DIRECTING AND SUPERVISING THE LABORATORY
Exertion of minimum effort to get work done is appropriate to sustain organization membership
1,1 impoverished management
Thoughtful attention to needs of people for satisfying relationships leads to a comfortable friendly organization atmosphere work tempo
1,9 country club management
Managerial grid types
• 1,9 country club management • 9,9 team management • 5,5 organization man management • 1, 1 impoverished management • 9, 1 authority obedience
Possible behavior styles
• A-I • A-II • C-I • C-II • G
Management style is influenced by (managerial grid)
• Attitudes and assumptions of the manager • Policies and procedures of the organization • Day to day operational situation • Social and personal values of the manager • Chance
Path goal theory: factors to consider in designing a strategy to deal with the work environment
• Characteristics of the workers • Nature of task to be performed
Situational leadership models
• Contingency models • Continuum of leadership • Normative theory
Organizational factors that influence leadership success
• Corporate culture and delegation of authority • Management style
Production oriented
• Emphasize high productivity • Viewed workers as tools • Spent majority of their time on production oriented problems
Leadership models
• Employee oriented versus production oriented leadership styles • Structure versus consideration leadership • Managerial grid • Theory of x and theory of y
Leadership systems or management styles
• Exploitative and authoritative • Benevolent and authoritative • Consultative • Participative
Theory x managers believe that people are
• Inherently lazy and dislike work • Must be coerced into performing their duties by constant supervision and maintenance of tight operational control • Have no ambition and little interest in improving their efficiency on their own and must be prodded to produce
Factors involved in leadership
• Leader • Follower • Situation
Three components that establish the favorableness dimensions of a situation
• Leader member relationship • Task structure • Position power
Application of leadership principles
• Management process • Path goal theory
Structure leadership
• Managers direct the staff toward getting the work done • Managers pay attention to assigning particular task • Managers specify and clarify what is expected of the subordinates • Managers uniformity of the procedures to be followed
Consideration leadership
• Managers explain their action • Managers treat workers as equal • Managers listen to subordinates' concern • Managers look out for their personal welfare • Managers give advance notice to changes • Managers are friendly and approachable
Employee oriented
• Managers have strong ties to their employees • Managers spent more time in actual supervision less in production work • Managers allow workers more latitude in performing their duties • Managers demonstrate concern for their people
Overview of the directing process
• Process in which the managers instruct, guide, influence people, and oversee the performance of the workers to achieve predetermined goals • Planning, organizing, and staffing have no importance if direction function does not take place
Leadership style in contingency model can be
• Relationship oriented • Task oriented
Two elements to address
• The goal • The path facet
Theory y managers believe that people
• Work is a natural part of life • People have a high degree of ingenuity and creativity that they are eager to apply to the job • Worker potential is only partially tapped by company • Workers are self learners and seek responsibility for their performance • Workers exercise self control and self discipline if they are committed to a goal, and the strength of this commitment depends on the reward associated with achievement
Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level
5,5 organization man management
Efficiency in operations results from arranging conditions of work in such a way that human elements minimally interfere
9,1 authority obedience
Work accomplishment is from committed people, interdependence through a common stake in organization purpose leads to relationships of trust and respect
9,9 team management
Managers make decisions based on the current information available
A-I
Manager seeks necessary information from subordinates before making a decision
A-II
Continuum of leadership is
Autocratic to democratic
Seven degrees of freedom
BOSS CENTERED 1. Total use of authority by the supervisor, makes all decision and merely announces the decision to workers 2. The manager makes all decision but attempts to sell and persuade the staff of the validity of his or her viewpoint 3. The boss makes all decisions but invites input, suggestions, and questions from the staff EQUILIBRIUM 4. Manager makes the decisions but seeks support and approval from the subordinates SUBORDINATE - centered leadership 5. Superior gathers the data and defines the problems, then seeks suggestions and recommendations for solutions before making a decision 6. Manager provides information, supervision, and guidance but requests that the staff make the decisions 7. Manager focus on setting general policies and procedures for the department but allows total freedom and responsibility to the employees to function and make decisions with these broadly defined boundaries
Without seeking any feedback
Benevolent and authoritative
Manager shares the problem with selected individuals before making decision
C-I
Manager shares the problem with all the members of the group but makes the final decision
C-II
Opinions and advice of the staff are useful
Consultative
The effective leader must be able to analyze the situation and develop a satisfactory strategy for intervention
Contingency model
Based on the relationship between managers and their staff and the level of participation allowed in the decision making process
Continuum of leadership
The way things are done in an organization: the habits, customs, processes and social mores of the institution
Corporate culture
Process of influencing people to attain predetermined objectives
Directing
Workers as tools
Exploitative and authoritative
The amount of power, control, and influence wielded by a manager in particular set of circumstances
Favorableness
Contingency model is by
Fred fielder
Manager shares the problem with the group and a decision is reached by consensus
G
Process of influencing others to achieve designated organizational goals
Leadership
Personal traits of leaders, leadership behavior
Leadership models
Planning, organizing, directing, controlling
Management process
General behavior and philosophy of a manager or an organization toward employees, particularly the degree of participation allowed in the decision making process
Management style
Shows the relationship between a concern for people and concern for production
Managerial grid
Proposes that managers are capable of adjusting their leadership style to meet the circumstances of a given situation
Normative theory
Continuum of leadership is by
Robert tannenbaum and warren schmidt
Focus on completing a job first and taking care of people as secondary to accomplishing their primary mission
Task oriented
Number and types of rewards
The goal
Clarifies the routes in obtaining the goals, removes obstacles that may impede employees from realizing their potential
The path facet
Proposed by douglas mcgregor
Theory of x and theory of y
Input and responsibility for decision making and performance of the staff
Participative
Role of the leader in providing and streamlining a path by which subordinates can achieve their own and the institution's goals
Path goal theory
Students tend to learn and perform in the manner anticipated by their teachers
Pygmalion effect
Emphasize good interpersonal relationship as an important means of accomplishing work related goals
Relationship oriented
Managerial grid is by
Robert blake and jane mouton
Path goal theory is proposed by
Robert house
Normative theory is by
Victor vroom and philip yetton
Normative theory is also called as
Vroom and yetton decision model