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Fiedler contingency model,”which is a leadership theory proposing that effective group performance depends on the proper match between a leader’s style and the degree to which the situation allowed the leader to control and influence. . The keys are:1. Define those leadership styles and the different types of situations and then,2. Identify the appropriate combinations of style and situationTo measure a leader’s style, the least-preferred co-worker (LPC) questionnaire as developed, which measures whether a leader is task or relationship oriented. Fiedler uncovered three contingency dimensions that defined the key situational factors in leader effectiveness:- Leader-member relations: the degree of confidence, trust and respect employees have for their leaders, rated as good or poor.- Task structure: degree to which job assignments were formalized and structured (high or low)- Position power: degree of influence a leader had over activities such as hiring

Management

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managerial grid,”grid is a two-dimensional grid for appraising leadership styles. It includes concern for people and concern for production on a scale 1 to 9. The dual nature of lead behaviour is important. Leadership where discovering that predicting leadership success involved something more complex than isolating a few leader traits or preferable behaviours. They began looking at situational influences

Management

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Designing appropriate rewards systems (3),”- Open-book management: a motivational approach in which an organization’s financial statements are shared with all employees. The goal is to let employees think like owners and see the financial impact of their decisions. They will see the link between their efforts, level of performance and operational skills.- Employee recognition programs: programs that consist of personal attention and expressions of interest, approval, and appreciation for a job well done. These programs can be both formal and informal, and recognition can come not only from managers, but also from other employees. Consistent with the reinforcement theory, rewarding a behaviour with recognition immediately following that behaviour is likely to encourage its repetition. – Pay-for-performance: variable compensation plans that pay employees on the basis of some performance measure. This is most compatible with expectancy theory, individuals perceive a strong relationship between performance and rewards for motivation to be maximized. It forces the employees’ attention and effort towards measure, which reinforces the continuation of that effort. However

Management

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Motivation unique groups of workers,”All employees have different needs, personalities, skills, abilities, interests and aptitudes. The unique groups are:- A diverse workforce: managers need to think in terms of flexibility. A diverse array of rewards is needed to motivate employees with such diverse needs. Many organizations have a work/life balance program and flexible work arrangements (ex. Telecommuting). However, both positive and negative relationships have been found.- Professionals: professionals differ from non-professionals since they have a strong and long-term commitment in their field. Job challenges and value support here are more important than money and promotion. – Contingent workers: (temp. workers) they often have low security and do not identify with the organization. Motivators can be the need for a fixed job

Management

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Motivation in though economic circumstances,”It is difficult to keep employees motivated under circumstances of layoffs, thigh budgets, benefit cuts etc. Managers came to realize they had to motivate in ways that didn’t involve money. Actions as open communication, asking their input and creating a community gave employees the feeling that management cared

Management

Average Rating 0 out of 5 stars. 0 votes.You must log in to submit a review.Motivation in though economic circumstances,”It[…]

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