Beruflich Dokumente
Kultur Dokumente
Motivation, Leadership
styles and Conflict
Resolution Skills
Sidath Waidyasekera
MBA(PIM-USJ), PG Dip Mkt(UK), MCIM(UK),
MCILT(UK)
MIDPM(UK), MSLIM(SL), MIM(SL)
Chartered Marketer
Common
Common Characteristics
Characteristics
of
of Organizations
Organizations
Goals
Structure
People
Supervise
Others
Top
Managers
Middle
Managers
First-Line
Managers
Operative Employees
Work
on Jobs
How Do We Define
Management?
Ends
Effectiveness
Goals
Low
Waste
High
Attainment
Goal Attainment
Resource Usage
Means
Efficiency
Planning
Organizing
The Process
of Management
Leading
Controlling
5
Conceptual
Interpersonal
Technical
Political
r1
Specific Management
Skills
Handling conflicts
Motivating employees
Solving problems
Handling information
Growing and developing
Controlling the environment
Organizing and coordinating
7
Management Competencies
Management Charter Initiative (MCI)
Initiate and implement change and improvement
Monitor, maintain, and improve delivery
Monitor and control the use of resources
Allocate resources effectively
Recruit and select personnel
The Champions !
10
Motivation : Cognitive
Theories
Content Theories These are
concerned with the reasons and
feelings
that
actually
motivate
people.
Maslows hierarchy of Needs
Hertzberg's two-factor Theory
11
Maslows Hierarchy of
Needs
12
13
Google Offices
Playgrounds of Creativity
14
15
Motivation : Cognitive
Theories
Process Theories These are about
the stages that are involved in
motivation. For example, initiation,
sustainability, direction and goal
centered attention.
Goal Theory
Lawler's Expectancy Model
16
Vrooms Expectancy
Model
17
Process Approach
18
Goal Approach
19
20
Leadership Theory
Early Theories:
Great Man Theories
Leaders are exceptional people, born with innate qualities, destined to lead
Term 'man' was intentional - concept was primarily male, military and
Western
Trait Theories
Research on traits or qualities associated with leadership are numerous
Traits are hard to measure. For example, how do we measure honesty or
integrity?
Skills
Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about
group task
Organised (administrative
ability)
Persuasive
Socially
skilled
Leaders
will
also use:
Integrity, Honesty,
Compassion, Humility
Leadership Theory
Functional Theories (John Adair, Action Centred Leadership,
1970)
Leader is concerned with the interaction of 3 areas:
Task goal setting, methods and process
Team effective interaction/communication,
clarify roles, team morale
Individual attention to behaviour, feelings,
coaching, CPD
Leadership Theory
Situational/contingency Leadership (HerseyBlanchard, 1970/80)
Leadership style changes according to the 'situation and in
response to the individuals being managed their competency
and
motivation
Competency
Low
Some
High
High
Motivation
Leadership
style
competence
competence
competence
competence
Low
commitment/
Unable and
unwilling or
insecure
Variable
commitment/
Unable but
willing or
motivated
Variable
commitment/
Able but
unwilling or
insecure
High
commitment/
Able and
willing or
motivated
DIRECTIVE
(Telling)
COACHING
(Selling)
SUPPORTIVE
(Participatin
g)
DELEGATOR
Y
(Observing)
Leadership Styles
Communication Styles
Listeners
Creators
Doers
Thinkers
Task Oriented
Doer
Thinker
Low
communicati
on profile
High
communicati
on profile
Listener
Creator
People Oriented
Managing Conflict
Conflict resolution styles
1,9 =
Smoothing
People
Oriented
9,9 =
Problem
Solving
5,5 =
Compromising
9,1 = Forcing
1,1 =
Withdrawal
Task
Oriented
Thank you