Learning Module Session 6

LEADERSHIP
COMMUNICATION IN AN
ORGANIZATIONAL
CONTEXT
Barret (2014)
THE EVOLUTION OF
MANAGEMENT THEORY
SCIENTIFIC
MANAGEMENT THEORY
The systematic study of
the relationships between
people and tasks for the
purpose of redesigning
the work process to
increase efficiency
Job specialization: Process

by which a division of
labor occurs as different
workers specialize in
different tasks over time
ADMINISTRATIVE
MANAGEMENT THEORY
The study of how to create an organizational
structure and control system that leads to high
efficiency and effectiveness
FAYOL’S PRINCIPLES OF MANAGEMENT (1
OF 2)
Division of labor Job specialization and the division of labor should
increase efficiency, especially if managers take
steps to lesson workers’ boredom.
Authority and Managers have the right to give orders and the
responsibility power to exhort subordinates for obedience.
Unity of command An employee should receive orders from only one
superior.
Line of authority The length of the chain of command that
extends from the top to the bottom of an
organization should be limited.
Centralization Authority should not be concentrated at the top
of the chain of command.
Unity of direction The organization should have a single plan of
action to guide managers and workers.
Equity All organizational members are entitled to be
treated with justice and respect.
Order The arrangement of organizational positions
should maximize organizational efficiency and
provide employees with satisfying career
opportunities.
FAYOL’S PRINCIPLES OF MANAGEMENT
(2OF 2)
Initiative Managers should allow employees to be
innovative and creative.
Discipline Managers need to create a workforce that
strives to achieve organizational goals.
Renumeration of The system that managers use to reward
personnel employees should be equitable for both
employees and the organization.
Stability of tenure Long-term employees develop skills that can

of personnel improve organizational efficiency.
Subordination of Employees should understand how their
individual interests performance affects the performance of the
to the common whole organization.
interest.
Espirit de corps Managers should encourage the development
of shared feelings of comradeship,
enthusiasm, or devotion to a common cause.
BEHAVIORAL
MANAGEMENT THEORY
The study of how managers should
personally behave to motivate employees
and encourage them to perform at high
levels and be committed to the
achievement of organizational goals
Mary Parker Follett concerned that Taylor

ignored the human side of the
organization
Suggested workers help in analyzing their
jobs
If workers have relevant knowledge
of the task, then they should be in
control of the work process itself
Hawthorne Effect
tendency for productivity to increase

when workers believe they are receiving
special attention from management
(observer effect).
x
• People are lazy.
y
• People are energetic.
• People lack ambition and • People are ambitious
dislike responsibility. and seek responsibility.
• People are self- • People can be selfless.
centered. • People want to
• People resist change. contribute to business
• People are gullible and growth and change.
not bright. • People are intelligent.
Douglas McGregor proposed two different sets of assumptions about

workers.
Communication in Organizations
For the organization to function efficiently and effectively
Is important and is needed – For leaders to guide, motivate, move organizations forward
Should complement and be compatible with the organizational structure,

operations, and culture.
Can be viewed as a linear, uni-direction process (the classical top down) or as

multi-directional and interactive
HR approach depends on – open, dynamic, contextual, on-going, simultaneous

Leadership and Management
Managers possess leadership abilities
and leaders often manage.
What a manager and leader both do

in an organizational context:
• Manage resources (people, information,
environment, budgets)
• Influence people to direct their efforts toward
the achievement of a goal or goals
• Obtain the best out of subordinates individually
and collectively to achieve goals effectively and
efficiently
12-12
What Good Supervisors Do
to Motivate Subordinates Today
Provide direct help, Set clear goals and clarify Work collaboratively as a
adequate resources, time where the work is heading peer
and why it matters
However, the most important

motivators are the following:
Make things more fun and • Enabling people to move
Provide emotional support forward in their work
relaxing • Treating them decently as human
beings
Source: Amabile and Kramer (20012). “Inner Work Life: Understanding the Subtext
of Business Performance.” Harvard Business Review.
1. Power—what kind and how is it used
2. Trust—from both sides; supervisor trusts
subordinate to do good work and subordinate
PRIMARY expects to be recognized and treated fairly
EFFECTS ON 3. Communication—frequency and style,
SUPERVISOR/ medium
SUBORDINATE 4. Culture—the tone the organization set for
RELATIONSHIPS such relationships
5. Values and ethics—what does the individual
value and what guides his or her ethical
decisions?
POWER
Legitimate power: power granted
through the organizational
hierarchy.
Reward power: the power to give
or withhold rewards.
Coercive power: the power to
force compliance by means of
psychological, emotional, or
physical threat.
Referent power: power based
on identification, imitation,
loyalty, or charisma.
Expert power: power derived
from information or expertise
Miranda Priestly Andy Sachs
Mentor and Protégé Responsibilities
Mentor Protégé
❖Provide guidance ❖Shape agenda for the
❖Create a positive, open relationship
relationship ❖Establish realistic and
❖Help protégé identify attainable expectations
problems and solutions ❖Be open in communicating
❖Lead protégé through with mentor
problem-solving processes ❖Establish priority issues
❖Offer feedback ❖Don’t expect mentor to be Source:
❖Share stories, including expert on everything www.sba.gov/smallbusinessplan
mistakes ner/manage/lead/SERV_MENT
❖Solicit feedback
❖Come to each meeting ORING.html
prepared ❖Come to each meeting
prepared
The Grow Model as One Approach to
Providing Feedback
• Invite self-assessment
• Agree on topic
• Offer specific examples
• Agree on objectives
• Avoid or check assumptions
• Set long-term aim, if
• Discard irrelevant history
appropriate
Goal Reality
• Cover full range of

• Commit to action
Wrap-up Options options
• Identify possible obstacles
• Invite suggestions
• Make steps specific and
• Offer suggestions
define timing
carefully
• Agree on support
• Ensure choices are made
Source: Max Landsberg, The Tao of Coaching

Learning Module Session 6

Uploaded by

Copyright:

Available Formats

Learning Module Session 6

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Learning Module Session 6

Uploaded by

Copyright:

Available Formats

LEADERSHIP

Job specialization: Process

Stability of tenure Long-term employees develop skills that can

Mary Parker Follett concerned that Taylor

tendency for productivity to increase

Douglas McGregor proposed two different sets of assumptions about

Should complement and be compatible with the organizational structure,

Can be viewed as a linear, uni-direction process (the classical top down) or as

HR approach depends on – open, dynamic, contextual, on-going, simultaneous

What a manager and leader both do

However, the most important

• Cover full range of

Source: Max Landsberg, The Tao of Coaching

You might also like