Week 4: Leadership and Group Behaviour Flashcards
Individual Performance Equations
Individual Attributes x work effort x organisational support = performance.
What is motivation?
Willingness to expand effort toward an organisational goal, while satisfying personal needs.
Mazlow’s hierarchy of needs
Self-actualisation > Esteem > Social > Safety > Physiological
ERG theory
individual drive comes from: existence needs, relatedness needs and growth needs.
equity theory
Equity theory is a theory of motivation that suggests that employee motivation at work is driven largely by their sense of fairness.
self-serving bias
Our success comes from our traits and disposition, our failure from factors external to us.
What are the impacts of Job satisfaction? What can be done to maintain this?
It influences whether an individual stays a member of the group and
It influences the decision to perform, work to realise goals.
Low job satisfaction costs money in the form of labour turnover, absenteeism, tardiness
and ultimately mental and physical health
Solutions:
Change the attitude
Change behaviour
List three Managerial skills
Human skills
* Ability to work well with other people
Conceptual skills
* Ability to analyse and solve complex problems
Technical skills
* Ability to perform specialised tasks
Situational Theory
four primary leadership styles:
-directing (tell people what to do and how)
-coaching (still define roles, but also seek ideas and suggestions from people)
-supporting (leaders pass day-to-day decisions to the follower, but control is with the follower)
-delegating (people decide how leader will be involved)
bureaucracy
Bureaucracy is the organisational structure in place, to control activity. It is characterised by:
* standardized procedures (rule-following)
* formal division of responsibility
* hierarchy
* impersonal relationships
Examples:
-government
-university
Scientific Management
analyses workflow processes to improve labour.
productivity.
-develops optimum work methods
-related monetary rewards to work done
-application of specialisations (foreman)
Mayo Sociological Approach
Organisations not just
formal structures but
social networks
People will act
differently when they
know they are being
observed
Quality of the
supervision has an
impact on the quality
& quantity of the work
output
Cultural Approaches (CA)
Organisational philosophies are as important as formal and informal rules and procedures.
CA use the fact that results are made by teams instead of individuals and that the team can have a ‘moral’ system that leads to a mutual behavioural code of conduct.
e.g (sports team)
Leadership Trait Theory
Leaders have certain traits: above average intelligence, initiative, self-assurance, determination, enthusiasm etc.
Leadership Contingency Theory
There is no best way to organise corporation, to lead company, or to make decisions. Optimate choice is dependent upon internal and external situation.
