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xxx N-119 NLM LEC Management and Motivation Dr. Leslie Lazaro, PhD, MBA, MAN, RN...

xxx N-119 NLM LEC Management and Motivation Dr. Leslie Lazaro, PhD, MBA, MAN, RN LECTURE 4: Week 4 and socialize with each other on the job. They enjoy and prefer MANAGEMENT AND MOTIVATION group-centered work activities, teamwork, interdependence, Motivation is a concept that describes both extrinsic conditions dependability, and predictability. The nurse manager works with that stimulate certain behavior and intrinsic responses that them to maintain this affiliation need at a mutually acceptable demonstrate that behavior in human beings. The intrinsic level. response is sustained by sources of energy, termed “motives.” They are often described as needs, wants, or drives. Motivation is NOTES!! measured by observable and recorded behaviors. Deficiencies in Some people motivation are their dissatisfier/extrinsic (e.g. needs stimulate people to seek and achieve goals to satisfy their makaalis lang ako dito). Meron din naman mga satisifier/intrinsic needs. (e.g. sana maging Nurse 2 na rin ako) Four types of evaluation: Self, peer, subordinate, 360 degree NOTES!! Moonlight = raket Motivation factors include benefits (13th month pay), bonuses, and Fullfillment of needs are constitutional. Government should give a healthy learning environment. E.g. Managers should be neutral works so people can earn and survive. and listen to both sides. Pecuniary measures = nurses have the rights to ask for professional fees (PF). E.g. may nagpa-BP pwede ka manghingi MOTIVATIONAL THEORY ng bayad kasi you have the rights to paid rightfully. However, there Some nurses are motivated to excel and be creative, whereas are nurses who are reluctant to receive/ask PF. others put forth just enough effort to do their jobs. Theories of motivation have been classified into content theories and process PROCESS THEORIES OF MOTIVATION theories. Four process theories of motivation are reinforcement theory, expectancy theory, equity theory, and goal setting. Most behavior NOTES!! within organizations is learned behavior: perceptions, attitudes, Maslow’s hierarchy of needs theory goals, emotional reactions, and skills. Practice that occurs during COLA (cost of living allowance), uniform, food, transportation are the learning process results in a relatively enduring change in among examples of sustaining employee’s basic needs. behavior. Rank-on-file = depende sa credentials mo (educ& number of Skinner advanced a process theory of motivation called operant years in service) yung makukuha mong benefits conditioning. Learning occurs as a consequence of behavior. This In government, no promotion during election period and promotion is also called behavior modification. Behaviors are the operants is every 3 yrs only (e.g. Kaka-promote mo lang sa Rank 1 and are controlled by altering the consequences with reinforces or ngayong taon tas yung credentials mo eh pwede na pang-Rank 2, punishments (reinforcement theory). need mo pa mag-wait ng 3 yrs bago ma-promote) A second process theory of motivation is the expectancy theory of Vroom. This theory postulates that a person and are therefore CONTENT THEORIES OF MOTIVATION motivated voluntarily controls most behaviors. There is an effort - It focus on factors or needs within a person that energize, direct, performance expectancy or belief by a person that a chance sustain, and stop behavior. The most widely recognized work in exists for a certain effort to lead to a particular level of motivation theory is that of Maslow. Like every science, nursing is performance. The performance-outcome expectancy or belief a human needs and goals. Like every science, nursing is a human of this person will have certain outcomes. Given choices, the creation stemming from human motives, having human goals, and individual selects the choice with best-expected outcome. being created, renewed, and maintained by human beings called Research on expectancy theory is increasing although not nurses. systematic or refined. It is a complicated process in which Herzberg did research on a content theory, which he labeled a two unconscious motivation is avoided. – factor theory of motivation. One factor is labeled extrinsic Equity theory is a third process theory. People believe they are conditions, hygiene factors, or dissatisfiers. These conditions, being treated with equity when the ratio of their efforts to reward hygiene factors or dissatisfiers. These include salary, job security, with equity when the ratio of their efforts to rewards equals those working conditions, status, company procedures, quality of of other persons. Equity can be achieved or restored by changing technical supervision, and quality of interpersonal relations among outputs, attitudes, the reference person, inputs or outputs of the peers, with supervisors, and with subordinates. reference person, or the situation. Research on equity theory has They must be maintained in quality and quality to prevent focused on pay. dissatisfaction. They become dissatisfiers when not equitably A fourth process theory of motivation is the goal-setting theory of administered, causing low performance and negative attitudes. Locke. This theory is based on goals as determinants of behavior. The other set of factors is labeled intrinsic conditions, motivators, The more specific the goals the better the results produced. or satisfiers. They include achievement, recognition, responsibility, Research indicates goals are powerful force. They must be advancement, the work itself, and the possibility of growth. They achievable. The difficulty level of goals should be increased only create opportunities for high satisfaction, high motivation, and high to the ceiling to which the person will commit. Goal clarity and performance. The individual must be free to attain them. accurate feedback increase security. Herzberg’s research was criticized for its limited sample of accountants and engineers and for being simplistic. NOTES!! Nurse are motivated as are other scientists by physiological needs 1ST PROCESS (REINFORCEMENT THEORY) including that for food; by needs for safety, protection, and care; ○ Simple gestures to make you feel good is a good positive by social needs for gregarious, affection, and love; by ego needs reinforcement. for respect, standing, and status leading to self-respect or ○ Corporal punishment = namamahiya, verbal abuse, silent self-esteem; and by a need for self-fulfillment or self- actualization treatment, nagpaparinig of the idiosyncratic and species – wide potentialities of the 2ND PROCESS (EXPECTANCY THEORY) individual human being. ○ Expectations should be explain during hiring. HR Many but not all are also motivated by cognitive needs for sheer Management is part of nursing management coz we recruit / knowledge and understanding, voraciously questioning others, hire nurses. reading textbooks, journals, and patients’ charts and continuously ○ Effort-Performance expectancy (e.g. promotion, pursuing courses in their specialty and in the liberal arts, commendation). Promotion is applied, not offered to you, and particularly the humanities. Others are motivated by aesthetic it depends on the institution. need for beauty, symmetry, simplicity, completion, and order, and 3RD PROCESS (EQUITY THEORY) by their need to express themselves. The need may be a feeling ○ Equity (focuses on pay) → Liquedated like bonuses (yung of identification and belongingness with people in general, a bonuses ay iba pa dito yung 13th month pay na mandated by feeling of love for human beings, a desire to help people, the need law) to earn a living, a means of self-expression, or a 18 combination QoL (Quality of Life) covers the budget of top management. If of all these needs working at the same time. Certainly the diversity nurses are burnout, expect poor output/performance in need is individualistic. Do they motivate / reinforce their employee or they see you as a Many nursing personnel enjoy working together and are motivated competition? by their affiliations. In some situations, such as nursing homes, Expectancy (Development) — Equity (Monetary/Performance) — they do not receive the recognition they need from clients, so they Goal Setting (Goal Attainment Theory of King) look for it from colleagues. Many nursing personnel want to talk to N-119 NLM LEC 1  FREDERIC TAYLOR (1856-1915) In-observe nila yung mga employee tas pinalitan nila yung ilaw?? 1. Father of scientific management Then nakita nila nag-improve yung work output ng mga workers 2. Through the used of stopwatch studies, he applied the principles after palitan yung ilaw of observation, measurement and scientific comparison to Ethical consideration: Workers must know they are being observed determine the most efficient way to accomplish a task. 3. He usually found that the same result could be obtained in less Kurt Lewin (1890-1947) time with fewer or shorter motions. He advocated democratic supervision. 4. It was management’s responsibility to select and train workers Autocratic leadership, on the other hand, tends to promote rather than allow them to choose their own jobs and methods and hostility and aggression or apathy and to decrease initiative. train themselves. 5. Reduced wasted efforts, set standards for performance, NOTES!! encouraged specialization and stressed the selection of qualified Lewin = Everyone can contribute and allows employee to vent out workers who could be developed for a particular job. feelings (suggestion box shows democracy) NOTES!! Open door policy = no need to knock when inquiring Scientific because he never looks human as a human. Advantageous because of technical supports and minimize factors Jacob Moreno (1892-1974)) that affect productivity (e.g. daldalan) Claiming that people are either attracted to, repulsed by, or Concept of time-in and time-out and explains little time equates indifferent toward others, he developed the sociogram to chart little production pairings and rankings of preferences for others. Humanistic Management appears after scientific Management Work groups can be organized with a predicted minimum of disruptive tendencies for maximal efficiency and for promotion of GILBRETHS COUPLE high morale. 1. They emphasized the benefits of job simplification and the establishment of work standards, as well as the effects of the Douglas McGregor (1932-) incentive wage plans and fatigue on work performance. In Theory X the manager’s emphasis is of the goal of the 2. His system of “speed work” eliminated haste and also increased organization. The theory assumes that people dislikes work and work output by cutting out unnecessary motions. will avoid it; consequently, workers must be directed, controlled, 3. The Gilbreths were among the first to use motion-picture films to coerced, and threatened so that organization goals can be met. analyze workers’ motions. According to Theory X, most people want to be directed and to 4. The Gilbreths also developed the flow diagram and the process avoid responsibility because that has little ambition. They desire chart to record their observations. The work process was security. Managers who accept the assumptions of Theory X will diagrammed to indicate operations, delays, inspection, do the thinking and planning with little input from staff associates. transportation and storage and the process was then studied to They will delegate little, supervise closely and motivate workers shorten, combine or eliminate steps. through fear and threats, failing to make use of their potentials. 5. The Gilbreths recommended written instructions to prevent In Theory Y the emphasis is on the goal of the individual. It is the misunderstandings and started a merit-rating system for workers. manager’s assumption that can be a source of satisfaction. NOTES!! Theory Y managers assume that workers have the self-direction Job simplification = job description. It enumerates duties / and self-control necessary for meeting their objectives and will responsibilities as worker respond to rewards for the accomplishment of those goals. They Gilberths are responsible for the merit system believe that under favorable conditions people seek responsibility and display imagination, ingenuity, and creativity. According to HERNY GANTT Theory Y, human potentials are only partially used. Managers who 1. He contributed to scientific management by refining previous work believe the assumptions of Theory Y will allow participation. They rather than introducing new concepts. will delegate, give general rather than close supervision, support 2. The Gantt chart depicts the relationship of the work planned or job enlargement, and use positive completed on one axis to the amount of time needed or used on He suggests that when people are unable to satisfy their the other hand. higher-level needs. They experience personal frustrations 3. He also developed a task and bonus remuneration plan whereby resulting in negative behaviors. workers received a guaranteed day’s wage plus a bonus for production above the standard to stimulate higher performance. NOTES!! 4. He argued for a more humanitarian approach by management, McGregor = employee are purely dependent / passive to their placing emphasis on service rather than profit objectives, managers. recognizing useful nonmonetary incentives such as job security Theory X = if they are not guided well, they will not do well so they and encouraging staff development. need extra delegation. Employee na walang pagkukusa NOTES!! Theory Y = employee are fully trusted that they will do well, Wage = sweldo lang (e.g. factory workers) opposite ni Theory X. Employee w/ initiative to their work Salary = includes benefits (like allowances/gifts other than your Managers should help employee to change from X to Y. If you lack sweldo self-initiative, you will not achieve self-improvement HUMAN RELATIONS Ouchi, Pascale, and Athos Pascale and Athos explain that organizations in the United States Chester Barnard (1886-1961) tend to favor strategy, structure and systems whereas the He noted that the degree of cooperation depends on nonfinancial Japanese organizations focus on staff, skills, style, and inducements, which informal organization can help provide. superordinate goals. Authority depends on the acceptance of the followers Small units are the building blocks for complex organizations NOTES!! Influenced the development of a behavioral focus. Ouchi = east (Japan) meets west (US) In Japanese culture, if you are sleeping in job, you are viewed in a NOTES!! way na you are so exhausted in job which means you do well in Barnard = Its not about money, there are non-profit that makes your job (Opposite sa US kasi mamamasamain ka kapag nakita ka people happy. natutulog during work) You cannot gain trust if you doubt yourself Chris Argyris (1923-) Mary Follet (1868-1933) The greater the disparity between individual and organizational Stressed the importance of coordinating the psychological and needs, the more tension, conflict dissatisfaction, and subversion sociological aspects of management. result. She considered subordination offensive. Managers can make jobs more meaningful by taking advantage of The law of the situation dictates that a person does not take people’s talents and letting them participate in planning, goal orders from another person but from the situation. setting and problem solving. Her work was a link between the classic and human relations eras. NOTES!! Argyris = disparity = diversity at work Elton Mayo (1880-1949) Hawthorne Studies Work norms obviously had more influence than wage incentive Rensis Likert (1903-1981) plans. He identified three types of variables in organizations: (1) causal, (2) intervening, and (3) end result. The causal variables include NOTES!! leadership behavior, organizational structure, policies, and Mayo = Hawthorne effects (observe working conditions and controls. Intervening variables are perceptions, attitudes, and improve the working conditions to improve the quality of work). MCN 2 Lec – Children with Neurologic Disorders 2  motivations. The end-result variables are measures of profits, costs, and productivity. He developed a Likert scale questionnaire that includes measures of causal and intervening variables. The Likert scale measures several factors related to leadership behavior process, motivation, managerial influence, and goal setting and staff development. Likert also identified four types of management systems: (1) exploitative-authoritative, (2) benevolent-authoritative, (3) consultative, and (4) participative group. The first involves policing and punishments are used as control functions by top administration. Allowed no input, the workers strongly resist the organization's goals and develop an informal organization of their own. The second involves little communication and it is mostly directed downward after being censored by the manager and is received with some suspicion. Rewards and punishment are used as control functions by top administration. There is usually an informal organization resisting the formal one. In the third system, the consultative system, the manager has substantial confidence in staff associates. Their ideas are usually sought and they feel free to discuss their work with the manager. The fourth system is associated with the most effective performance. NOTES!! Likert = Magbababa ka ng memorandum (causal) → what will happen after, either you follow or not (intervention) → is there an improvement after the memorandum (end result) Likert scale = there's a counterpart / opposing word (strongly agree / strongly disagree) Rating scale = frequency / always / rarely (e.g. temperature, pain scale) Consultative = people sought consultation to you Participative = you work with them MCN 2 Lec – Children with Neurologic Disorders 3  xxx N-119 NLM LEC Theory of Nursing Management Dr. Leslie Lazaro, PhD, MBA, MAN, RN LECTURE 3: Week 3 situation that has a universal pattern of characteristics possessed THEORY OF NURSING MANAGEMENT by certain people.” This statement implies that leadership is a General systems theory – It is an organismic approach to the human relations function and that different situations may require study of the general relationships of the empirical universe of an different characteristics or traits of a leader. Is it not to large degree organization human thought. It grew out of biology as an analogy universally accepted in nursing that authoritarian power is effective between an organism and a social organization. in times of crisis but that is otherwise promotes instability. A theory of nursing management evolves from the theory of nursing and the nursing process. Just as data are collected and NOTES!! analyzed by the clinical nurse to make the nursing care plan, so Traits can’t be changed; its intrinsic/innate; it is within you; it is does the clinical nurse manager collect and analyze data to do different from personality [can be changed] planning. Traits of a leader: command, respond, punctual, detailed, able to foresight potential crisis NOTES!! Despite the shortcomings of the trait theory, some traits have been In an organization, there is a nucleus, which is the central part. identified that are common to all good leaders. An organization is similar to a cell ○ Traits - Traits related to intelligence include knowledge, Encompasses more extensive scope decisiveness, and fluency of speech. Perceived knowledge Explains all intricate matters pertaining to management and competence in a specific job is one of the most important MBO – Management By Objective factors in a leader’s effectiveness. A competent leader has TQM – Total Quality Management expert power when it is used to inspire subordinates to excel Dito, naniniwala sa internal and external environment in performance. Leaders who are competent and expert have When you are analyzing a patient, analyze them in all aspects greater latitude in their relationship with subordinates. ○ 1 particular assessment = different kinds of interventions ○ Personality – Personality traits such as adaptability, self-confidence, creativity, and personal integrity are THEORIES OF LEADERSHIP associated with effective leadership. A leader is effective and knows how to motivate workers to achieve the goals of the GREAT MAN THEORY organization. It can change. ○ Abilities – A leader has sufficient popularity, prestige, and The great man theory argues that a few people are born with the interpersonal skills to symbolize, extend, and deepen necessary characteristics to be great. Leaders are well rounded collective unity among members of the system. In most and simultaneously display both instrumental and supportive nursing situations, the hospital or nursing administrator leadership behavior. People who use both instrumental and appoints the leader. Without losing authority and control, an supportive leadership behaviors are considered “great men” and appointed leader has to demonstrate understanding and supposedly are effective leaders in any situations. Many find this achieve the worker’s understanding of and motivation for theory unattractive because of its premise that leaders are born achieving the goals of the organization. Too often the group and not made, which suggests that leadership cannot be has appointed the supervisor because of technical and developed. administrative talents rather than leadership abilities or acceptance. This fact points up the relative emphasis given to NOTES!! leadership abilities and attitudes. DEBATE: leaders are not born but are developed. NOTES!! Is quantitative; demonstrate and understanding Transformational leaders – mga napilitan mag lead dahil sa = quantifiable characteristics environment, lalo na nung covid Leaders either to inspire or to deflate morale and esprit de corps If leaders are born, what about yung mga may minamanag can use all of these traits and characteristics. Nurse managers succession? like generational talaga. Trust is in question need to develop those nurses who inspire high morale and esprit Sa rank on file, hinahanap credentials mo. Kunwari may MA ka, de corps. may merit kang makukuha. Pero di porket may MA ka masasabi Although it may be that leaders are made, not born, there are mong capable ka. some persons who are natural leaders. They emerge from a group Basically dito sa theory na to, you have innate qualities in you, that in which they have made known their talents for representing and make you great. articulating group values and goals. The group gives the person in the leadership role influence. According to Holloman, “Leadership CHARISMATIC THEORY results when the appointed head causes the members of his (sic) The charismatic leader inspires others by obtaining emotional group to accept his directives without any apparent exertion to commitment from followers and by arousing strong feelings of authority or force on his part.” loyalty and enthusiasm. However, because charisma is so elusive, some may sense it while others do not. Followers of charismatic SITUATIONAL THEORY leaders trust the leader’s beliefs; have similar beliefs; exhibit Traits required of a leader differ according to varying situations. affection for, obedience to, and unquestioning acceptance of the Among the variables that determine the effectiveness of leadership leader and are emotionally involved in and believe they can style are factors such as the personality of the leader; the contribute to the mission. Charismatic leaders have strong performance requirements of both the leader and followers; the conviction in their own beliefs, high self-confidence, and a need for attitudes, needs and expectations of the leader and followers; the power. Charisma is more likely attributed to leader who advocates degree of interpersonal contact possible; time pressures; physical a vision discrepant from the status quo, emerges during a crisis, environment; organizational structure; the nature of the accurately assess the situation, communicates self-confidence, organization; the state of the organization’s development and the uses personal powers, make self-sacrifices and uses influence of the leader outside the group. unconventional strategies. NOTES!! NOTES!! Depende sa situation, similar sa transformational leader; they are Charisma is synonymous with magnetism; others maiinfluence, left with a situation where no one else will lead but them. others not. Nabubuo ang mentorship (idolization) Status quo - bureaucracy CONTINGENCY OR SITUATION THEORY OF LEADERSHIP Charisma is nonconforming to the bureaucracy The newer contingency or “situation” theory of leadership, which has replaced older “trait” and “style” theories, holds that since the TRAIT THEORY total culture, work situation, and work group are in constant flux, the most effective leader for a particular situation is the one whose Much of the early work on leadership focused on the leader. This personality and style best satisfy needs of the work group for research was directed toward identifying intellectual, emotional, structure and support as they attack the task at hand. According to physical, and other personal traits of effective leaders. The the situation theory, a leader no more controls the work situation underlying assumption was that leaders are born, not made. than she is controlled by it. The leader, like the subordinate, is After many years of research, no particular set of traits has been entirely subservient to the task, since goal achievement is the only found that predict leadership potential. There are some possible justification for leadership. Although she possesses considerable reasons for this failure to find specific traits. According to power of position, a leader is peculiarly at the mercy of McGregor, “research findings to date suggest that it is more fruitful subordinates: She must control the behavior of other workers in to consider leadership as a relationship between the leader and the N-119 NLM LEC 1  order to realize her own work goals, but she can effect such control tasks (decreases task structure); requesting either more specific or only through acquiescence of subordinates to her authority. more general directions from her own superiors; or developing more specific or more general procedures to guide subordinates’ NOTES!! work activities. Reiteration lang ng situ theory The manager can increase her position power by insisting that all Sa military daw tinatanong “What is your contingency” information transmitted to or from members of the work group be Measures to address crisis situations; paano massustain ang channeled through her, by restricting flow of selected information to situation? subordinates, and by acquiring expertise in all tasks performed by subordinates.rdinates, encouraging subordinates to communicate According to the situation theory, leadership should shift from one directly with her superiors and socializing freely with subordinates. person to another and the designated leader should shift from one It must be recognized, however, that in engineering the work style to another as changes occur within the work situation. Even situations to achieve better match with her own leadership style, though no one set of traits and no one leadership style is effective the manager may be making the work situation less comfortable for in all situations, there are guidelines for adapting leadership specific subordinates, since employees have different preferences activities to situational characteristics. To lead others effectively, an for task structure and leader-member relations. individual must be a member of the work group to be led, must be viewed by group members as superior to themselves in some PATH – GOAL THEORY significant attribute, and must occupy a position of high potential The path-goal theory was derived from the expectancy theory, within the group’s force field. which argues that people act as they do because they expect their Thus, the nurse supervisor’s clinical background, ideals, and behavior to produce satisfactory results. The leader facilitates task occupational interests should resemble those of subordinates; she accomplishments by minimizing obstructions to the goals and by should possess recognized skill in nursing management, rewarding followers for completing their tasks. Structure activity communication, and institutional politicking; and she should can increase motivation by reducing role ambiguity and allowing for represent a subject area, a skill specialization, or a functional externally imposed controls. Leader consideration seems emphasis that confers power and stimulates action. For example, particularly important for routine jobs. The path-goal theory in a hospital or clinic where a home care program is being introduced staff associates as a variable. Experienced staff developed an experienced outreach program. associates may prefer a task-oriented style, whereas less mature, In an institution that has combined its Emergency Room, Coronary less experienced and consequently less secure individuals may Care Unit, Dialysis Unit, Surgical Intensive Care Unit, Post prefer a considerate leader. anesthetic Recovery Unit, and Pediatric Intensive Care Unit into a single Department of Emergency and Intensive Care, a MANAGERIAL GRID medical-surgical clinical specialist with intensive care certification Blake and Mouton’s Managerial Grid – The Managerial Grid (or, might be the logical choice for nursing leader of the new as it is labeled in its latest form, the Leadership Grid) is a department. two-dimensional leadership model. Dimensions of this model are In a health disciplines, previous formal and clinical teaching tasks or production and employee or people orientation of experience might be as important a requirement as managerial managers. experience for the position of clinical supervisor. In an institution Grid Synopsis. Two key dimensions of managerial thinking are whose patient population and work force are predominantly black depicted on the Grid: Concern for Production on the horizontal or Spanish speaking, a nurse from the same ethnic background as axis, and Concern for People on the vertical axis. They are shown her clients and subordinates might prove a more effective director as 9-point scales where 1 represents low concern, 5 represents an or supervisor than one of a different ethnic background. average amount of concern, and 9 is high concern. These two concerns are interdependent; that is while concern for NOTES!! one or the other may be high or low, they are integrated in the There is no perfect leadership style. You have to apply kung ano manager’s thinking. Thus, both concerns are present to some compatible sa situation degree in any management style. Study Grid enables one to sort The type of leadership needed also depends on the clinical area out various possibilities and the attitudes, values, beliefs, and Use matter-of-fact approach assumptions that underlie each approach. When one is able to objectively see personal behavior in contrast According to the contingency theory of leadership (Fiedler, 1977), with soundest approach, it provides motivation to change in order the success of any working group depends on achieving a proper to more closely approximate the soundest management. When match between the manager’s leadership style and the amount of group members come to share 9.9 values, beliefs, attitudes and the manager’s control over the work situation. Fiedler’s research assumptions, they develop personal commitment to achieving indicated that a manager’s leadership style tends to be either group goals as well as their individual goals. In doing so, they relationship-motivated or task-motivated and the manager’s control develop standards of mutual trust and respect that cause them to over the work situation is greatest when leader-member relations elevate cooperation and communication. are highly favorable, the task is highly structured and the manager Blake and Mouton contend that the 9.9 style is the one most likely has a high degree of position power. to achieve highest quality results over an extended period of time. The 9.9 styles, unlike the others, is based on the assumption that NOTES!! there is no inherent conflict between the needs of the organization There is a matching of the followers and leaders for performance and the needs of people for job satisfaction. Studies suggest that task-motivated leaders are most successful in Finally, as an orienting framework, the Grid serves as a road map condition of high control or low control of the work situation and toward more effective ways of working with the through others. relationship-motivated leaders are most successful in conditions of When group members have this common frame of reference for moderate control of the work situation, and relationship-motivated what constitutes an effective and or an ineffective approach to leaders are most successful in conditions of moderate control of issues of mutual concern, they are able to take corrective action the work situation. Fiedler states that it is difficult for a manager to based on common understanding and agreement about the alter her basic leadership style. soundest approach and objectivity when actions taken are less Therefore each manager should identify her basic leadership style, than fully sound. and when she finds herself in a work situation that is unsuited to that style, either should leave the job and find another where NOTES!! conditions are better suited to her underlying motivation patterns or When you think about production, you think about the people in the should alter the present situation (job engineering) so as to create management working conditions in which her leadership style will become more Understaffed = quality is at stake effective. For example, a manager can alter the character of Labor Law = working 40 hours per week leader-member relations, rendering them either more or less > 40 hr/week = overtime favorable, by spending more or less time I informal relations with 10pm-6am shift = night differential pay [parang additional pay] subordinates, transferring selected individuals into or out of the May mga school na wala sa top 10, pero marami naman number of work group, or increasing or decreasing the amount of her time graduates. that is available for coaching subordinates. Build framework to have reasonable production with reasonable amount of people. NOTES!! Path goal: you clear the way, you anticipate for a smooth sail There’s ambiguity along the way; needs clarity; magaling dapat sa planning The manager can decrease her position power by delegating decisions power to suboA manager can increase or decrease the amount of task structure in the unit by providing additional training in job tasks (increases task structure) or assigning new, unfamiliar N-119 NLM LEC 2