unit 4 theory of motivation

Theory X and Theory Y of Motivation by McGregor

Theory X assumptions are negative;

• Employees inherently dislike work and, whenever possible, will attempt to avoid it.
• Since’ employees dislike work, they must be coerced, controlled, or threatened with punishment.
• Employees will avoid responsibilities and seek formal direction whenever possible.
• Most workers place security above all other factors and will display little ambition.

Theory Y assumptions are positive;

• Employees can view work as being as natural as rest or play.
• People will exercise self-direction and self-control if they are committed to the objectives.
• The average person can learn to accept, even seek, responsibility.
• The ability to make innovative decisions is widely dispersed throughout the population.

Next topic  -Types of leadership style

Leadership Styles Based on Authority-

Leadership styles based on authority can be 4 types-

1. Autocratic Leadership,
2. Democratic or Participative Leadership,
3. Free-Rein or Laisse-Faire Leadership, and
4. Paternalistic Leadership

a) Autocratic Leadership-

Autocratic Leadership relies on coercion, and its style is paternalism, arbitrariness, command, and compliance. The autocratic leader gives orders which must be obeyed by the subordinates.

He determines policies for the group without consulting them and does not give detailed information about plans, but simply tells the group what immediate steps they must take.

Advantages of autocratic leadership

• It is the speed with which decisions can be made; the leader does not have to obtain group members’ approval before deciding.

Disadvantages of autocratic leadership

• Autocratic leadership does hurt group morale.
• Members may resent how decisions are made and thus support them in only a minimal fashion

b) Democratic Leadership-

A democratic leader usually gives instructions only after consulting with the group. He sees to it that policies are worked out in group discussion and with the acceptance of the group.

Advantages of democratic leadership

• It often enhances the morale of the employees.
• It increases the acceptance of management’s ideas.
• It increases cooperation between management and employees.
• It leads to a reduction in the number of complaints and grievances.

Disadvantages of democratic leadership

• It accounts for slow decisions, diluted accountability for decisions.
• There may be possible compromises that are designed to please everyone but does not give the best solution

c) Free-Rein Leadership-A free rein leader completely abdicates his leadership position, to give all responsibility of most of the work entrusted to him to the group which he is supposed to lead, limiting his authority to maintain the contact of the group with persons outside the group.

This is also known as the permissive style of leadership.

Advantages of free rein leadership

• Opportunity for individual development is offered to group members.
• All persons are given a chance to express themselves and to function relatively independently.

Disadvantages of free rein leadership

• It may result in a lack of group cohesion and unity toward organizational objectives.
• Without a leader, the group may have little direction and a lack of control.
• The result can be inefficiency or even worse, chaos.

d) Paternalistic Leadership -Under Paternalistic Leadership, the leader assumes that his function is paternal or fatherly.His attitude is that of treating the relationship between the leader and the group as that of a family with the leader as the head of the family.

He works to help, guide, protect, and keep his followers happily working together as members of a family.

below there is link of video  if u want to understand   u can understand with the link of video mentioned below-

https://www.youtube.com/watch?v=bDzifxYpxVw

Next topic  -Blake and Mouton’s Managerial Grid

According to  Blake and Mouton’s Managerial Grid The five resulting leadership styles are as follows:

a) Impoverished Management (1, 1): Managers with this approach are low on both the dimensions and exercise minimum effort to get the work done from subordinates. The leader has low concern for employee satisfaction and work deadlines and as a result disharmony and disorganization prevail within the organization. 

b) Task management (9, 1): Also called dictatorial or perish style. Here leaders are more concerned about production and have less concern for people. The style is based on theory X of McGregor. The employees’ needs are not taken care of and they are simply a means to an end. The leader believes that efficiency can result only through proper organization of work systems and through elimination of people wherever possible.

c) Middle-of-the-Road (5, 5): This is basically a compromising style wherein the leader tries to maintain a balance between goals of company and the needs of people. The leader does not push the boundaries of achievement resulting in average performance for organization. Here neither employee nor production needs are fully met

d) Country Club (1, 9): This is a collegial style characterized by low task and high people orientation where the leader gives thoughtful attention to the needs of people thus providing them with a friendly and comfortable environment. The leader feels that such a treatment with employees will lead to self-motivation and will find people working hard on their own. However, a low focus on tasks can hamper production and lead to questionable results.

 e) Team Management (9, 9): Characterized by high people and task focus, the style is based on the theory Y of McGregor and has been termed as most effective style according to Blake and Mouton. The leader feels that empowerment, commitment, trust, and respect are the key elements in creating a team atmosphere which will automatically result in high employee satisfaction and production

below there is link of video  if u want to understand   u can use  the link of video mentioned below.and it is in hindi so plse go through that-

https://www.youtube.com/watch?v=Uxo4pRJc6Qc

Next topic  -Coordination

Meaning of Coordination:“integration of the activities of individuals and units into a concerted effort that works towards a common aim.”

Features/Nature of Coordination:

1. Group effort:

Coordination integrates the efforts of individuals and departments to make them work as a group. The group works to maximise group goals as well as organisational goals

2 Unity of action

Every individual and department has his own perspective or way of achieving the organisational goals. Coordination ensures unity of action amongst individual and departmental activities

3 Common goal:

Each individual and department strives to maximise its goal. Maximisation of departmental goals at the cost of organisational goals can be harmful for the organisation. Coordination maintains balance amongst individual, departmental and organisational goals. 

4 Continuous process:

Coordination is not a one-time attempt to integrate the individual goals. It is a continuous process that keeps going as long as the organisation survives.

Types of Coordination:

 1 Internal and External Coordination, and 

2. Vertical and Horizontal Coordination.

1 Internal and External Coordination -Coordination between the activities of departments and people working within the organisation is known as internal coordination. Coordination between activities of the organisation with units outside the organisation (Government, customers, suppliers, competitors etc.) is known as external coordination .

2  Vertical and Horizontal Coordination-Both these types of coordination are the forms of internal coordination. Vertical coordination is achieved amongst activities of people working at different levels. It coordinates the activities of top managers with those of middle and lower level managers.

Horizontal coordination is achieved amongst activities of different departments working at the same level. It is “the linking of activities across departments at similar levels. It links the activities of four primary departments — production, finance, personnel and sales

NEXT TOPIC-control in organization

Definition: Control is a primary goal-oriented function of management in an organisation. It is a process of comparing the actual performance with the set standards of the company to ensure that activities are performed according to the plans and if not then taking corrective action.

Process of Controlling

• Establishing standards: This means setting up of the target which needs to be achieved to meet organisational goals eventually. Standards indicate the criteria of performance.
• Measurement of actual performance: The actual performance of the employee is measured against the target. With the increasing levels of management, the measurement of performance becomes difficult.
• Comparison of actual performance with the standard: This compares the degree of difference between the actual performance and the standard.
• Taking corrective actions: It is initiated by the manager who corrects any defects in actual performance.

Controlling process thus regulates companies’ activities so that actual performance conforms to the standard plan. An effective control system enables managers to avoid circumstances which cause the company’s loss.

Types of control

There are three types of control viz.,

1. Feedback Control: This process involves collecting information about a finished task, assessing that information and improvising the same type of tasks in the future.
2. Concurrent control: It is also called real-time control. It checks any problem and examines it to take action before any loss is incurred. Example: control chart.
3. Predictive/ feedforward control: This type of control helps to foresee problem ahead of occurrence. Therefore action can be taken before such a circumstance arises.

In an ever-changing and complex environment, controlling forms an integral part of the organization.

Advantages of controlling

• Saves time and energy
• Allows managers to concentrate on important tasks. This allows better utilization of the managerial resource.
• Helps in timely corrective action to be taken by the manager.
• Managers can delegate tasks so routinely chores can be completed by subordinates.