Directing implementation
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The document discusses various approaches to directing and motivating employees in an organization. It describes motivation theories like Maslow's hierarchy of needs and McGregor's Theory X and Theory Y. It also discusses different leadership approaches like the trait approach, behavior approach, managerial grid approach, situational leadership model, and contingency approach. The goal of directing is to motivate employees to meet organizational objectives through leadership and influencing employee behavior.
Directing implementation
- 1. DIRECTING IMPLEMENTATION A part of Lecture Note for Hospital Management Dr. Fahmy Radhi, MBA
- 2. Directing Directing – management process of motivating and leading employees to meet an organization objective Motivation – the factor that cause and sustain an individual’s behavior Leadership – The process of directing and influencing the task related activities of individual
- 3. Motivating Motivation – the way drives or needs direct a person’s behavior toward a specific goals
- 4. Motivation Theories Classical Theory – incentive wage system used as main motivation for employees Behavior Theory – social needs influence to human behavior Contemporary Theories: Maslow’s Hierarchy Model, Theories X an Y,
- 5. Maslow’s Needs Hierarchy Human needs are arranged from low to high into a hierarchy When a human need is satisfied, it will stop as main motivator, but it still influence to his/her behavior
- 6. Five Needs in a Hierarchy Physiological Needs - biological need Security Needs – to be financially secure and protected against job loss Social Needs – to belong and to interact with other people Esteem Need – the need for self-respect and for respect from other Self-Actualization Need – the need to use and display one’s full range competence
- 8. McGregor’s Theory X and Theory Y Theory X employees dislike work, responsibility, and accountability and employees must be closely directed and controlled to be motivated Theory Y want to be challenge like to display creativity highly motivated to perform well if given some freedom to direct or manage their own behavior
- 9. LEADERSHIP Leadership – the process of directing and influencing the task-related activities of group members Leadership requirements : involving other people as employees or followers there is unequal distribution of power between leaders and group members having the ability to use the different forms of power to influence the followers’ behaviors in the number ways having value as moral leadership
- 10. The Leadership Approaches Trait approach The behavior approach Managerial Grid approach Situational Leadership Model Contingency approach
- 11. Trait approach Trait approach – identify the personal characteristics of leaders by Comparing leaders and non-leaders: leaders more extroverted and more self-confident than non-leader Comparing the effective and ineffective leaders: effective leaders more intelligence, initiative, and more self-assurance than ineffective leaders Using assumption that the leaders are born, not made
- 12. The behavior approach The behavior approach – identify the leaders’ behavior by exploring: Leadership functions: tasks-related and group maintenance Leadership style: tasks oriented and employee-oriented styles, Participative and Authoritative style
- 13. Managerial Grid Managerial Grid: the diagram that measure a manager’s concern for people and tasks
- 14. Situational Leadership Model Situational Leadership Model – how leaders should adjust their leadership style in response situation and condition
- 15. Contingency approach Contingency approach – the leader style depend on types of situations, employees, tasks, organization and environment variables Leader-member relations – the quality of interaction is the most important influence on the manager’s power Task Structure – managers automatically have high power in structure tasks Position power is inherent in the formal position