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