Beruflich Dokumente
Kultur Dokumente
Trait
Theory
High
Low Structure High Structure
C High Consideration High Consideration
O Leader strives to promote Leader strives to achieve a
group harmony and social productive balance between
N need satisfaction (Country the job done and maintaining a
S Club) cohesive, friendly work group
(Team Management)
I Low Structure
D Low Consideration
E Leader retreats to a
generally passive role of
High Structure
Low Consideration
R allowing the situation to Leader devotes primary
A take care of itself (Poor
Management)
attention to getting the job
done, personal concerns are
T strictly secondary (Authority
I Management)
O
N
Low
Low High
Initiating Structure
\Managerial Grid:
7–
6–
5 (5,5)
4– middle of
3– (1,1) poor the road
2– Management
1 (9,1) a u th o rity -o b e d ie n c e
I I I I I I I I
1 2 3 456 7 8 9
What is Leadership?
Leadership is a subject which includes a great deal about changing people's minds,
often in fundamental ways. Just think about some of the great leaders of the world and
the impact they have had on the lives of other people.
Description
Leaders may be concerned for their people and they also must also have some
concern for the work to be done. The question is, how much attention to they pay to
one or the other? This is a model defined by Blake and Mouton in the early 1960s.
Leadership Styles:
There are a number of different approaches, or 'styles' to leadership and management
that are based on different assumptions and theories. The style that individuals use will
be based on a combination of their beliefs, values and preferences, as well as the
organizational culture and norms which will encourage some styles and discourage
others.
• Charismatic Leadership
• Participative Leadership
• Situational Leadership
• Transactional Leadership
• Transformational Leadership
• The Quiet Leader
• Servant Leadership
Managerial Roles Approach:
Sl. Category Role Sample
of Skill Activities
1 In te rp e rso n aFigure Head * Attending Ribbon-
l Leader cutting
* Encouraging
Liaison Employees
* Coordinating
activities
2 In fo rm a tio n aMonitor
l * Scanning industry
Disseminatorreports
* Sending memos
Spokeperso outline
n * Making a speech to
discuss growth
plants.
3 Decisional Entrepreneur * Developing new
Disturbance ideas for innovation.
handle * Reviewing and
Resource revising budget
Allocator
Negotiator
request
From this pictorial presentation we get that , task –motivated leaders seem to be
effective in extreme situations when they have either very little control or a great deal of
control over situational variables. In moderately favorable situations, however,
relationship-motivated leader’s tends to be more effective. Consequently, Fiedler and
one of his colleagues summed up their findings by notion that “everything point to be
conclusion that there is no such things as an ideal leader. Instead there are leaders and
there are situations. The challenge, according to Fiedler, is to analyze a leader’s basic
motivation and then match that leader with a suitable situation to form a productive
combination.
Top-level Conceptual
Skills
Mid-level Human
Skill
Top Managers: They make up the relatively Small group of executive who manage the
overall organization. Top managers create the organizations goals, overall Strategy
and operation policy.
Middle Managers: Middle management is probably the largest group of managers in
most organizations. Plant manager, operations manager & divisional head. They are
primarily responsible for implementing the policies.
First-Line Managers: They supervise and coordinate the activities of operating
employees. They oversee the day to day operations of their respective stores, hire
operating employees to staff them and handle other routine administrative duties
required of them by the present coordination.
Group:
A group is defined as two or more individuals interacting and interdependent, who have
come together to achieve particular objectives
Group part of Two 1) formal & Informal
Formal Group: Formal groups are defined by the organization’s structure, with
designated work assignments establishing tasks.
1. Command Group:
A command group is determined by the organization chart. It is composed of the
subordinates who report directly to a given manager.
2. Task Group: Task groups represent those working together to complete a job task.
Informal Group: Informal groups are alliances that are neither formally structured nor
organizationally determined. Ex:- Lunch together
1.Interest Group: It is consist of those who are working together to attain a specific
objective with concerned each other.
2.Friendship Group: Groups often develop because the individual members have one
or more common characteristics.
• Security: By joining a group, individuals can reduce the insecurity of standing alone.
People feel stronger, resistant to threats when they are part of a group.
• Status: Joining this group that is viewed as important by others provides recognition
and status for its members.
• Self esteem: That is member can give increased feelings of worth to the group
members themselves
Affiliation: Groups can fulfill social needs. People enjoy the regular interactions that
comes with group membership which are their primary source for fulfilling their
needs for affiliation.
Power: Achieved individually often become possible through group action?
Goal achievement: There are times when it takes more than one person to
accomplish a particular task. In such instances, mgt will rely on the use of a formal
group.
Stages of Group Development
Forming: Forming is a great deal of uncertainty about the group purpose, structure
and leadership. This stage members have begun to think of themselves as part of a
group.
Storming: The storming stage is one of intra group conflict. There is conflict over
who will control the group. When this stage is complete, there will be a relatively
clear hierarchy of leadership within the group.
Norming: third stage. There is now a strong sense of group identity and
camaraderie (intimacy).
Performing: The fourth stage is performing. The structure at this point is fully
functional and accepted.
Adjourning: In this stage, the group prepares for its disbandment.
The most common techniques of group decision making are:
Interacting groups: This Members meet face to face interaction to communicate
with each other. This groups often sensor themselves and pressure individual
members toward conformity of opinion.
Brainstorming: Is an idea generation process that specifically encourages any and
all alternatives. Brainstorming is merely a process of generating ideas.
The nominal group technique: Here individual ideas are evaluated and each
member silently rank-orders the ideas. The idea with the highest aggregate ranking
determines the final decision.
Electronic meeting: A meeting where members interact on computers allowing of
comments and aggregating of votes.
Barnard’s acceptance theory, a leader’s authority is determined by his or her
subordinates’
willingness to comply with it. Barnard believed that a subordinate recognize a
communication
From above as being authoritative and decides to comply it only when
The message is understood
The subordinate believes it is consistent with the organization’s purpose
It serves the subordinate’s interest
The subordinate is able to comply.
Barnard’s Acceptance Theory opened the door for whole host of ideas. such as
upward
communication and the informal organization that is based on the friendship rather than
work rules.
Close- System
In the traditional view, the organization is characterized by close-system thinking. This
view assumes that the surrounding environment is fairly predictable and that uncertainty
within the organization can be eliminated through proper planning and strict control. As
per this theory an organization’s primary goal is seen to be economic efficiency.
Open-System
In contrast , prevailing modern view characterizes the organization as an open system
that interacts continuously with an uncertain environment. Both the organization and its
surrounding environment are assumed to be filled with variables that are difficult to
predict or control. As the open-system theorists see it, the organization’s principal goal
is survival in an environment of uncertainty and surprise. Open-system thinking is the
fundamental of contingency (Unforeseen event) view. Contingency theorist are not
satisfied with focusing on just the internal workings of organizations. They see the need
to understand how organizational subsystems combine to interact with outside social,
political, and economic systems.
The number of people who report directly to a manager represents that manager’s span
of control. Some scholars and managers prefer the term span of management.
Managers with a narrow span of control oversee the work of a few people, where as
those with a wide span of control have many people reporting to them. Generally,
narrow spans of control foster tall organizations many levels in the hierarchy). In
contrast ,flat organizations (few hierarchical levels) have wide spans of control.
Everything else being equal ,it stands to reason that an organization with narrow spans
of control needs more managers than one with wide spans.
Management theorists and practioners have devoted a good deal of time and energy
through the years attempting to answer the question," What is the ideal span of
control."? Ideally, the right span of control strikes an efficient balance between too little
and too much supervision, important considerations in the era of TQM.
S u p o rd in a te S u p o rd in a te S up o rd in a te S u p o rd in a te S u p o rd in a te
As time went by, research results began to supersede strictly intuitive judgments and
evidence supported wider spans of control. James C. Worthy, a vice president of Sears,
Roebuck and Co, reported that his company had gotten good results with spans of
control far in excess of six. Worthy found morale and effectiveness were higher in one
department store in which thirty-six department managers reported to a single manager
than in a second store in which the span of control averaged only five.Today emphasis
on contingency organization desigh,combined with evidence that wide spans of control
can be effective, have made the question of an ideal span obsolete. The relevant
question is no longer how wide spans of control should be but instead,” How can one’s
span of control be ? Wider spans of control means less administrative expense and self-
management, both popular notions today.
Departmentation:
One of the most common forms of integration is departmentalization. A degree of
coordination is achieved through departmentalization because members of the
department work on interrelated tasks, obey the same departmental rules, and report to
the same department head. It is important to note that although the term
departmentalization is used here, it does not always literally apply; managers commonly
use labels such as division, group or unit in large organizations. Four basic types of
departmentalization are: Functional Departmentalization / Product-service
Departmentalization / Geographic Location Departmentalization / Customer
Classification Departmentalization.
Age: The relationship between age and job performance is likely to be an issue
of increasing importance during the next decade. It’s tempting to assume that
age is also inversely related to absenteeism. After all, if older workers are less
likely to quit, won’t they also demonstrate higher stability by coming to work more
regularly. Our final concern is the relationship between age and job satisfaction.
On this issue, the evidence is mixed. Most studies indicate a positive association
between age and satisfaction, at least up to age 50. Other studies, however,
have found a u0-shaped relationship.
Gender: The evidence suggests that the best place to begin is with the
recognition that there are few, if any, important differences between men and
women that will affect their job performance. There are, for instance, no
consistent male-female differences in problem-solving ability, analytical skills,
competitive drive, motivation, sociability, or learning ability.
Leadership Qualities:
i. The ability to build effective team;
ii. The ability to listen;
iii. The capabilities to make decisions;
iv. The ability to retain good people;
v. The ability to surround himself with good people;
vi. Strong-willed;
vii. Ambitious;
viii. Energetic;
ix. Motivated by power;
x. Courage and physical steaming;
xi. Emotional stamina, Anticipation;
xii. Competitiveness and self-confidence;
xiii. Accountability, Responsibility, Dependability and Loyalty.
Leadership Approach:
One finding was that in effective companies, CEO’s did not just approach the
leadership role in a way which suited their personalities or personal preferences.
The 5 approaches are as follows:
i. The strategy approach – long time
ii. The human assets approach – recruiting and career development
iii. The expertise approach – customer requirements
iv. The boy approach – customer satisfaction
v. The change approach – change agent, consequently