(5) DIFFERENT MANAGEMENT STYLES & PRIMARY MOTIVATORS FOR SUBORDINATES

Defensive Supervision

based on high fear and low trust is generally using line authority to keep a tight rein on people and their activities.

Participative Supervision

on the other hand, is based on high trust and low fear and is marked by opportunities for staff to share and cooperate in determining objectives, to innovate and explore, and to participate fully in departmental activities.

Seven Deadly sins

A manager's style can lead him into committing the?

Autocratic Method

- The manager makes decisions unilaterally, with little to no input from employees.
- Coercing employees into following organizational goals
- Can lead to reduce morale and creativity

Democratic Method

- The manager encourages employee input and participation in decision-making.
- Employees are more likely to internalize the goals they feel their input is valued.

Laissez-Faire Management Style

- The manager takes a hands-off approach, allowing employees to make decisions and manage their own tasks.
- Encourages creativity, autonomy, and personal responsibility
- Can lead to disorganization and lack of direction if employees are not self-motivated or need guidance.

Coaching Management Style

- The manager focuses on mentoring and developing the skills of employees, helping them grow within their roles.

Manipulation and Coercion

forcing employees to comply with organizational goals through control or fear of negative consequences.

Self Motivation

convincing themselves that they want to do what needs to be done.

Rational Economic Man

Individuals are primarily motivated by incentives
and act in ways that maximize their own
economic gain

Incentives

rewards or stimuli that motivate individuals or groups to take

Mcgregor's Theory X

suggests that employees lack initiative and self-discipline

Efficient Task Performance

primary emphasis of the assumption

Social Man

individuals are primarily motivated by their social needs, such as the need for belonging, acceptance, and relationships with others.

Schein's Insight

suggests that the doctrine of self-actualizing man may be most relevant to managers, professionals, and more highly educated employees who seek personal fulfillment at work

Complex Man

According to Schein's no single doctrine can explain the full range of human motivation

Hezberg's Two factor theory of job

is a motivational model that divides workplace factors into two categories: motivators and hygiene factors.

Motivators

These are factors that, when present, lead to job satisfaction. If absent, they do not cause dissatisfaction but may lead to a neutral feeling towards the job.

Recognition

Acknowledgement of achievements or efforts.

Achievement

The sense of accomplishment from completing meaningful tasks.

Opportunity for advancement

The potential for career growth or promotions.

Responsibility

Having control over decisions and tasks.

Possibility of growth

Opportunities to learn new skills and take on new challenges.

Work itself

The intrinsic enjoyment and interest in the tasks performed.

Hygiene Factors

: These are factors that, when absent, cause job dissatisfaction, but when present, do not necessarily lead to job satisfaction. These are more about the job environment or external factors rather than the job itsel

Working Conditions

The physical and organizational environment

Salary

Compensation and financial benefits.

Interpersonal Relationships

The quality of relationships with supervisors andcolleagues.

Job security

Assurance of continued employment.

Personnel Policies

Organizational rules and procedures.

Status

The level of respect and prestige associated with the role.