Unit 12: Managing people

Created by: Tasha
Created on: 03-03-14 13:27

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Managing People
- Motivation
  - Maslow
    - Hierarchy of needs
      - Physiological
        Safety
        Social
        Esteem
        Self - Actualization
        Creating challenges
        
        Reaching your fullest and ultimate most
        
        Positive feedback and promotion
        
        Team work, employees
        
        Job security, additional benefits
        
        Wage, working conditions, Food, Water
  - Mc Gregor
    - Theory X
      - Autocratic
      - Coersive
        Threat is a type of punishment to encourage work
        
        Type of control and punishment
      - Workers dislike work
      - People lack ambition and don't want responsibility
    - Theory Y
      - Workers have self motivation
      - Partisipative leadership
      - Workers treated with respect
        Unlimited creativity
      - Promotions given
  - Herzberg
    - Hygiene and motivation
      - You must meet basic hygiene factors and then once they have been met you can motivate employees
      - Hygiene Factors
        Salary and security
        Imrpoving these lower dissatisfaction but doesnt improve motivation or satisfaction
        
        Hygiene Factors remove sources of unhappiness among workers such as decent wages, working conditions, security and safety.
- Leadership Styles
  - Autocratic
    - Leaders hold much power and decision making as possible
    - Very little delegation
    - McGregor Theory X approach
    - Total authority
  - Laissez - Faire
    - Leader lacks direct supervision
    - Little supervision
    - Negatives: Lack of control
    - Allows employees to be creative and be creative
    - "Leave alone"
  - Democratic
    - Employees have greater involvement in decision making
      - Slows down decision making
    - Delegation but managers have the final say
  - Paternalistic
    - Leaders decide whats best for employees
    - Little delegation
    - Softer form of autocratic leadership, better motivation
  - Participative
    - Type of democratic leadership style
    - Values input of team members and peers
    - Leader makes the final decision
    - Employees contribute to decision making
- Power
  - Coercive
    - The power of fear
      - Fear of loosing a job
        Loss of promotion
  - Reward
    - using gifts, bonuses, raises, promotion, time off
  - Legitimate
    - Comes from having a position of power in an organisation
    - Eg being a boy or high up in the business
  - Expert
    - From having experience, skills or knoledge
  - Referent
    - From being trusted and respected
- Organisational Structure
  - Levels of hierachy
    - The number of differrent supervisory and management levels between the shop floor and a manager within an organisation
    - Subordinate = A worker
    - Chain of command = line of communication and authority from the top to the bottom of the hierarchy
    - Organisational structure
      - The relationship between different people in an organisation
    - Organisational chart
      - A diagram showing the lines in authority and layers of hierarchy in an organisation
    - Span of control
      - Number of subordinates a manager is requred to supervise directly
    - Tall structure
      - Small span of control, larger change of command
    - Flat Structure
      - Few layers, chain of command is short and the span of control is wider
- Types of decisions
  - Strategic Decisions
    - Long term
  - Tatical Decisions
    - Short Term
  - Routine
  - non routine
  - Reactive
  - Proactive
  - Critical path analysis
  - Decision trees
  - Statistical process control
- Functions of managing
  - Planning
  - Organising
  - Report
  - Monitoring

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Unit 12: Managing people

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