Motivation and Leadership style

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  • Created by: zockso
  • Created on: 01-04-16 09:21
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  • Motivation theories
    • F.W. Taylor
    • Herzberg
    • Mclelland
    • Maslow
    • Vroom (Expectancy theory)
  • Autocratic Leadership
    • Close Supervision
    • Piece Rate system
    • No Employee Input
    • One way communication
    • Managers unlikely to delegate tasks
    • Managers take the decisions and the tasks are dictated to the employees
    • supported by Taylor's motivational views
    • Suitable during harsh economic/social conditions such as recession
    • Suitable for armed forces
    • McGregor's theory X managers
  • Democratic Leadership
    • tasks are delegated
    • Supervision isn't really harsh
    • supported by Herzberg motivational views
    • Two way communication
    • Positive and negative feedback
    • Employees are consulted before taking a decision
    • Make use of employee's input
    • Less privacy about sensitive issues such as redundancy
    • Employees feel valued
    • McGregor's thery Y managers
    • Favoritism
  • Motivation
    • Good publicity
    • Business likely to be effective and profitable
    • Less industrial action
    • More efficient and productive work force
    • Punctual and regular
    • Less absenteeism
    • Sales likely to increase to good quality
    • less accidents
    • Less chances of misunderstandings between workforce and managers
    • accepts change rather than resisting them
    • Highly commited workforce
    • Low labour turnover
    • less complaints from customers
    • Job satisfaction
    • Respect the ethical code of the business
      • Dynamisim
  • Laissez -Faire
    • Full freedom to workforce
    • Suitable for research and design companies
    • Lack of organisational structure
    • Low confidence level due to no/little feedback
    • Suitable for experience people
    • Objectives of the  business are made clear to all teh workforce
  • Paternalistic Leadership
    • workforce is consulted but the main decision is taken by the managers
    • Managers think they're at a better position to take the decisions
    • delusional feeling of being valued
    • Employer actually cares about the workers
    • Leader may favour one person more and value their input more

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