Human resources chapter 3
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This document outlines the key topics covered in Chapter 3 of a human resources course, including the differences between leadership and management, different leadership styles (autocratic, bureaucratic, democratic, laissez-faire), trait theory of leadership, Henri Fayol's functions of management, motivation theories (intrinsic, extrinsic, Maslow's hierarchy, McGregor's Theory X and Y), empowerment, team roles (resource investigator, coordinator, shaper, monitor evaluator, implementer, completer finisher, specialist). The chapter discusses concepts important to understanding leadership, management, and motivation in organizational contexts.
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Human resources chapter 3
- 2. COURSE SCHEDULE CHAPTER 1: HUMAN RESOURCES MANAGEMENT AND PLANNING CHAPTER 2: ORGANIZATIONAL STRUCTURE AND COMMUNICATION CHAPTER 3: LEADERSHIP, MANAGENT AND MOTIVATION CHAPTER 4: CORPORATE CULTURE AND EMPLOYER – EMPLOYEE RELATIONS
- 3. Chapter 3 Leadership, Management and Motivation
- 4. The differences between leadership and management They are linked and compliment each other yet they do not act in the same manner The manager is responsible for planning and managing the group The leader is responsible for building relationships.
- 6. Autocratic Leadership Style Autocratic leadership, also known as authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their own ideas and judgments and rarely accept advice from followers.
- 7. Bureaucratic Leadership Style Managers refer to the rule book when making decisions Is effective in a stable environment Definite procedures need to be followed
- 8. Democratic Leadership Style Democratic leaders make the final decisions, but they include team members in the decision-making process. They encourage creativity and team members are often highly engaged in projects and decisions.
- 9. Laissez-faire Leadership Style The phrase laissez-faire is French and translates into ‘let it be’. It describes leaders who allow their people to work on their own. This type of leadership can also occur naturally when managers do not have sufficient control over their workforce.
- 10. Trait Theory The measurement of consistent patterns of habit in an individual's behavior, thoughts, and emotions. The theory is based on the stability of traits over time, how they differ from other individuals, and how they will influence human behaviour.
- 11. Trait Characteristics Intelligence Self-confidence Determination Integrity Sociability
- 13. Leadership and Management Henri Fayol (Istanbul, 29 July 1841 – Paris, 19 November 1925) was a French mining engineer and director of mines who developed a general theory of business administration.
- 14. Functions of Management: Planning: setting a strategy Organizing: preparing resources to achieve given objectives Commanding: instructing individuals to perform certain duties Coordinating: bringing together the resources Controlling: having power over the situation
- 15. Motivation
- 16. The Meaning of Motivation Motivation is a factor that influences a person in the workplace. If managers motivate their employees, company goals become easier to achieve.
- 17. Intrinsic and Extrinsic Motivation Intrinsic motivation occurs when someone gains satisfaction from an activity without experiencing any threats from outside.
- 18. Students are likely to be intrinsically motivated if they: Attribute their educational results to factors under their own control, also known as autonomy. Believe they have the skills to be effective agents in reaching their desired goals, also known as self-efficacy beliefs. Are interested in mastering a topic, not just in achieving good grades.
- 19. Extrinsic Motivation Extrinsic motivation refers to the performance of an activity in order to attain an outcome, whether or not that activity is also intrinsically motivated. Extrinsic motivation comes from outside of the individual.
- 20. Abraham Maslow Maslow is famous for proposing a hierarchy of human needs to explain motivation. Maslow's hierarchy of needs is often displayed in the shape of a pyramid with the largest, most fundamental levels of needs at the bottom and the need for self-actualization at the top.
- 22. Douglas McGregor McGregor put forward two theories: - Theory X - Theory Y
- 23. Theory X Theory X assumes employees are lazy, and so there should be a practice of motivation and disciplined work. This close supervision is best achieved through a tall organizational structure.
- 24. Theory Y This theory opposses theory X. It assumes that employees enjoy their jobs and already attain good motivation. Theory Y desires to be creative and forwardthinking at work.
- 25. Empowerment Describes the level of economics, political and spiritual power that an individual holds.
- 26. Teamwork If you work with a group of people you are essentially carrying out teamwork. The success of teams is crucial to an organization’s performance.
- 27. Resource Investigators These are people who have contact outside of the team and add resources for good job prospects.
- 28. Coordinators Allocate, formulate and manage resources in the best way possible. Describes people who can see the big picture.
- 29. Shapers Shapers like to work hard to achieve goals. Shapers will debate, disagree and challenge one another to provide the best outcome.
- 30. Monitor Evaluators This type of person is the brains of the team. They are calm and monitor teams in order to get the most out of the workforce.
- 31. Implementers Implementers are doers. They create ideas in a positive environment and execute goals effectively.
- 32. Completer Finishers These people complete the job. They are often under a lot of pressure and stress.
- 33. Specialists Share their expertise with colleagues. They are useful especially when working in a team.