Leading and Managing People and Teams

1. Leading & Managing People &
Teams
The Business Instructor
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2. Study Focus
Leading & Managing People
Recruitment & Selection
Diversity & Equal Opportunities
Individuals, Groups and Teams
Motivating Individuals and Groups
Training and Development
Performance Appraisal

3. Leading & Managing People
Study Focus
• Writers of Management
– Henri Fayol – Five Functions of Management
• Planning, Organising, Commanding, Co-ordinating, Controlling
– F W Taylor – Scientific Management
• Looked at the most efficient methods of management
– Elton Mayo – Human Relations
• Individual & group behaviour at work
– Peter Drucker – The Management Process
• Emphasised economic objective of managers
– Henry Mintzberg – The Managers Role
• Managerial Roles, arguing management is a disjointed, non
systematic activity
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4. • Leadership & Management & Supervision
– The differences
• Theories of Leadership – 3 basic schools of
leadership theory
– Trait Theories – analysing personality characteristics or
preferences of leaders
– Style Theories – Different leader behaviour influences
people in different ways
– Contingency Theory – the belief that there is no one best
way of leading; effective leaders adapt their behaviour to
nature of task, organisation culture and personalities of
the team
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5. • Trait Theory – more or less discredited
• Style Theory
– Ashbridge Model – Tells, Sells, Consults, Joins
– Blake & Mouton’s Managerial Grid – concern for task and
concern for people.
• Contingency Theory (Adaptation)
– Fiedler – psychologically close & psychologically distant
style
– John Adair – Action Centred – Based on situations &
functions
• Warren Bennis – Distinction between Management
& Leadership
• Heifetz (’94) – Dispersed Leadership
– No one person suitable for every circumstance; Individuals
at all levels can exert leadership influence
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6. Recruitment & Selection
Study Focus
• Effective Recruitment ensure that a firm has enough people
with the right skills
• Recruitment & Selection – responsibility
– Senior Management, HR Department, Line managers &
Recruitment Consultants
• The recruitment Process
• Systematic Approach to Selection – 8 Steps
• Selection Methods
– Interviews & types (Group, individual, Panel)
– Selection Testing
(Proficiency/Psychometric/Intelligence/Aptitude/Personality
• Reference Checking & Evaluating recruitment & Selection
Practices
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7. Diversity & Equal Opportunities
Study Focus
• Equal Opportunities – an approach to the management of people at work
based on equal access to benefits & fair treatment
– Employers seek to address: Gender, Race, Ethnicity, Age, Disability,
Sexual Orientation, Religious Beliefs
• Diversity – Managing Diversity is based on belief that individuals differ
within organisations and it goes further than equal opportunities
– Tolerance of individual differences
– Communicating with an ethnically diverse work force
– Managing workers with increasingly diverse family structures &
responsibilities
– Dealing with differences in literacy, numeracy and international
qualifications within the work force
– Managing co-operative working in ethnically diverse teams
Ingham (2003) – Steps in implementing a Diversity Policy
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8. Individuals, Groups & Teams
Study Focus
• Individuals
– Personalities, Perception, Attitudes, Intelligence
• Groups
– A collection of people who perceive themselves to be a
group
– Formal & Informal Groups
• Teams
– Team working maybe used for; organising work, controlling
activities, generating ideas, decision making, pooling
knowledge
• Team Member Roles – 9 Team Roles
– Types of contribution
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9. • Team Development
– Tuckman’s stages of group development: Forming,
Storming, Norming & Performing
• Building a Team
– Team Identity
– Team Solidarity
• Successful Teams
– Evaluating the team
– Rewarding the team
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10. Motivating Individuals & Groups
Study Focus
• Motivation: - A decision making process which the
individual chooses desired outcomes and sets in motion the
behaviour appropriate to acquiring them (Huczynski &
Buchanan). Motivation is a useful concept, despite the fact
the impact of motivation, job satisfaction and morale on
performance are difficult to measure
• Content Theories of Motivation:
– Maslow’s Hierarchy of needs. Abraham Maslow identified
a hierarchy of needs which an individual will be motivated
to satisfy; progressing towards higher order of satisfaction
& self-actualisation
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11. – Frederick Hertzberg’s two factor theory
• The need to avoid unpleasantness & need for personal
growth
• Process Theories of Motivation – assist managers to
understand dynamics of employees decisions about
what rewards are worth going for
– Vroom’s expectancy Theory;
• The strength of an individual’s motivation to do
something will depend on the extent to which he
expects the results of his efforts to help towards his
personal needs/goals.
– Expectancy Equation - F = V*E
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12. • Choosing a motivational Approach – McGregor: Theory X
and Theory Y
– Douglas McGregor suggests that a manger’s approach is based on
attitudes somewhere on a scale between two assumptions.
– Theory X = Workers have to be coerced
– Theory Y = Workers want to be empowered
• Rewards & Incentives
– A reward is a token given to an individual in recognition of some
contribution or success
– An incentive is the offer or promise of a reward for contribution,
designed to motivate the individual/team to behave in a way to earn it
(Intrinsic & Extrinsic Factors of awards)
• Motivators:
– Job Design – Job enrichment, Job Rotation
– Feed Back
– Pay – Performance related Pay(PRP), Group Bonus, Profit sharing
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13. Training & Development
Study Focus
• The Learning Process
– Behaviourist psychology
– Cognitive approach
• Learning Styles (Honey & Mumford)
– 4 Learning Styles – Theorists, Reflectors, Activists and Pragmatists
– The Learning Cycle – (David Kolb)
• Training & Development
– Training & Development Strategy & Benefits
– Training Needs Analysis – Identifying Learning Gap
– Training Methods & Evaluation of these methods (5 Level
evaluation Model)
• Off/On the Job , Induction
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14. Performance Appraisal
Study Focus
• Performance Management aims to get better results for the
organisation by the measurement and evaluation of individual
performance. Appraisal is part of performance management,
including goal setting, performance monitoring, feedback and
improvement planning.
• The Process of Performance Management
• The Process of Performance Appraisal
– 3 basic processes
• Defining what is to be appraised
• Recording assessments
• Getting the appraiser and appraisee
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15. • The Appraisal Interview
– Maier’s 3 approaches
• Barriers to effective appraisal
– Problems with appraisal are its implementation in practice
and a range of misperceptions about it.
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16. Leading & Managing People
& Teams
The Business Instructor -
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