Amity School of Business
Amity School of Business
BBA, Semester number: 1
Introduction to Management Principles
Credit:3
Dr.Swati Mittal
Amity School of Business
Module IV: Staffing and Directing Weightage (%)
Descriptors/Topics 25
•Meaning of staffing, importance, Job analysis, Manpower
planning, Recruitment and selection, Training.
•Directing: Concept, principles & aspects of directing,
Concept of leadership, Supervision, Motivation - Maslow’s
Need Hierarchy Theory, Herzberg Two Factor Theory,
Theory X & Y, ERG Theory and Communication. Concept
and types of Coordination
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Motivation
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Motivation
• One secret for success in
organizations is motivated and
enthusiastic employees
• With such a diverse workforce, it is
a challenge for managers to
motivate employees toward
common organizational goals
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Motivation Amity School of Business
Examine three terms
Motive – an inner state that energizes, activates or moves and that
directs behavior towards goal.
Motivating – a term that implies that one person induces another to
engage in action by ensuring that a channel to satisfy the motive becomes
available and accessible to the individual.
Motivation – While a motive is an energizer of action, motivating is the
channelisation and activation of motives, motivation is the work behavior
itself.
Motive Motivating Motivation
Need in individuals Activating needs & Engagement in
providing need work behavior
satisfaction environment
Relationship between motive, motivating & motivation 5
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Motivation
Employee motivation affects
productivity
Part of a manager’s job is to channel
motivation toward the
accomplishment of organizational
goals
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Two Types of Rewards
Intrinsic rewards--satisfactions a
person receives in the process of
performing a particular action.
Extrinsic rewards--given by another
person.
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Model of Motivation
NEED-Creates desire to fulfill BEHAVIOR- REWARDS-Satisfy needs;
needs (food, friendship, Results in actions to intrinsic or extrinsic
recognition, achievement). fulfill needs. rewards.
FEEDBACK-Reward informs person whether behavior was appropriate and
should be used again.
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Foundations of Motivation
• content theories stress the analysis of
underlying human need
• process theories concern the thought
processes that influence behavior
• reinforcement theories focus on employee
Contemporary learning of desired work behaviors
• introduce the concept of the whole person
Human Resources • employees are complex and motivated by
many factors
• noneconomic rewards, such as congenial
Human Relations work groups
• workers studied as people and the concept
of social man was born
•systematic analysis of an employee’s job
Traditional •economic rewards for high performance
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An Integrated Model of Individual
Motivation to Work
Amount and
Individual schedule of
attributes contingent
Performance
extrinsic
Motivation
Satisfaction
rewards
Work effort
needed Equity
comparison
Net amount
Organizational
of valent
support
intrinsic
rewards
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• Factors that affect work motivation include:
• Individual differences are the personal needs,
values, and attitudes, interests and abilities that
people bring to their jobs.
• Job characteristics are the aspects of the position
that determine its limitations and challenges.
• Organizational practices are the rules, human
resources policies, managerial practices, and
rewards systems of an organization.
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Motivation Content
Theories
Emphasize the needs that motivate people
Hierarchy of Needs
Theory
ERG Theory
Two-Factor Theory
Acquired Needs Theory
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Hierarchy of Needs
Theory
Self-Actualization
Abraham Maslow Needs Human beings are
represent the need for motivated by a
self-fulfillment hierarchy of
unsatisfied needs.
Esteem Needs
desire for a positive self-image
and to receive attention
Belongingness Needs
desire to be accepted by one’s peers
Safety Needs
safe and secure physical and emotional environment
Physiological Needs
most basic human physical needs
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Maslow’s Hierarchy of Needs
• Once a need is satisfied, it declines in
importance and the next higher need is
activated
• There are opportunities for fulfillment off
the job and on the job in each of the five
levels of needs
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ERG Theory Amity School of Business
Growth Needs
human potential,
personal growth, and increased
competence
Relatedness Needs
the need for satisfactory relationships
with others
Existence Needs
the needs for physical well-being
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Two Factor Motivation
Theory Amity School of Business
Area of Satisfaction
Motivators
Achievement Motivators
Recognition influence level
Responsibility
Work itself
of satisfaction.
Personal growth
Area of Dissatisfaction
Hygiene
Factors
Working conditions Hygiene factors
Pay and security influence level of
Company policies dissatisfaction
Supervisors
Interpersonal
relationships
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Acquired Needs Theory
David McClelland
• Need for Achievement desire to accomplish
something difficult, master complex tasks, and
surpass others
• Need for Affiliation desire to form close personal
relationships, avoid conflict, and establish warm
friendships
• Need for Power desire to influence or control
others
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Motivation Process
Theories
Equity Theory
focuses on individuals’ perceptions of how fairly
they are treated compared with others
motivated to seek social equity in the rewards
they expect for performance
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Methods for Reducing
Perceived Inequities
• Change inputs
• Change outcomes
• Distort perceptions
• Leave the job
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Motivation Process Theories
Expectancy Theory
motivation depends on individuals’ expectations about
their ability to perform tasks and receive desired
rewards
concerned not with identifying types of needs but with
the thinking process that individuals use to achieve
rewards
based on the effort, performance, and desirability of
outcomes
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Reinforcement Perspective
on Motivation Amity School of Business
Positive reinforcement in the administration
of a pleasant and rewarding consequence.
Avoidance learning is the removal of an
unpleasant consequence following a
desired behavior.
Reinforcement
Tools Punishment is the imposition of
unpleasant outcomes on an employee.
Extinction is the withdrawal of a positive
reward, behavior is no longer reinforced
and hence is less likely to occur in the
future.
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Schedules of
Reinforcement
Continuous Reinforcement
Partial Reinforcement
Fixed-Interval Schedule
Fixed-Ratio Schedule
Variable-Interval Schedule
Variable-Ratio Schedule
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Motivational Ideas for Turbulent Times
• Organizations are increasingly using various
types of incentive compensation as a way to
motivate employees to higher levels of
performance
• Variable compensation and forms of at risk
pay are key motivational tools
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Giving Meaning to Work
• To meet higher-level motivational needs and
help people get intrinsic rewards from their
work is to instill a sense of importance and
meaningfulness
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Directing
Direction is the impersonal aspect of managing by
which subordinates are led to understand and
contribute effectively and efficiently to the attainment of
enterprise objectives. – Koontz and O’Donnell
Directing is the Managerial function that consists of
those activities which are concerned directly with
influencing, guiding, or supervising the subordinates in
their jobs.
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Nature of
Directing
Function
• Dynamic Function
• Initiates Action
• Pervasive Function
• Universal function
• Continuous function
• Human Factor
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Elements of
Directing
Function
• Issuing orders and instructions
• Supervising the work of subordinates
• Motivating Subordinates
• Providing Leadership
• Communicating with Subordinates
• Maintaining Discipline
• Rewarding effective people
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Principles of
Directing
Function
• Harmony of objectives
• Principle of Scalar Chain
• Principle of unity of command
• Principle of Unity of Action
• Principle of effective communication
• Principle of Direct supervision
• Principle effective leadership
• Principle of follow up
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Leadership
Different leaders behave in different ways – style, need, situation
leadership occurs among people
involves the use of influence
is used to attain goals
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Nature of Leadership travel the globe solving
problems
• The ability to influence people toward the attainment
of organizational goals.
• Leadership is reciprocal, occurring among people.
• Leadership is a “people” activity, distinct from
administrative paper shuffling or problem-solving
activities.
• Leadership is dynamic and involves the use of
power.
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Leadership Styles
• Autocratic
• Bureaucratic
• Democratic
• Lassez- faire
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Theories of leadership
• Great Man
• Trait
• Contingency
• Situational
• Behavioral
• Participative
• Management ( Transactional )
• Relationship (Transformational)
Leadership Traits Amity School of Business
Traits = personal characteristics
• Traits - early efforts to understand leadership
success focused on leader’s personal
characteristics
• Great man approach - early research focused
on leaders who had achieved a level of
greatness
– Find out what made them great
– Find people with same traits
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Traits of a leader
PSYCHOLOGICAL CHARACTERISTICS : Age, height, Weight
BACKGROUND CHARACTERISTICS : Education, experience,
social status. Mobility
TASK RELATED CHARACTERISTICS : initiative, persistence, need
for achievement, responsibility
SOCIAL CHARACTERISTICS : tact, diplomacy, prestige, supervisory
ability, cooperatives, popularity
PERSONALITY : self confidence, enthusiasm, decisiveness,
aggressiveness, authoritarianism, independence
INTELIGENCE : ability, knowledge, judgment
Trait Theory
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Leadership Traits:
Traits represent the personal characteristics that
differentiate leaders from followers.
• Historic findings reveal that leaders and followers
vary by
- intelligence
- dominance
- self-confidence
- level of energy and activity
- task-relevant knowledge
• Contemporary findings show that
- people tend to perceive that someone is a leader when he
or she exhibits traits associated with intelligence, masculinity
and dominance
- people want their leaders to be credible
- credible leaders are honest, forward-looking, inspiring, and
competent
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Behavioral Approaches
Ohio State Studies
Consideration:- people-oriented behavior
– Is mindful of subordinates
– Establishes mutual trust
– Provides open communication
– Develops teamwork
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Behavioral Approaches
Initiating Structure: task-oriented
behavior
–Directs subordinate work activities toward
goal attainment
–Typically gives instructions, spends time
planning, and emphasizes deadlines
–Provides explicit schedules of work
activities
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Behavioral Approaches
Michigan Studies
At about the same time as Ohio State Studies
• University of Michigan compared the
behavior of effective and ineffective
supervisors
• Employee-centered leaders
• Job-centered leaders
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Contingency Approaches
Situational Theory
•Matching Leader Style to the Situation
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Transactional versus Charismatic
Leadership
Transactional Leadership
- focuses on the interpersonal interactions between managers
and employees
Charismatic Leaders
- use contingent rewards to motivate employees
- exert corrective action only when employees
fail to obtain performance goals
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Transformational
Transformational
Leadership
Leadership
Charisma
Inspiration
Intellectual stimulation
Individualized consideration
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Good Luck!
