MOTIVATION, LEADERSHIP AND CONTROL

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

1. MANAGERIAL STYLES AND LEADERSHIP

1.1. Autocratic Style

1.1.1. Issue orders

1.1.2. Expect them to be followed

1.2. Democratic Style

1.2.1. Ask for input from subordinate

1.2.2. Still retains final authority

1.3. Free-Rein Style

1.3.1. Manager is advisor to subordinate

1.3.2. Subordinate make decision

1.3.3. Fosters creativity

2. MOTIVATION

2.1. DEFINITION

2.1.1. Forces affecting people's behavior

2.2. THE MODEL OF EMPLOYEE THEORIES

2.2.1. Classical theory bye Frederick Taylor (1911)

2.2.2. Behavior theory by Hawthorne Studies (1925)

2.2.3. Contemporary Motivation Theories

2.2.3.1. Maslow's Hierarchy of Needs Model

2.2.3.1.1. Porpose that people have several different needs that they attempt to satisfy in their work

2.2.3.2. Two Factor by Frederick Herzberg's (1959)

2.2.3.2.1. Hygience factors

2.2.3.2.2. Motivation factors

2.2.3.3. Expectancy Theory by Victor Vroom (1964)

2.2.3.3.1. Individual effort

2.2.3.3.2. Individual performance

2.2.3.3.3. Organization rewards

2.2.3.3.4. Personal goals

2.2.3.4. Human Resources Model (Theory X and Theory Y)

2.2.3.4.1. Theory X- theory of motivation holding that people are naturally irresponsible and uncooperate

2.2.3.4.2. Theory Y- theory of motivation holding that people are naturally responsible, self-motivated and interested in being productive

2.3. STRATEGIES FOR ENHANCING JOB SATISFACTION AND MORALE

2.3.1. Reinforcement / behavior modification

2.3.2. Management by objective

2.3.3. Participate management and empowerment

2.3.4. Job enrichment and job redesign

2.3.5. Modified work schedules

2.3.5.1. Work share programs

2.3.5.2. Flextime programs

2.3.5.3. Telecommuting office

2.4. THE IMPORTANCE OF SATIFACTION AND MORALE IN WORKPLACE

2.4.1. Job satisfaction

2.4.2. Morale

2.4.3. Turnover

3. LEADERSHIP

3.1. DEFINITION

3.1.1. Motivating others to work

4. CONTROLLING

4.1. DEFINITION

4.1.1. Controlling is the process of measuring performance and taking action ensure desired results

4.2. IMPORTANT OF CONTROLLING

4.2.1. It facilities co-ordination

4.2.2. It helps in planning

4.2.3. Protecting the workplace

4.2.4. It helps in planning

4.3. TYPES OF CONTROL

4.3.1. Feedforward controls

4.3.2. Concurrent controls

4.3.3. Feedback controls

4.4. CONTROLLING PROCESS

4.4.1. Planing

4.4.1.1. Goals

4.4.1.2. Objectives

4.4.1.3. Strategies

4.4.1.4. Plans

4.4.2. Organizing

4.4.2.1. Structure

4.4.2.2. Human resources management

4.4.3. Leading

4.4.3.1. Motivation

4.4.3.2. Leadership

4.4.3.3. Communication

4.4.3.4. Individual and group behavior

4.4.4. Controlling

4.4.4.1. Standards

4.4.4.2. Measurements

4.4.4.3. Comparison

4.4.4.4. Actions