Management Skills PDF
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Summary
This document provides an overview of management skills, including leading, delegation, and motivational approaches, such as McGregor's Theory X/Y and Maslow's Hierarchy of Needs. It also addresses implications of not effectively delegating tasks.
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Management Skills Leading Direc4ng / delega4ng: guiding employees to achieve tasks and obey Moving Energising/inspiring people; McGregor's Theory X/Y, Maslow's Hierarchy of Needs Communicant Transfer of information from superior to subordinate; improve instruc4on: clear orders; remove barriers,...
Management Skills Leading Direc4ng / delega4ng: guiding employees to achieve tasks and obey Moving Energising/inspiring people; McGregor's Theory X/Y, Maslow's Hierarchy of Needs Communicant Transfer of information from superior to subordinate; improve instruc4on: clear orders; remove barriers, account for factors LEADING The ability to influence staff to follow strategies that meet the company's aims, by directing and delegating DELEGATION Superior gives control of a task to a subordinate but remains responsible for it, assignment of responsibility to other, prevents micromanagement Benefits Frees up 4me to prioritise; shows trust; employees gain experience/skills; staff become more mo4vated ImplicaEons of Not DelegaEng Manager overworked/stressed; less efficient; employees do not develop; employees do not feel trusted; might lead to low morale/high turnover LEADERSHIP STYLES Style Keywords When Should It Be Used? AutocraEc Keeps control; does not consult; uses threats/money to mo4vate Crisis (quick decisions needed) Workers have low job a\achment DemocraEc Seeks opinions/feedback; consults when making decisions; delegates work Most businesses; creates bond; inclusivity, teamwork helps 2 Laissez-Faire Low supervision; allows employees to make decisions With very skilled employees; those who are engaged with their profession MOTIVATING A manager energising and inspiring employees towards goals MCGREGOR'S THEORY X AND THEORY Y Explains how managers think about what mo4vates their staff Theory X Beliefs Workers dislike work, are lazy, lack ambi4on, do not use ini4a4ve, mo4vated by money Theory Y Beliefs Workers enjoy work, ambi4ous, want responsibility, enjoy challenges McGregor Theory LimitaEons Very black and white, workers might not fit exactly into either Theory X or Y MASLOW'S HIERARCHY OF NEEDS Staff can only be mo4vated by a higher level if lower level needs are sa4sfied first, as one need is sa4sfied the next becomes the mo4vator Maslow's Hierarchy How a business can saEsfy each level 1. Physiological/physical (basic human needs: food, water) 2. Safety (need to feel secure, not in danger) 3. Social (need for friendship/belonging) 4. Esteem (need for recogni4on/status) 5. Self-actualisa4on (fulfil poten4al) 1. Pay a living wage/fair wage 2. Offer long-term contract/safety gear 3. Get employees to work in teams; arrange social events 4. Have employee of the month' awards 5. Give workers more challenging work Maslow's Hierarchy LimitaEon All workers might not value each need in the exact same order as in the hierarchy
