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
Amity School of Business

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!