Management Theories: Mayo and Herzberg

Management and Leadership

• Management is the process of getting work done through people. Managers coordinate employee efforts to achieve shared goals.
• Management involves planning, organizing, leading, and controlling resources to achieve business objectives.
• Planning involves developing action programs to meet pre-defined goals. Plans can be short, medium, or long-term.
• Organizing involves assigning tasks to individuals within the organization to achieve set targets. This includes delegation and clear reporting lines.
• Leading is influencing people to achieve organizational goals. Motivating employees improves productivity and encompasses effective communication.
• Controlling involves comparing actual results with planned results, and taking corrective actions if needed.

Management Skills

• Conceptual skills are the ability to see the organization as a whole and understand how different parts interact. This is crucial for top management.
• Human skills, also known as interpersonal skills, are the ability to work effectively with people. Middle management often relies on these skills.
• Technical skills are specialized knowledge and expertise in a given area, such as accounting or engineering. Such skills are usually beneficial to the middle management.

Mintzberg's Management Roles

• Interpersonal roles involve dealing with and motivating staff at all levels of an organization. This includes figurehead, leader, and liaison roles.
• Information roles involve gathering, processing, and disseminating information. The roles include monitor, disseminator, and spokesperson.
• Decision roles involve making decisions to solve problems and take advantage of opportunities. The roles include entrepreneur, disturbance handler, resource allocator, and negotiator.

Leadership Qualities

• Self-confidence: leaders must trust in their abilities
• Creativity: generating new or original ideas
• Dependability: being reliable and trustworthy
• Energy: working hard to achieve goals
• Well-rounded skills: having a diverse skillset
• Charisma: having a captivating personality to influence others
• Persistence: persevering even when faced with challenges

Leadership Styles

• Autocratic (Authoritarian): Leader makes decisions and expects obedience and complete control over the workforce. It works well in emergencies when quick decisions are needed but not conducive to innovation or motivation in the general sense.
• Democratic (Participative): Leader involves the workforce on the decision-making process (participative) and values employee feedback (democratic). Encourages participation but may compromise timeliness of decisions.
• Laissez-faire: Leader provides limited direction and lets the staff take maximum autonomy to perform the work. It works well where employees are highly motivated and self-disciplined, but may create poor performance and inconsistency.

Motivation Theories

• Taylor (Scientific Management): Workers are motivated by financial reward for increased output. A systematic approach to improve efficiency and productivity. (Economic Man)
• Maslow (Hierarchy of Needs): Workers are motivated by a hierarchy of needs, starting with basic needs like physiological (food, shelter) and progressing to safety, social, esteem, and self-actualization needs.
• Herzberg (Two-Factor Theory): Motivators (job satisfaction) include recognition, responsibility, and challenging work, while hygiene factors (dissatisfaction) relate to working conditions such as pay or relationships with coworkers.
• Mayo (Hawthorne Effect): Motivating workers is influenced by social and psychological factors such as teamwork and attention from management rather than primarily by financial incentives or conditions, thus showing the need for strong social dynamics in the workplace.
• Vroom (Expectancy Theory): Motivation depends on employee's belief that effort leads to performance, performance leads to rewards, and rewards are desirable.

Financial Rewards

• Time rates: payment is based on time worked (hourly or daily)
• Piece rates: payment depends on the number of units produced.
• Commission: payment is a percentage of sales or other metrics.
• Bonuses: one-time payment for exceeding performance goals.

Non-Financial Rewards

• Job enlargement: more variety to tasks and duties.
• Job enrichment: more challenging tasks and greater responsibility.
• Job rotation: changing responsibilities to combat boredom or improve skills.
• Training: educational or skill development programs
• Promotion: opportunities to move up the company ranks
• Recognition and praise: appreciation of employee achievements through compliments, verbal thanks or small awards.

Workforce Planning

• Forecasting future workforce needs based on business objectives, anticipated growth, or departmental restructuring
• Planning for future staffing requirements based on skill gaps and employee turnover
• Assessing existing workforce skills against future needs and planning for appropriate training and development
• Attracting, hiring, and motivating future staff with appropriate training and incentives to meet current and future needs

Employee Relations

• Trade unions represent employees' interests
• Collective bargaining is negotiating terms of employment for a group of employees
• No-strike agreements are agreements between employers and unions designed to minimize disruptions.

Organizational Structure

• Organizational chart: visual representation of an organization's hierarchy, reporting lines, and communication channels
• Hierarchical structure: pyramid-like structure with clear chain of command from top (e.g.,CEO) to bottom (e.g., entry-level employees).
• Flat structure: less hierarchical levels, more delegation and empowerment.
• Functional Structure: Division of departments based on specific functions (e.g., finance, marketing, operations), which are hierarchical in nature and can facilitate increased specialized resources for specific tasks.
• Matrix Structure: combines functional and project-based teams. Employees report both to functional and project managers.

Communication

• Methods: written (letters, memos, reports), oral (meetings, telephone calls), visual (charts, diagrams), electronic (emails, videoconferencing)
• Communication barriers: issues preventing effective communication (e.g., technical jargon, poor listening, distractions.
• Steps to overcome barriers: Clearly communicate to be understood. Ensure feedback is actively requested and received. Select the appropriate channel that best transmits the intended information. Ensure the recipient has the resources and skills to effectively decode the message.