MOTIVATION,LEADERSHIP,& CONTROL

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MOTIVATION,LEADERSHIP,& CONTROL by Mind Map: MOTIVATION,LEADERSHIP,& CONTROL

1. PATTERNS OF MANAGEMENT BEHAVIOR IN DELAING WITH EMPLOYEES

1.1. Autocratic Styles

1.1.1. issue Orders

1.1.2. Expect them to be followed

1.2. Democratic styles

1.2.1. ask for input from subordinates

1.3. Free-rein Styles

1.3.1. laissez faire or free-rein styles

1.3.2. manager is advisor to subordinates

2. PSYCHOLOGICAL CONTRACT

2.1. EMPLOYEE CONTRIBUTIONS

2.1.1. WHAT?

2.2. ORGANIZATIONS INDUCEMENTS

2.2.1. WHAT ORGANIZATION GIVING?

2.3. HUMAN RELATIONS - INTERACTION OF EMPLOYEE

2.3.1. SATISFIED OR NOT

3. SATISFACTION &MORALE IN WORKPLACE

3.1. JOB SATISFACTION

3.1.1. Degree of enjoyment that employee derive

3.2. MORALE

3.2.1. Employee overall attitude

3.3. TURNOVER

3.3.1. Replacement of workforce

4. HIGH PRIORITY FOR TODAY'S WORKFORCE

4.1. Family orientation

4.2. Sense of community

4.3. Quality of life issues

4.4. Volunteerism

4.5. Autonomy

4.6. Flexibility & Nonconformity

5. MOTIVATION IN WORKPLACE

5.1. Classical Theory (Frederick Taylor)

5.1.1. More Money = Greater Motivation

5.1.2. Efficient Company = High Profits & Pay

5.1.3. Time-&-Motion Study

5.2. Behavior Theory (Hawthorne Studies 1925)

5.2.1. Special attention from management= Increase Productivity

5.2.2. Physical Environment changes effect workers output

5.2.3. Doing experiments on employees in changes between Physical Environment and Worker Output

5.3. Contemporary Motivational Theory (Douglas McGregor)

5.3.1. Theory X

5.3.2. Theory Y

6. MASLOW HIERARCHY OF NEEDS MODEL

7. TWO FACTOR THEORY

7.1. MOTIVATION FACTOR

7.1.1. Achievement

7.1.2. Recognition

7.1.3. The Work Hull

7.1.4. Responsibility

7.1.5. Advantages & Growth

7.2. HYGIENE FACTOR

7.2.1. Supervisors

7.2.2. Working Conditions

7.2.3. Interpersonal Relations

7.2.4. Pay And Security

7.2.5. Company,Policy And administration

8. EXPECTACY THEORY

8.1. INDIVIDUAL EFFORT > INDIVIDUAL PERFORMANCE > ORGANIZATIONAL REWARDS > PERSONAL GOALS

9. WHAT WORKERS WANT MOST FROM WORK

9.1. 1.

9.2. 2.

9.3. 3.

9.4. 4.

9.5. 5.

9.6. 7.

9.7. 8.

9.8. 9.

10. MANAGERIAL STYLES AND LEADERSHIP

11. 21 st CENTURY LEADERSHIP MANAGEMENT

11.1. MOTIVATION

11.1.1. Varying lifestyles reflect varying goals of employee

11.1.2. Different Desire At work

11.2. LEADERSHIP

11.2.1. Flatter organizations = Less Autocratic

11.2.2. Diversity of workplace + Diversity Of Leaders

12. CONTROLLING

12.1. CONTROLLING CONSISTS OF VERIFYING WHETHER EVERYTHING OCCURS IN CONFORMATIONS WITH THE PLANS ADOPTED, INSTRUCTIONS ISSUED AND PRINCIPLES

12.2. TWO MEASURING STANDARDS

12.2.1. ESTABLISHING STANDARDS

12.2.1.1. MEASURABLE OR TANGIBLE = Can be measured and expressed are called as measurable standards. cost,output,expenditure,time and profit

12.2.1.2. non-measurable tangible-= csnnot be measured monetarily.

12.2.2. MEASURING PERFORMANCE

12.2.2.1. Attitude of workers

12.2.2.2. Their morale to do work

12.2.2.3. The developments in attitudes regarding the physical environment

13. THE IMPORTANCE OF CONTROLLING

13.1. CONTROL SYSTEM PROVIDES MANAGERS WITH INFORMATION AND FEEDBACK ON EMPLOYEE PERFORMANCE.

13.2. CONTROLS HELPS IN PLANNING WHETHER THEIR GOALS AND PLANS ARE ON TARGET AND WHAT FUTURE ACTIONS TO TAKE

13.3. PROTECTING THE WORKPLACE & ENHANCE PHYSICAL SECURITY AND HELP MINIMIZE

14. PLANNING

15. ORGANIZING

16. LEADING

17. CONTROLLING

17.1. TYPES OF CONTROL

17.1.1. WORK INPUTS

17.1.1.1. Ensure the right directions are set and the right resource inputs are available

17.1.2. WORK THROUGHPUTS

17.1.2.1. Ensure the rights things are being done as part of work flow operations

17.1.3. WORK OUTPUTS

17.1.3.1. Ensure that final result are up to desired standards

18. THE PLANNING CONTROLLING LINK