UNIT IV
Staffing and Leading
Preface
In the new company, the staffing function will follow the design and organizational functions. Staffing is an ongoing process when running a business. Therefore, the manager should perform this function. Staffing features include staff recruitment, selection, training, development, transfers, promotions, and rewards.
It is clear that management must make sure the continuous availability of a sufficient number of efficient executives within the corporate for the efficient operation of the corporate. the chosen personnel must be physically, mentally, and temperamentally suitable for work.
Staffing may be a core function of management. Each manager is continuously involved within the execution of HR functions. he's actively involved in recruiting, selecting, training and evaluating his subordinates. These activities are administered by the chief Secretary, Department Manager and Foreman in reference to his subordinates. Therefore, staffing are often an in depth function of management and is performed by rock bottom level administrators.
Its managers duty to do certain functions like selection, training, performance evaluation, and employee counselling. Many companies have a person's resources department to hold out these activities. However, this doesn't mean that managers at various levels are exempt from responsibility to help them in performing their HR functions. Therefore, each manager must take responsibility for staffing.
Staffing: Meaning and purpose
Staffing involves determining the workforce requirements of the corporate and staffing with appropriate and competent staff in the least levels. Therefore, workforce planning, procurement (i.e. selection and placement), training and development, evaluation and worker compensation are included in staffing.
The staffing function for managers refers to staff recruitment, selection, training, training, evaluation, and compensation. it's the duty of every manager to perform this function.
Responsibility for efficient planning and execution of staffing functions rests with each manager in the least levels. Responsibility increases as you progress up the organizational hierarchy. Many managers believe the parable that the HR function is that the responsibility of the HR department.
Certainly, the HR department is involved within the staffing function. But it cannot be as stupid as a manager putting all responsibility on someone else's lap. Responsibility for staffing lies with the very best level of the corporate . Politicians cannot circumvent this basic responsibility.
An important factor that needs special consideration is an estimate of the amount of managers a corporation will need. the amount depends not only on its size, but also on the complexity of the organizational structure, its expansion or diversification plan, and turnover.
The degree of decentralization primarily determines the amount of staff required. If your estimates are accurate and your company wants to avoid setbacks, you would like to be seriously involved in employee planning exercises.
Key staffing goals:
- Acquire the proper sort of personnel for the proper job.
- Development and development of human resources.
- Develop personnel policies regarding transfers and promotions.
- Effectively form human resources and motivate them to hunt higher performance.
- Establish desirable labor-management relationships between employers and employees and between groups of employees.
- confirm that the worker meets the worker's requirements so as to be loyal and committed to the organization.
- Increase employee morale by maintaining good relationships.
It includes managing the administrative structure through the right and effective selection, evaluation, and development of staff who perform the roles designed within the organization. According to Koontz and O'Donnell,
“The process of identifying, assessing, identifying, assessing, and directing people within the workplace,” says S. Benjamin.
Staffing is that the ability of managers to create a corporation by hiring, selecting, and developing individuals as talented employees. The staffing function for managers consists of several interrelated activities like resource planning, recruitment, selection, placement, training and development, compensation, performance evaluation, promotion, and transfer. Disadvantages of of these activities Evaluate the weather of the staffing process. -Dalton E. McFarland
It is a process by which a manager selects, trains, promotes, and retires his subordinates.” [J. L. Massy]
It is the process of continually ensuring that a company has the right number of employees with the right skills in the right jobs at the right time to achieve the goals of the organization. It's possible. ”—Caruth, Carus, Pane
“Staffing is often defined for the process of acquiring, allocating, and maintaining a workforce of sufficient quantity and quality to have a positive impact on the effectiveness of an organization.” — Heneman, Judge, And Kammeyer-Mueller
“Staffing is the process of analysing an organization's work in terms of talent needs and recruiting and selecting candidates.” “[W. Haynes]”
Therefore, staffing plays an important role in personnel planning. Guarantee the best use of the workforce within your organization. Staffing is the key to all other management functions. Helps maintain a satisfying workforce in the company.
From the staffing definition above, we can see that the staffing function needs to perform several sub-functions, from administrative staff to lower-level employees. It's a process of matching work with talented people and seeks to retain and develop employees through appropriate training and development programs.
Staffing - 7 Step Staffing Process: Estimating Manpower Requirements, Hiring and Selection, Placement and Orientation and Some Other Steps
Staffing begins with estimating manpower requirements and progresses towards finding talented staff to fill the various positions in an organization. Staffing, therefore, must follow a logical step-by-step process.
The following are the important steps involved in the staffing process:
Step # 1. Estimation of manpower needs / workforce planning:
The workforce planning process can be divided into two parts. One is an analysis to determine the quantitative needs of the organization, that is, how many people will be needed in the future. The other part is qualitative analysis to determine what qualities and characteristics are required to perform a job.
The first is called the quantitative aspect of workforce planning in which we try to ensure a fair number of staff in each department and at each level. It should be neither too high nor too low, resulting in overstaffing or understaffing respectively. The second aspect is known as the qualitative aspect of workforce planning in which we try to achieve a proper fit between the job requirements and the requirements on the part of the staff in terms of qualification, experience and personality orientation.
Step # 2. Recruitment and selection:
The second step after workforce planning is recruiting and selection. These are two separate functions, which generally go together. Recruitment is intended to stimulate and attract job applicants for positions in the organization. Selection consists of making a choice between the candidates. Choose those that best suit the requirements of the position, taking into account the information from the analysis of the position.
Recruitment processes must begin by precisely identifying the task to be performed and also drawing a line between successful and unsuccessful performance. Thereafter, the selection process tries to find out to what extent a job applicant meets those characteristics or traits necessary to successfully perform the job.
Step # 3. Positioning and Orientation:
Placement refers to placing the right person in the right job. Once the job offer has been accepted by the selected candidate, you are placed in her new job. Proper placement of an employee reduces absenteeism, employee turnover, and accident rates. Orientation / induction refers to the process of introducing or orienting a new employee to the organization.
The new hire is introduced to his co-workers, given a tour of the department, and informed about details such as work hours, overtime, lunch break, restrooms, etc. They are mostly informed about the company, the job and the work environment. They are inspired to talk to their supervisors with basic problems and its solution.
Step # 4. Training and development:
It is more accurately considered as a process of skill building and behaviour change. It is an ongoing process of the personnel function. Training takes place most effectively when you know the actual content of the jobs for which you are training and developing people.
Training programs should be designed to impart knowledge, develop skills and stimulate the motives needed to do the job. Growth involves the major development of an employee in all aspects. It is a broader concept. Seeks to develop competencies and skills for future performance. Therefore, it has a long-term perspective.
Step # 5. Performance evaluation:
It means evaluating an employee's current and past performance against certain predetermined standards. This process includes defining work, evaluating performance, and providing feedback.
Step # 6. Promotion and career planning:
Managers must encourage employees to grow and develop to their full potential. Promotions are an integral part of people's careers. They generally mean more salary, responsibility, and job satisfaction.
Step # 7. Compensation:
Refers to all forms of payment or rewards paid to employees by the employer / company. It can be in the form of direct financial payments (time-based or performance-based) such as salaries and indirect payments such as paid leave.
4.2 Motivation: Concept, Importance, Motivation theories - Maslow’s Need-Hierarchy Theory; Hertzberg’s Two-factor Theory.
Concept
Motivation is a basic psychological process. No one would deny that it is the most important process in a more microscopic approach to organizational behaviour. Many people equate the cause of behaviour with motive. The causes of behaviour are far broader and more complex than motives alone can explain. Therefore, do not underestimate your motivation. Motivation, along with perception, personality, and learning, is a very important process in understanding behaviour. It should be remembered that motivation should not be taken for granted as the only explanation for action. It works and interacts with other intermediary processes and environments. As with any mediation process or environment, you should also keep in mind that you are not motivated. I don't see any motivation. What you can see is action. Motivation is a fictitious construct used to describe behaviour. Therefore, it should never be equated with action. Meaning of
Motivation: -Today, virtually everyone, including amateurs and scholars, has its own definition of motivation that includes one or more of the following terms: The technical motivation comes from the Latin word "Movere" which means "move".
Basic Motivational Process: Needs ================== Drive ===================== Goals (Derivation) (Deprivation of direction) (Reduction of drive)
Needs: -The word needs mean “deficiency." In the sense of stability, needs are wanted whenever there is a physiological or psychological breakdown. For example, it is necessary when cells in the body are deprived of food and water, or when the human character is deprived of other people who work as friends or associates. (Hunger, thirst, company)
Drive: -With a few exceptions, the drive or motivation (these two terms are used interchangeably) is set to mitigate your needs. Drives can easily be defined as lack of directionality. Drives are action-oriented and provide the impetus to inspire you to reach your goals. . An example of the need for food and water translates into the urge to be hungry and thirsty, and the need for friends becomes the urge to belong.
Goal: -There is a goal at the end of the motivation cycle. The goal of the motivation cycle can be defined as reducing needs and returning them to the drive. Therefore, achieving the goal tends to restore physiological and psychological balance, reducing or blocking drive.
Types of motivation
Key Motivations: -Psychologists do not fully agree on how to clarify different human motives, but admit that some motives are unlearned and based on physiology. Such motives are variously referred to as physiological, biological, unlearned, or major. The last term, primary, is used here because it is more comprehensive than the other terms. The use of the term "primary motive" does not mean that the aforementioned motive group always takes precedence over the "general" and "secondary" motive groups.
The priority of primary motivation is implied in some motivational theories, but there are many situations in which general and secondary motivations dominate over primary motives. Common examples include single priests and fasting for religious, social, or political reasons. In both of these cases, the learned secondary motivation is stronger than the unlearned primary motivation. In order for motives to be included in the primary classification, the criteria must be met. That is, the motive must be unlearned and based on physiology. The most commonly recognized main motives thus defined include hunger, thirst, sleep, and pain avoidance, gender and material concerns.
General Motivation: -Individual classification of general motivation is not always given. However, there are some motives in the grey area between the primary and secondary classifications that made such a category necessary. Motivation must be unlearned, but not physiologic, in order to be included in the general category. Although not all psychologists agree, abilities, curiosity, manipulation, activity, and affection motives seem to best meet the criteria for the above classification. Understanding these general motivations is very important, especially for the study of human behaviour in organizations. These are more related to organizational behaviour than key motives.
Ability Motivation: -Robert W White is most closely associated with Ability Motivation. While building the entire theory of ability motives, he was convinced that people were striving to control or have the ability in their environment. People need to know what they are driving to make things happen. White decided that his critic
The period of development is always between the ages of 6 and 9. During this period, the children cut the laces and step into the world on their own. They cross the streets themselves, ride bicycles, play baseball, roller skates, and develop the need to read. These needs are represented by their ability to the environment or their willingness to become proficient. The experience of success and failure that young people encounter during times of crisis has a lasting impact on the strength of their abilities. This motivation has an interesting impact on the design of an organization's work. It suggests that people may be motivated by the challenge of trying to master the job or trying to be competent at the job. However, as soon as highly specialized work is mastered in a modern organization, the motivation for ability disappears.
Secondary Motivations: -These motivations are clearly tied to the concept of learning. You need to learn the motivations involved in the secondary classification. Many important human motives meet this criterion. Some of the more important are power, achievement, and affiliation, which are commonly referred to as Pow, Ach & Aff. In addition, security and status are also important secondary motives, especially in relation to organizational behaviour.
Force Motivation: -The main supporter of force motive was Alfred Adler. In 1911, Adler formally broke his close relationship with Sigmund Freud and proposed the opposite theoretical position. Whereas Sigmund Freud emphasized the influence of the past and the motives of the sexual unconscious, Adler replaced the future and overwhelming motivation with power dominance. Adler said: -"Now I'm starting to see clearly that I'm pursuing superiority in all physical phenomena. All our functions follow their instructions and conquer, guarantee, right or wrong. Whatever all our philosophers and psychologists promise to dream of, self-preservation, the pleasure principle, equalization. These are all vague expressions and a great upward motivation. I try to express the basic facts of our lives.
Achievement Motivation: -Howard's renowned psychologist David C. Mc Clellal and is most closely associated with the study of achievement motivation. In early 1947, McClellan and thoroughly investigated and wrote about all aspects of achievement motivation. This extensive study reveals a clear profile of the characteristics of high performers. In the simplest way, achievement motivation can be expressed as a desire to perform in terms of excellence or to succeed in a highly competitive situation.
Affiliation Motivation: -Affiliation motivation is very complex, but it plays a very important role in human behaviour. At times, affiliation is equated with social motivation and / or group dynamics. Motivation for affiliation is neither as broad as implied by the definition of social motivation, nor as comprehensive or complex as implied by the definition of group dynamics. According to Hawthorne's research, the importance of affiliation motives in the behaviour of participants in an organization is very clear. Employees, especially those in ranking and files, are very likely to belong to a group and be accepted. The motivation for this affiliation is an important part of group dynamics.
Status or Prestige Motivation: -Dr. Saul W. Gellerman is a well-known psychologist and member of the American Psychological Association. He is the Human Resources Research Manager at IBM World Trade Corporation. In one of his books, "MOTIVATION & PRODUCTIVITY," he states: life. Fame is conferred by society and is not chosen by individuals to suit their tastes. High fame is often a problem for low-ranking people who want to put someone on a pedestal or platform. "
Below are some of the great features of the concept of motivation.
1. Motivation is a personal and inner feeling.
Motivation is a psychological phenomenon that occurs within an individual.
2. Motivation is based on needs:
Without personal needs, the motivation process will fail. This is the concept of behaviour that directs human behaviour to a specific goal.
3. Motivation is an ongoing process.
Motivation is a continuous process, as human desires are unlimited.
4. Motivation can be positive or negative.
Positive motives promote incentives for people, and negative motives threaten the enforcement of impediments.
5. Motivation is a planned process.
Different people have different approaches to responding to the motivational process. The two individuals could not be motivated in exactly the same way. Therefore, motivation is a psychological concept and a complex process.
6. Motivation is different from job satisfaction.
The process of motivation is shown in the figure below.
Figure below shows that employees have the need or urge to be promoted to higher positions. If this need is strong, employees modify their goals and find alternatives to reach them. There are two options: (i) hard work and (ii) strengthening qualifications (such as getting an MBA) and hard work.
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Motivation Importance / Importance:
Motivation is an integral part of the orientation process.
Managers need to create and maintain a desire to work for a specified purpose while instructing their subordinates.
1. High efficiency:
A good motivational system frees up a vast undeveloped storehouse of physical and mental abilities. Many studies have shown that motivation plays an important role in determining the level of performance. "Unmotivated people can invalidate the healthiest organizations," Allen said.
By meeting human needs, motivation helps increase productivity. Better use of resources reduces operating costs. Motivation is always goal-oriented. Therefore, the higher the level of motivation, the higher the achievement of the goal.
2. Better image:
Companies that offer opportunities for economic and personal progress have a better image in the job market. People prefer to work for a company because of development opportunities and compassionate prospects. This helps attract qualified staff and simplifies staffing capabilities.
3. Make changes easy.
Effective motivation helps overcome negative attitudes of employees, such as resistance to change and production restrictions. Satisfied workers are more interested in the goals of the new organization and more embracing the changes management wants to make to improve operational efficiency.
4. Relationships:
Effective motivation creates job satisfaction and creates a heartfelt relationship between employers and employees. Labor disputes, absenteeism, and turnover rates are reduced, resulting in profits. Motivation helps solve a central management problem: the effective use of human resources. Without motivation, workers may not make the best effort and seek to satisfy their needs outside the organization.
The success of an organization depends on the optimal use of resources. The use of physical resources depends on the ability to work and the willingness of employees to work. In reality, ability is not an issue, but it lacks the will needed to work. Motivation is the primary tool for building such a will. That's why Rensis Likert said, "Motivation is at the core of management." It's the key to running management.
Motivational and non-monetary incentives
Motivational financial / incentive methods:
Financial methods refer to monetary rewards. Incentives are nothing more than incentives provided to employees to motivate them. There is a direct relationship between effort and reward, and monetary reward must be valuable and equal to others.
Low-paying staff will send you a message that your company does not value their work. Money is not the main motivation, but it should not be seen as a signal to reward employees poorly or unfairly.
The financial incentives are:
1. Wages and allowances:
This includes base salary, grade salary, and dear allowance. Business trip allowance, salary increase, etc. Appropriate salaries and allowances help organizations retain and attract talented people.
But good wages and allowances do not have to motivate everyone, especially those who enjoy the safety of work in government agencies and those whose corruption is their way of life.
Some of the other issues are related to bad attitudes, dissatisfaction, absenteeism, turnover, poor organizational citizenship, and adverse effects on the mental and physical health of employees.
2. Incentive payment:
The incentive compensation plan aims to increase the amount of production that can be measured quantitatively. When it comes to incentive plan goals, employees need to be confident that they can reach them.
3. Profit sharing:
This is a reward system where team members get bonuses for increasing productivity or reducing waste. For the sake of explanation, if the waste is reduced from 5%, the profit may be shared equally with the team.
4. Profit sharing:
This means sharing profits with employees through the distribution of bonuses. Profit sharing plans have their drawbacks. One is that it is functioning regularly in the government sector regardless of performance, and the other is that it may not be related to individual efforts.
5. Stock options:
Many companies use employee stock option plans to indemnify, retain, and attract employees. These plans are contracts between a company and its employees, giving employees the right to purchase a certain number of shares of the company at a fixed price within a certain period of time.
Employees who have been granted stock options want to benefit from exercising their options at a higher price than when they were granted. In India, stock options have primarily been used as a tool for retaining more selective employee groups.
6. Retirement benefits:
This includes accumulated fund, tips, vacation cashing, and pensions. Providing final benefits provides a guarantee to employees
During your service for their future
Non-monetary incentives / techniques:
These include a great many techniques. People work for money, but they work more for the meaning of life. In fact, they work to have fun.
Important non-monetary incentives include:
1. Employment security:
Nothing is more motivating than providing employment security to temporarily appointed workers. Lack of employment security will always be a threat, even if temporary workers work harder. If such a worker were given employment security, he would be more committed to the organization.
2. Rewarding work:
Workers who are dynamic in nature do not like their daily work. They are always ready to accept rewarding work and can pose challenges through mentoring, work redesign, or job expansion and job fulfilment. Understand the abilities of every individual in the organization and assign him a job accordingly.
3. Recognition:
It is important that the employer acknowledges diligence. Even a thank-you note from him will motivate employees to maintain or even improve their performance at the same level. The employee ranked personal "thank you" as the most sought-after form of perception, followed by a handwritten thank-you note from his boss.
4. Better job title:
Job title is important. Employees prefer specific designations. For example, a salesman is appointed as a sales executive and a sweeper is appointed as a sanitary inspector.
5. Opportunity for progress:
Employees do not become a stagnation point during the peak of their careers. Employers always need to provide employees with the opportunity to perform well and move up the hierarchy.
6. Empowerment:
Inspiring an employee is his involvement in certain important decisions. For example, if a manager decides to buy a new machine for a factory, he can get a worker's perspective before making the final decision. Management should avoid unilateral decisions on such issues.
7. Competition:
Management can promote healthy competition between employees. This will certainly motivate them to prove their abilities. Management can also rank employees according to performance. Employees who perform very well may be given a certificate of merit.
8. Job rotation:
Job rotation means that employees are exposed to different types of work. This will certainly break the monotony of employees. For example, in a bank, an employee may be placed in the cash section after working in the savings bank section for some time. These changes not only motivate employees, but also prepare them for versatility.
9. Set an example and lead — be passionate and energetic.
Leaders need to show the attitudes, values, behaviours and ideas they want from their staff. Leaders are always considered role models.
10. Encourage the use of humour and creativity.
Incorporating humour into the workplace can reduce stress and create a more positive environment for everyone. Strategies for increasing humour include emailing daily comics and jokes to all staff, encouraging laughter, and finding fun times at events that didn't go as planned or expected.
11. Treat your people as humans – neither inferior nor superior:
Show trust and respect, stimulate creativity, create a “safe environment at risk”, inform about relevant developments within the organization, treat it as a learning tool rather than blame mistakes, and defend employees Act as a person, become their visible champion, provide the resources and support staff need to complete their work, facilitate and provide two-way feedback, address stress and burnout, we will implement work-life balance initiatives.
Hertzberg’s Two-factor Theory
The two-factor theory (also known as Herzberg's Motivation-Hygiene Theory) was developed by psychologist Frederick Herzberg, who discovered that job satisfaction and dissatisfaction act independently of each other. Two-factor theory states that while the workplace has certain factors that cause job satisfaction, another set of factors causes dissatisfaction. He called the dissatisfaction factors as follows:
"Hygiene factor". This theory is closely related to Maslow's theory of hierarchy of desires. Hygiene factors are preventative and environmental in nature, much equivalent to "Maslow's low-level needs." Although the motivation for positive satisfaction (e.g., rewarding work, awareness, responsibility) arises from the unique conditions of the job itself, such as awareness, achievement, or personal growth, and hygiene factors that do not provide positive satisfaction. Dissatisfaction arises from their lack (e.g. status, employment security, salary, benefits, etc.) These are extrinsic to the work itself and include aspects such as company policy, supervisory practices, wages / salaries, etc. I will. Basically, hygiene factors are needed to ensure that employees are not dissatisfied. Motivational factors are needed to improve employee performance. Herzberg further categorized our actions and the ways and reasons for doing so. For example, if you perform a work-related action because you need to perform it, it is classified as a movement, but if you perform it because you need to perform a work-related action, it is classified as motivation.
Motivational factors: -
- Outcome
- recognition
- Work for yourself
- responsibility
- promotion
- growth
Hygiene factors
- Wages and allowances
- Company policy and management
- Relationship with colleagues
- Physical environment
- directed by
- Status
- Employment security
- salary
Maslow’s Need-Hierarchy Theory;
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Abraham Maslow is documented for proposing the hierarchy of desires theory in 1943. This theory may be a classic depiction of human motivation. This theory is predicated on the idea that every individual features a hierarchy of 5 needs. The urgency of those needs varies. These five needs are:
- Physiological Needs-These are the essential needs of air, water, food, clothing and shelter. In other words, physiological needs are the essential comfort needs of life.
- Safety Needs-Safety needs include physical, environmental and emotional safety and protection. For example-work safety, financial safety, animal protection, family safety, health safety, etc.
- Social Needs-Social needs include the necessity for love, affection, care, belonging, and friendship.
- Self-esteem Needs-There are two sorts of self-esteem needs: internal self-esteem needs (self-esteem, self-confidence, ability, achievement, freedom) and external self-esteem needs (recognition, power, status, attention, praise). There is.
- The Need for Self-Actualization-This includes the urge to be what you'll / the urge to be what you’ll. It involves the necessity for growth and complacency. It also includes the will to accumulate more knowledge, community service, creativity and be aesthetic. the necessity for self-actualization isn't completely met. As a private grows psychologically, the opportunities to still grow still increase.
According to Maslow, individuals are motivated by unmet needs. When each of those needs is significantly met, it drives and enforces subsequent need. Maslow categorized five needs into two categories-higher needs and lower needs. Physiological and safety needs constituted lower needs. These lower needs are mainly met externally. Social, respectful and self-fulfilling needs made up the upper needs. These higher needs are generally met internally, that is, within the individual. Therefore, it is often concluded that in the boom period, the subordinate needs of employees are significantly met.
Impact of Maslow's hierarchy of desires on managers
- As far as physiological needs are concerned, managers got to give employees adequate salaries to get the essential necessities of life. Employees should tend breaks and dining opportunities.
- As far as safety needs are concerned, managers got to provide and maintain employment security, a secure and hygienic work environment, and retirement benefits for his or her employees.
- As far as social needs are concerned, management should encourage teamwork and host social events.
- As far because the needs of self-esteem are concerned, managers can reach their goals, thank and reward employees who exceed them. Management can give the proper employees a better position / position within the organization.
- As far as self-fulfilling needs are concerned, managers can give employees challenging jobs that take full advantage of their skills additionally, they will tend the chance to grow in order that they will reach their peak.
- Administrators got to identify the requirements level at which employees reside. That way, those needs are often wont to drive motivation.
The limits of Maslow's theory
It should be noted that not all employees meet an equivalent set of needs. Different individuals are often driven by different needs at an equivalent time. Motivating individuals is usually the strongest unmet need.
The theory isn't empirically supported.
In the case of a hungry artist, this theory isn't applicable because he strives for recognition and achievement, albeit the artist's basic needs aren't met.
Concept
Good leaders are created, not born. If you have dedication, will and willpower, you can be a good leader. It guides you on your journey.
There are certain things you need to do, know, and have to do to inspire workers to a higher level of teamwork. These rarely occur naturally, but are acquired through ongoing work and research. Good leaders continue to work and study to improve their leadership skills.
Leadership factors
Leadership has four main components (US Army, 1983).
leader
You need to possess an honest understanding of who you're , what you recognize , and what you'll do. Also, keep in mind that it is the followers who determine the success of the leader, not the leader or anyone else. If they don't trust their leaders or lack confidence, they won't be inspired. To be successful, you need to convince your followers, not yourself or your boss, that it's worth following.
Follower
Different people need different styles of leadership. For example, new employees require more supervision than experienced employees. Unmotivated people need a different approach than highly motivated people. You need to know your people! You must know the existence of your employees, know their attributes, and become acquainted with them.
Communication
You guide through two-way communication. Many are non-verbal. For example, "set an example" tells people not to ask them to do what they don't want to do. What you tell and how you build or hurt your relationship with your followers.
Status
All situations are different. What you are doing in one situation doesn't always add another. You must use your own judgment to determine the best course of action and leadership style required for each situation. For example, you may need to confront an employee about improper behaviour, but if the confrontation is too late or too early, too harsh or too weak, the results may prove ineffective.
Also, keep in mind that situations usually have a greater impact on leader behaviour than on leader characteristics. This is because the trait may have impressive stability over a period of time, but there is little consistency between situations (Michel, 1968). This is why many leadership scholars consider the process theory of leadership to be more accurate than the trait theory of leadership.
Different forces influence these four factors. An example of force is:
- Relationship with seniors
- Follower skills
- Informal leader in the organization
- How the organization is organized
Leadership Principles
Follow these 11 leadership principles to help you become, know, and act (US Army, 1983). The remaining chapters of this Leadership Guide extend these principles and provide tools for implementing them.
1. Know yourself and seek self-improvement-To know yourself, you need to understand the attributes of your existence, knowledge, and behaviour. Seeking self-improvement means continuously strengthening your attributes. This can be achieved through self-study, formal classes, reflections and interaction with others.
2. Technically skilled-As a leader, you need to know your job and be familiar with the work of your employees.
3. Take responsibility and take responsibility for action-find ways to take your organization to new heights. And when things go wrong, don't blame others, as they tend to happen sooner or later. Analyze things, take corrective action and advance to subsequent challenge.
4. Make sound and timely decisions-use good problem-solving, decision-making, and planning tools.
5. Set up an example-a good example for employees. They need to see as well as hear what they are expected to do. Mahatma Gandhi said that if "We have to be the change we want to see." --
6. Get to know your people and be aware of their well-being-know the human nature and the importance of caring for your workers in good faith.
7. Stay informed to employees-Understand how to communicate with employees as well as seniors and other key people.
8. Make sure the task is understood, supervised and accomplished-communication is the key to this responsibility.
9. Train as a Team-Many so-called leaders refer to organizations, departments, sections, etc. as teams. They aren't really a team .they're just a group of people doing their job.
10. Use the full capabilities of your organization-By developing a team spirit, you can hire and start your organization. Make the most of department, section, etc.
Leadership attributes: BE, KNOW, DO
Respected leaders are concentrated in Be, Know, Do (US Army, 1983):
- Who they are (belief, personality, etc.)?
- What they know (work, work, humanity, etc.)
- What they are doing (implementation, motivation, direction)
- Become a professional. Example: Loyalty to the organization, selfless service, and personal responsibility.
- Become an expert with good personality traits. Examples: honesty, ability, candidness, commitment, honesty, courage, candidness, imagination.
- Know the four elements of leadership: followers, leaders, communication, and situations.
- Know thyself. Example: Strengths and weaknesses of your personality, knowledge and skills.
- I know human nature. Examples: Human needs, emotions, and the way people answer stress.
- I know your job Example: Being skilled and able to train other people's tasks.
- Know your organization Example: Where to ask for help, its climate and culture, who are the informal leaders.
- Please provide direction. Examples: goal setting, problem solving, decision making, planning.
- Please implement. Examples: communication, coordination, supervision, evaluation.
- Motivate me. Examples: Motivate and esprit your army with organizations, training, coaches and counsel.
Likert management system
Table of contents
1. System
2. Exploitative authority
3. Benevolent authority
4. Consulting
5. Participatory
6. Important concepts
7. Link pin
Rensis Likert's management system is a powerful leadership theory that emphasizes the dynamics and characteristics of different organizations.
System
Social psychologist Rensis Likert first described his well-known management system in the 1960s, based on an observation of the relationship between employees and managers in an organizational environment. His four systems are designed to emphasize the dynamics and characteristics of different organizations built around interactions between individuals. In particular, the system investigates various software management skills, such as trust building, and its impact on the broader dynamics of the organization itself.
The four management systems identified by Likert were exploitative, benevolent, consultative, and participatory. In his view, the closer the characteristics of an organization are to a participatory system, the more satisfying and therefore more productive employees are. In addition to productivity, organizations can enjoy many other benefits, such as staff retention, increased profitability, and generally long-term cost savings.
As a leader, the systems that exist within your organization can be identified not only through observations, but also through interviews and surveys by employees.
Exploitative authority
The exploitative authority system is very hierarchical and power and responsibility are at a higher level within the organization. Individuals (other than administrators) at the bottom of the system have no influence on decision making and are not involved in the process by their boss. This is thanks to a scarcity of trust between managers and employees. Communication is provided top-down, where roles are determined rather than two-way conversations. Senior management considers it responsible for achieving the goals of the organization, but holds employees accountable for mistakes made at lower levels.
Summary of system characteristics:
- Decision-making and responsibility at higher levels of the organizational hierarchy
- Little or no trust in employees
- Decisions and roles are imposed on employees
- Employees may engage in unproductive behavior
- Motivation by punishment and threat-playing fear
- Minimal teamwork and communication
Benevolent authority
In a benevolent authority system, responsibility also lies with the upper management of the organization. But instead of inducing performance through the threat of punishment, and thus fear, employees are motivated through a compensation system. Boss trusts employees more than managers of exploitative authority systems and is willing to reward individuals for their outstanding performance.
There is more two-way communication between employees and line managers. However, upward communication is more restricted and tends to be directed only at positive information, not queries or requests. Employees lack communication and teamwork because they don't suggest new ideas or recommendations to increase productivity and satisfaction.
The outline of the main features is as follows.
- Decision making extends to mid-level
- Slightly vulgar, but more trust in employees
- Responsibility is still near the top of the hierarchy
- Limited employee consultation on decision making
- Employees are not yet able to discuss their role with the manager
- Team members can compete for rewards
- The threat of punishment as well as rewards for performance
- Minimal teamwork and communication
Consultation
In the consultation system, managers demonstrate that by further increasing trust in their subordinates and implementing ideas and beliefs that they share with team members. We often consult with team members during the decision-making process, especially when there is open-level communication throughout the organizational hierarchy and changes have a real impact. However, the ultimate power of decision-making lies with the highest level of decision-makers in the organization.
Employee motivation is driven by rewards and incentives that include both the potential for involvement or responsibility in a particular task. This style gives employees great freedom and involvement in meaningful tasks is used to increase their essential motivation.
Summary of important aspects:
- Decisions have been extended to lower levels if decisions have a significant impact on their role
- Substantial trust in employees
- Responsibilities are often shared with some teams members
- Decisions can be made through the employee consultation process
- Employees discuss work-related issues horizontally and sometimes vertically
- Teams are more collaborative-good communication and teamwork
- Mainly reward motivation, but sometimes punishment
Participatory
Likert found the participatory system to be the most satisfying for low-level employees. Senior managers fully trust their subordinates and actively work with them as part of the decision-making process. Employees are free to discuss issues and ideas with their managers. We fully understand that discussions can at least lead to some change.
Rewards within participatory systems are common and teams are willing to work together without direct competition between employees. The level of communication is high both horizontally and vertically, and teamwork is regular. This system is generally more common in flatter organizations, or smaller organizations in the lower layers of the hierarchy. Any company can hire it.
Summary of main features:
- Decisions, responsibilities and values are free to reach all levels
- Full trust and trust in all employees
- Decisions are formed through engagement and consultation
- Communication is free and managers actively try to understand the problem
- Employees are supportive and openly accountable
- Motivation is provided through financial rewards and involvement in goal setting
- High teamwork, satisfaction and therefore productivity
Important concept
There are some important concepts that form the basis of all Likert management systems. In particular:
- Motivation
- leadership
- Communication
- Impact
- decision making
Motivation
Motivation is often used both positively (through rewards and incentives) and negatively (through punishment and threats). Both are commonly implemented in Likert's system, where exploitative and benevolent authorities focus more primarily on punishment, while consultation and participatory focus on reward systems, but eventually. I'm not committed to that approach either.
Rewards are provided in the form of monetary bonuses, additional responsibilities, development opportunities, or improved employee relationships with superiors.
Leadership
During the development of his system, Likert also considered different leadership styles. These are very diverse and include, to name a few, automotive leadership, servant leadership, real leadership, situational leadership, transactional leadership, and transformational leadership. Each of these impacts management and leadership at both lower and higher levels of the organizational hierarchy.
Communication
The way communication is used is incredibly enlightening about how power and authority are distributed throughout the organization. At Exploitative Authoritative Systems, communication is almost one-way, with decision-making directed directly from senior management to subordinates. In a participatory system, on the other hand, communication is horizontal and employees are involved in the day-to-day decision-making process.
Impact
In relation to the level of communication within the organization, the level of influence an employee has may indicate the management system employed. In a benevolent and authoritative system, subordinates are generally not consulted regarding decisions, even if they are related to their role. Participatory systems, on the other hand, encourage employees to actively participate in business discussions, some of which can affect the direction of the organization and attitudes towards its subordinates.
Decision making
When employees are asked for opinions and ideas about running a business, their ideas, ideas and values are included in the strategic plan and can indirectly influence the decision-making of their managers. However, in both privilege systems, the final decision is made by individuals at higher levels of the organizational hierarchy. Alternatively, during a consultation system, employees are given a task within the decision-making process through consultation, and during a participation system, subordinates can influence decision-making and goal setting as much as their superiors.
Link pin
Link pins are an important aspect of Likert's management concept. He described these as individuals distributed across two or more teams. Therefore, it can be used to facilitate these integrations if desired. These are usually one individual within two teams, often due to a higher level of responsibility or a broad skill set that allows them to move between different departments and operations teams within the organization.
Trait theory
Like the great man theory in some respects, trait theory presupposes inheriting certain qualities and traits that make people more suitable for leadership. Characteristic theories often identify specific personality and behavioral traits shared by leaders. For example, traits such as extroversion, self-confidence, and courage are all traits that can lead to good leaders.
If certain traits are an important feature of leadership, how do you describe people who have those qualities but are not leaders? This question is one of the difficulties of using trait theory to explain leadership. Many people have leadership-related personalities, but many of them never seek leadership status. Some people lack some of the key traits that are often associated with effective leadership, but still excel in major groups.
References:
1. Business Management by Neerli Vashisth
2. Principles of Management by L.M Prasad
