Basing his evidence on a psychological study, Zaleznik determines that managers are in need of working with people, i.e., to exercise power, as the presence of others IS a requirement of managerial authority. Furthermore, to rationally handle situations manager tend to invest lower amounts of emotions in their relations. In contrast, leaders tend to display empathy in their relations and rich emotions to fuel their passions and desires. This distinction shows that managers are appointed and leaders are made. Zaleznik then goes on to further emphasize the distinction on their respective emotional involvement in problem solving, where managers strive to order and stasis with no room for emotion and a leader to heavily invest feelings to their problems causing at times
Characteristics of an effective team: The characteristics of effective team include clear goals, relevant skills, mutual trust, good communication, negotiation skills and leadership skills. For team building to be effective, managers had to find the problems they are facing in their teams. Then they can plan activities to address these challenges directly and make sure that the team will actually gain some benefits from the event. Keep competition out of the exercises, and aim to make team building. The team building exercise, which I think help team in better communication in the office, as well as lets you get to know your coworker better, is two truths and a lie.
Fortunately, there are ways a leader can utilize effectively to motivate current employees, which will also build drive in every member without negatively affecting production levels. For instance, ways a leader can improve motivation include tips from American Management Association and Boundless Management. First, fulfilling the staff member’s needs and emotions in the workplace and often the work space itself. This includes gathering the staff for a meeting and addressing their anger and guaranteeing the team members their feelings are valid and heard. (Boundless Management, Motivating an Organization, n.d., p. para.
Low employee morale can adversely affect your ability to attract and retain the best employees and have a detrimental effect on productivity. Maybe you suspect that you may have a problem with low morale because employees are exhibiting signs of low morale or because a survey that you've done of your employees indicates it.If this is the case, you need to determine which aspects of your workplace are creating the dissatisfaction with the job and find ways to remedy them. Even if you don't have a low morale problem, you may want to jump-start your workforce into higher levels of productivity. Being proactive in this area makes good business sense.So whether your employees are disgruntled or not, you should check out these strategies to see
Employee performance: Performance is measured through appraisal, employee efficiency, attendance and 360-degree feedback. Employee Turnover: Losing valued and non-valued employees can take a toll on an organization. The successful use of talent management through Recognition and reward can help to prevent the turnover rate of workers. High Potential: Employees with great potential can measure the ability and skills they possess, their yearning of escalating within the organization and their overall capability. External versus Internal Hiring: knowing when to develop or acquire talent can be cost-effective for the organization.
Theory X pertains to “a pessimistic view of employees,” in which they are not satisfied with their work, must be constantly “monitored,” and must be compensated or punished. This view, according to McGregor, is the common standpoint of managers. Thus, theory Y is proposed in order to replace the traditional context with a new and positive outlook. It connotes that employees are well-satisfied with their jobs, dedicated, hardworking and innovative. Leaders that possess the traits of theory Y are perceived of positive benefits while working as a team in regard to mutual trust, collaboration and contributions (“Content Theories of Motivation,” n.d., p.
The ideal boss in such cultures tries to look as impressive as possible, and subordinates expect to be told what to do, and not to be consulted . 2- Individualism Index describes the extent to which individuals define themselves through their individuality. People define themselves more through their role or position in the group and less through their personality. 3- Uncertainty avoidance index represents the degree to which uncertainty and ambiguity are felt as threats by employees. This shows also how they can handle anxiety and stress at work.
Workers seek a fair balance between what they put into their jobs (inputs) and what they get out of it (outcomes); employees want to be treated fairly and likely to compare their treatment to that of their peers. This theory recognizes the motivational force of organizational space when rewarding for performance and how favoritism and inequities in the system can lead to job dissatisfaction and
Self-efficacy is referred to as an individual’s self-belief in his ability to accomplish particular tasks and it has been related with workplace performance, the experience of stress, burnout, and role adjustments. Given it is persuasive role on performance; therefore, it is serious important for managers or bosses to know the role of self-efficacy within the workplace (Talkdesk, 2013). Self-efficacy affects employees’ performance in workplace in the various ways, such as; Self-efficacy views disturb the choices one has to make and the opinion of trial of their goals and their level of obligation to individual goals. Now with that being said, employees with low levels of self-efficacy tend to choose less challenging goals for themselves and the employees with high level of self-efficacy tend to choose more challenging goals for him. Secondly, Employees perform and use effort at levels dependable with
One way of understanding effective managerial behavior through the use of Blake and Mouton 's managerial grid. These are described on two behaviors: concern for people and concern for production. Blake and Mouton 's Managerial Grid Analysis THE TWO BEHAVIOR DEMENSIONS Concern for People: In which a leader is concerned about the well-being of his employees. If the needs and interests of the team members are considered, and work for personal development, the leader has high concern for people. On the grid, 'concern for people ' is y-axis.