A leader must have followers

A leader must have fol natural depressionersIt is a relationship through which one person influences the demeanor or actions of other people. A leader must have followers. Leaders create a vision and then communicate the vision to his followers. Leader energies, revivify and motivate others to translate the vision into achievement. A good leader must have qualities, personality, characteristics or traits. Leadership traits include personal magnetism or personal magnetism (gift from GOD), interpersonal skills, analytical thinking, imagination, decisiveness, trustworthiness, persuasiveness, self motivation, flexibility and vision. There are some styles of leadershipAutocraticThe music director makes entirely the decisions and issues instructions which must be obeyed with reveal question.Advantages bustling decisions can be made when speed is requiredIt is close to efficient type of leadership for highly programmed, routine elaborateDisadvantagesCommunication between the human b eingsager and subordinate leave alone be one way. There may be lack of helpful feedbackIt does not encourage contribution or initiative from subordinates cogentThe manger still makes all the decisions, but explains them to subordinates, and plan of attacks to motivate subordinates to carry them out willingly.AdvantagesSelling decisions to module might make them more willingStaff will have a better idea of what to do when unforeseen events arise in their work, because the manager will have explained his intensions.DisadvantagesSubordinates will not necessarily be committed to decisions in which they have not been involvedThere is no contribution or feedback of subordinatesDemocraticLeader and followers make the decision together, on the basis of consensus, or compromise and agreement.AdvantagesIt can provide high commitment to the decision reachedIt takes advantage of the knowledge and expertise of individuals in contrasting areas, for high quality, bendable decision makingDisad vantagesThe authority of the manager might be underminedDecision making might become a very long process pass along cut decisions might be difficult to reachParticipativeThe manager confers with subordinates and takes their views and feelings into account, but retains the right to make the final decision.AdvantagesEmployees are involved in decisions. This encourages motivation through greater interest and involvement.Employees can contribute knowledge and experience, to help in solving problems related to their work.Disadvantagesit might take longer to reach decisionssubordinates might be limited in their viewpoint on organizational issuesif the manager does not take employees advice, they might perceive the process to be meaninglessP7 explain the different motivational theories and their application within the workplaceMotivationMotivation is the driving force which causes us to achieve goals. Motivation may be rooted in the raw material indispensableness to minimize physical pai n and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less apparent reasons such as altruism, selfishness, morality, or avoiding mortality.F.W. TaylorTaylor made the head start serious attempt to analyze worker motivation in order to advise management on the best ways to increase worker performance or productivity. The techniques he used of establishing an idea or an hypothesis, studying and recording performance at work, altering working methods and re-recording performance are still used in modern industry. This approach has become known as scientific management due to the detailed recording and analysis of turn ups that it involved. His main aim was to reduce the take aim of inefficiency that existed in the US manufacturing industry. The scope for efficiency gains in early twentieth century manufacturing plants was huge. The vast mass of workers were untrained and non -specialized. They were poorly led by supervisors and managers with little or no formal training in dealing with people. There was usually no formal selection or appraisal system of staff and more were recruited on a daily or weekly basis with no security of employment.How to improve productivity (Taylors scientific approach)Select workers to perform a task. go on them performing the task and note the key elements of it.Record the time taken to do each part of the task.Identify the quickest method recorded.Train all workers in this quickest method and do not allow them to make any changes in it.Supervise workers to ensure that this best way is being carried out and to time them to check that the set time is not being exceeded.Pay workers on the basis of results (based on the speculation of economic man)The surmisal of economic man was widely held, and Taylor himself supported this notion. The view was that man was driven or motivated by money alone and the only factor that could stimulate further movement was the chance of earning extra money. He always maintained that workers should be paid a fair days pay for a fair days work and that the amount should be directly linked up to output through a system known as piece rate. This means paying workers a certain amount for each unit produced. To encourage high output a low rate per unit can be set for the first units produced and then high rates become payable if output targets are exceeded.Elton MayoElton Mayo is best known for his Hawthorne Effect conclusions. These were based on a series of experiments he and his team conducted over a five year period at the Hawthorne factory of Western Electric Co. in Chicago. His work was initially based on the assumption that working conditions (lightning, heating, rest periods and so on) had a scientific effect on workers productivity. Experiments were undertaken to establish the optimum working conditions at all. The results strike all observers, as lightning and al l other conditions were changed, both improved and worsened, so productivity rose in all groups including the control group. This forced Mayo to pay thatWorking conditions in themselves were not that important in determining productivity aimsOther motivational factors needed to be investigated further before conclusions could be drawn. incidental experiments were carried out with a group of assembly line workers. Changes to rest periods, payment systems, assembly bench layout and canteen food were made at twelve week intervals. Crucially, before every major change, the researchers discussed the new changes with the work group. At the end of the experiments the working conditions and work hours were returned to how they had been before the start of the trial. Output rose far in a higher place the original level.Maslow hierarchy theoryMaslows hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in 1943. Then in 1954 this theory was fully evince in his book Moti vation and Personality. Maslows hierarchy of needs is often portrayed in the shape of a pyramid, with the largest and most fundamental levels of needs at the bottom, and the need for self-actualization at the top. The most fundamental and basic four layers of the pyramid contain what Maslow called deficiency needs or d-needs esteem , friendship and love, security, and physical needs. With the exception of the most fundamental (physiological) needs, if these deficiency needs are not met, the body gives no physical indication but the individual feels anxious and tense. Maslows theory suggests that the most basic level of needs must be met before the individual will strongly desire (or focus motivation upon) the secondary or higher level needs.Maslows hierarchy of needs, represented as a pyramid with the more basic needs at the bottomThis hierarchy was interpreted by Maslow as followsindividuals needs start on the lowest levelonce one level of need has been satisfied, humans will striv e to achieve the next levelself-actualization or self-fulfillment is not reached by many people but everyone is capable of reaching their potentialonce a need has been satisfied it will no longer motivate individuals to action, thus when material needs have been satisfied the offer of more money will not increase productivityHerzberg and the cardinal factor theoryDespite basing his research on just 200 professionally qualified workers, Herzbergs conclusions and famous two factor theory have had the superior impact on motivational practices since Taylors work almost 60 years earliest. His research was based around questionnaires and interviews with employees with the intension of discoveringthose factors that led to them having very good feelings just about their jobs andthose factors that led to them having very negative feelings about their jobs.His conclusions were thatJob satisfaction resulted from five main factors achievement, recognition for achievement, the work itself, re sponsibility and advancement. He called these factors the motivators. He considered the last triad to be the most significant.Job dissatisfaction resulted from five different factors company policy and administration, supervision, salary, relationships with others and working conditions. He termed these hygiene factors. These were the factors that surround the job itself (extrinsic factors) rather than the work itself (intrinsic factors).Herzberg considered that the hygiene factors had to be addressed by management to prevent dissatisfaction, but even if they were in place they would not, by themselves, create a well-motivated workforce.Vrooms theoryVrooms theory assumes that mien results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain. The key elements to this theory are referred to as Expectancy, Instrumentality, and Valence.The Expectancy Theory of Victor Vroom deals with motivation and management. Vrooms theory assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain. Together with Edward Lawler and Lyman Porter, Vroom suggested that the relationship between peoples behavior at work and their goals was not as simple as was first imagined by other scientists. Vroom realized that an employees performance is based on individuals factors such as personality, skills, knowledge, experience and abilities. The expectancy theory says that individuals have different sets of goals and can be motivated if they believe thatThere is a positive correlation between efforts and performance,Favorable performance will result in a desirable reward,The reward will satisfy an important need,The desire to satisfy the need is strong enough to make the effort worthwhile.P8 evaluate the relationship between motivation theory and the practice of management.Payment or financial reward systemHourly mesh rateThis is the most commonality way of paying manu al, clerical and non-management workers. An hourly time rate is set for the job perhaps by comparing with other firms or similar jobs and the wage level is determined by multiplying this by the number of hours worked. This total is usually paid weekly.Piece rateA rate is fixed for the production of each unit, and the workers wages therefore depend on the quantity of output produced. The piece rate can be adjusted to reflect the difficulty of the job and the hackneyed time needed to complete it. These issues are determined by work study. The level of the rate can be very important. If set too low it could demotivate the workers but if too high it could reduce the incentives, because workers will be able to meet their target wage level by producing relatively few units. honorariumThis is an annual sum that is usually paid on a monthly basis. It is the most common form of payment for professional, supervisory and management staff. The salary level is fixed each year and it is not de pendent on the number of hours worked (time rate) or the number of units produced (piece rate). The fixing of the salary level for each job is a very important process because it helps to determine the status of that post in the whole organization. Job evaluation techniques may be used to assist in deciding the salary bands and the differences between them. In most organizations, all jobs will be put into one of a number of salary bands and the precise income realize within each band will depend upon experience and progress. It is always possible to gain promotion to another job in a higher salary band. Firms that are interested in creating a single status within their organization are now increasingly putting all staff manual and managerial on to annual salaries to give the benefits of security and status to all employees.Example of salary bandsJob gradeSalary band (per year)regional headsRs.100000 Rs.200000Departmental headsRs.50000 Rs.75000Office managersRs.30000 Rs.40000Se cretariesRs.15000 Rs.25000Junior clerical staffRs.5000 Rs.10000