membership
4. safety/security-protection against danger, threat and hardsip
5. physiological- food, drink, clothes and shelter
2
Q
how can maslows theory be used to motivate employees
A
- self actualisation- opportunities to assume leadership roles
- self-esteem- job titles, company cars, offices, qualifications
- social- team work and maybe facilities such as a gym
- safety- job security, safe working, conditions, pension schemes
- physiological- a fair wage, work canteen and staff room
3
Q
herzberg theories
A
- two factors that should be considered when trying to motivate employees
* Hygiene Factors
-can cause dissatisfaction if not put in place - company policy, administration
- wages, salaries
- quality of supervision
- quality of inter-personal relations
- workingconditions
- job security.
*Motivational Factors
-these can cause satisfaction
* Status
* opportunity for advancement
* gaining recognition
* Responsibility
* challenging work, growth in job.
4
Q
relationship between maslows and herzbergs theories
A
- Herzberg’sHygiene factorsrelate closely to thephysiologicalandsafety needsidentified byMaslow
- Herzberg’sMotivatorsrelate closely to thesocial,esteemandself-actualisationneedsidentified byMaslow
5
Q
benefits of motivation
A
- Increased productivity
- Better quality output with less waste
- Reduced absenteeism
- Reduced labour turnover
- Improved time-keeping
- Fewer formal grievances
6
Q
role of manager when motivating employees
A
it is the role of the manager to ensure that employees within the organisation are motivated. There are several methods a manager can use to achieve this. These can be divided into:
- financial methods
- non-financial methods
7
Q
autocratic leadership
A
- workers or team are new and may be inexperienced in the tasks to be completedtherefore they need more direction and leadership
- there is no choice involved in the decision so no point in wasting time by consultation ienew legislation
- a deadline is looming or orders have to be followed quickly eg health and safety
8
Q
autocratic leadership
costs and benefits
A
- decisions are taken quickly and staff know who will be taking the decision so more clarityabout job roles
- reduced staff motivation which can reduce productivity and staff are less likely to use theirinitiative so good ideas can be lost to the organisation
9
Q
democratic
A
- management want to improve staff motivation
- the decision is not urgent so there is time for discussion and to give staff ownership
- there are many differing staff opinions and discussion may facilitate and move towards acommon solution/decision
10
Q
democratic
costs and benefits
A
- staff participation in the decision making process helps to improve job satisfaction andimprove the ethos across the organisation
- lengthy consultations can delay a decision, there is no guarantee that staff will agree withthe decision taken and some staff may feel their point of view has been disregarded
11
Q
laissez-faire
A
- the manager is new or inexperienced so has little practical advice or assistance to offer
- the staff are experienced and may have worked together for a long time so know what they are doing
- organisation needs to encourage creativity and initiative by empowering staff to takedecisions
12
Q
laissez-faire
costs and benefits
A
- decisions are taken by the people who are carrying out the activity and they may knowthe best decision to take and it should also increase motivation and improve the culture
- there is little clear leadership for staff who may resent not getting paid to take decisionsas well as the manager being unsure of work as they are not involved so will find itdifficult to assess whether targets are being met.
