Eng'g Management Hard

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7.

MOTIVATING

What is Motivation?
Motivating – refers to the act of giving employees reasons or incentives to work to achieve organizational objectives.
Motivation – refers to the process of activating behavior, sustaining it, and directing it toward a particular goal.

Factors Contributing Motivation


 Willingness to do a job.
 Self-Confidence in carrying out a task.
 Needs Satisfaction

Theories of Motivation

Maslow’s needs hierarchy theory Process of Motivation

Herzberg’s two-factor theory


Is developed by Frederick Herzberg indicating that "a satisfied employee is motivated from within to work harder and
that a dissatisfied employee is not self- motivated“
Herzberg identified two classes of factors associated with employee satisfaction and dissatisfaction.

Satisfaction
 Achievement Dissatisfaction
 Recognition  Company Rules
 Work Itself  Supervision
 Responsibility  Relationship with co-workers
 Advancement  Work conditions
 Growth  Salary
 Personal Life
 Security

Expectancy theory
It is a motivation model based on the assumption that an individual will work depending on his perception of the
probability of his expectations to happen.
Motivation is determined by expectancies and valences.

Goal setting theory-Refers to the process of “improving performance with objectives, deadlines or quality standard.”
 Goal content
 Goal Commitment
 Work Behavior
 Feedback Aspects

Techniques of Motivation

Motivation through Job Design-Job design maybe defined as “specifying the tasks that constitute a job for an
individual or a group”.

Fitting People to Jobs Fitting Jobs to People


 Realistic job Preview  Job enlargement
 Jobs rotation  Job enrichment
 Limited exposure

Motivation through Rewards Motivation through Employee Participation


1. Extrinsic – those which refer to payoffs granted to 1. Setting goals
the individual by another party. 2. Making Decisions
2. Intrinsic – those which are internally experienced 3. Solving Problem
payoffs which are self-granted. 4. Designing and implementing organizational changes

More popular approaches to employee participation:


1. Quality control circles- the objective QCC is to increase productivity and quality of output.
2. Self-managed teams- take on traditional managerial tasks as part of their normal work routine.

Requisites to Successful Employee Participation Program


 A profit-sharing or gains haring plan.
 A long term employment relationship with good job security.
 A concerted effort to build and maintain group cohesiveness.
 Protection of the individual employee's rights.

Other Motivation Techniques


1. Flexible work schedules-allows employees to determine their own arrival and departure times within specified limits.
2. Family support services-progressive companies provide day care facilities for children of employees.
3. Sabbaticals-given to an employee after a certain number of years of service.

8. LEADING
What is LEADING?
 Leading is that management function which “involves influencing others to engage in the work behaviors
necessary to reach organizational goals”.

How Leaders influence others?


Leaders are said to be able to influence others because of the power they possess.
 Power refers to the ability of a leader to exert force on another.

Bases of Power:
The power possessed by leaders may be classified according to various bases.

Description of different power:


 Legitimate Power – a person who occupies a higher position has legitimate power over persons in lower
positions within the organization.
 Reward Power – when a person has the ability to give rewards to anybody who follows orders or request, he is
said to have reward power.
Rewards may be classified into material and psychic. (recognition, praises)
 Coercive Power – when a person compels another to comply with orders through threats or punishment, he is
said to possess coercive power.
Punishment may take the form of demotion, dismissal, withholding of promotion, etc.
 Referent Power – When a person can get compliance from another because the latter would to be identified
with the former, that person is said to have referent power.
 Expert Power – Experts provide specialized information regarding their specific lines of expertise. This influence,
called expert power, is possessed by people with great skills in technology.

The Nature of LEADERSHIP:


Leadership may be referred to as “the process of influencing and supporting others to work enthusiastically toward
achieving objectives”.

 Leadership is expected of any manager in charge of any unit or division.


 One cannot expect a unit or division to achieve objectives in the absence of effective leadership. Even if a leader
is present, but if he is not functioning properly, no unit or division objectives can be expected to be achieved.

Traits of Effective Leaders:

 A high level of personal drive  Knowledge of the company, industry or


 The desire to lead technology
 Personal integrity  Charisma
 Self confidence  Creativity
 Analytical ability or judgment  Flexibility

Leadership Skills:
Leaders need to have various skills to be effective, they are:
 Technical skills
 Human skills
 Conceptual skills

Behavioral Approaches to Leadership Styles:


 Those in positions of leadership exhibit a pattern of behavior that is unique and different from other patterns.
This total pattern of behavior is called Leadership Style.

Several approaches used in classifying leadership styles:


 According to the ways leaders approach people to motivate them.
 According to the way the leader uses power.
 According to the leader’s orientation towards task and people.

Ways leaders Approach People:

There are two ways a leader may approach people to motivate them:
 Positive leadership
Emphasizes rewards, may be economic non-economic
 Negative leadership
When punishment is emphasized by the leader, ex. Reprimand, suspension, or dismissal

Ways leaders use power:

Leadership styles also vary according to how power is used. They are as follows:
 Autocratic - Make decisions themselves without consulting subordinates. Motivation take the form of threats,
punishments, and intimidation of all kinds.
 Participative-Invites his subordinates to participate or share in decisions, policy making and operation methods
 Free-Rein Leaders-Set objectives and allow employees or subordinates relative freedom to do whatever it takes
to accomplish the objectives.
-Weakness – very little managerial control and a high degree of risk.
-If the leader does not know well the competence and integrity of his people and their ability to handle this kind
of freedom, the result could be disastrous.

Leaders’ orientation toward tasks and people:

Leaders may be classified according to how they view tasks and people. Consequently, a leader may either be;
 Employee oriented-When a leader considers employees as human beings of intrinsic importance and with
individual and personal need to satisfy.
 Task oriented-When a leader places stress on production and technical aspects of the job and the employees
are viewed as the means of getting the work done.

Contingency Approaches to Leadership Style:

The contingency approach is “an effort to determine through research which managerial practices and techniques are
appropriate in specific situations”.

The various contingency approaches are as follows:


 Fiedler’s Contingency Model
 Hersey and Blanchard’s Situational Leadership Model
 Path-Goal Model of Leadership
 Vroom’s Decision Making Model

9. CONTROLLING
What is controlling?
 Controlling refers to the process of ascertaining whether organizational objectives have been achieved; if not,
why not; and determining what activities should then be taken to achieve objectives better in the future.
 Objectives and goals that are set at the planning stage are verified as to achievement or completion at any given
point in the organizing and implementing stages. When expectations are not met at scheduled dates, corrective
measures are usually undertaken.

Controlling in communication
 One of the function of communication
 The management of any organization will always have plans with long, medium or long term objectives for the
months and years ahead.
Controlling in motivation
 Quality control circles (QCC) – the objective of QCC is to increase productivity and quality output. The circle
forwards its recommendations to management, which in turn, makes decision on its adoption.

Importance of Controlling
 When controlling is properly implemented, it will help the organization achieve its goal in the most efficient and
effective manner possible.
 Proper control measures minimize the ill effects of such negative occurrences (Deviations, mistakes, and
shortcomings).

Steps in the Control Process


The control process consists of four (4) steps, namely:
1. Establishing performance objectives and standards.
2. Measuring actual performance.
3. Comparing actual performance to objectives and standards, and
4. Taking necessary action based on the results of the comparisons.

Establishing Performance Objectives and Standards


In controlling, what was to be achieved must first be determined. Examples of such objectives and standards are the
following:
 Sales targets- which are expressed in quantity or monetary terms.
 Production targets- which are expressed in quantity or quality.
 Worker attendance- which are expressed in terms of rate of absences;
 Safety record- which are expressed in number of accidents for given periods;
 Supplies used- which are expressed in quantity or monetary terms for given periods.

Measuring Actual Performance


 There is a need to measure actual performance so that when shortcomings occur, adjustments could be made.
 The measuring tools will differ from organization to organization, as each have their own unique objectives.
Some firms will use annual growth rate standard basis, while other firms will use some other tools like the
market share approach and position in the industry.

Comparing Actual Performance to Objectives and Standards


 Once actual performance has been determined, this will be compared with what organization seeks to achieve.
Actual production output, for instance, will be compared with the target output.

TAKING NECESSARY ACTION


The purpose of comparing actual performance with the desired result is to provide management with the opportunity to
take corrective action when necessary.
 Hire additional personnel
 Use more equipment
 Require overtime
Steps in Control Process
Types of Control
1. FEED FORWARD CONTROL
2. CONCURRENT CONTROL
3. FEEDBACK CONTROL

1. Feed Forward Control


It is sometimes called preliminary or preventive controls, attempt to identify and prevent deviations in the standards
before they occur. Feed forward controls focus on human, material, and financial resources within the organization
2. Concurrent Control
Concurrent control takes place while an activity is in progress. It involves the regulation of ongoing activities that are
part of transformation process to ensure that they conform to organizational standards. Concurrent control is designed
to ensure that employee work activities produce the correct results.
3. Feedback Control
This type of control focuses on the outputs of the organization after transformation is complete. Sometimes called post
action or output control, fulfills a number of important functions. For one thing, it often is used when feed forward and
concurrent controls are not feasible or are to costly.
Sometimes, feedback is the only viable type of control available. Moreover, feedback has two advantages over feed
forward and concurrent control. First, feedback provides managers with meaningful information on how effective its
planning effort was. If feedback indicates little variance between standard and actual performance, this is evidence that
planning was generally on target. Second, feedback control can enhance employees’ motivation.

Component of Organizational Control System


An organizational control system consists of the following:
1. Strategic plan
2. The long-range financial plan
3. The operating budget
4. Performance appraisals
5. Statistical reports
6. Policies and procedures

1. Strategic Plans
A strategic plan provides the basic control mechanism for the organization. When there are indications that activities do
not facilitate the accomplishment of strategic goals, these activities are either set aside, modified or expanded. These
corrective measures are made possible with the adoption of strategic plans.
2. The Long-Range Financial Plan
The planning horizon differs from company to company. Most firms will be satisfied with one year. Engineering firms will
require longer term financial plans. This is because of the long head times needed for capital projects.
3. The Operating Budget
An operating budget indicates the expenditures, revenues, or profits planned for some future period regarding
operations.
4. Performance Appraisals
Performance appraisals measures employee performance. Performance appraisals also function as effective checks on
new policies and programs.
5. Statistical Reports
Statistical Reports pertain to those that contain data on various developments within the firm.
6. Policies and Procedures
Policies refer to the “the framework within which the objectives must be pursued”. A procedures is a “ plan that
describes the exact series of actions to be taken in a given situations”.

Strategic Control System


To be able to assure the accomplishment of the strategic objectives of the company, strategic control systems become
necessary. This system consists of the following:
1. Financial analysis
2. Financial ratio analysis

Financial Analysis
 The success of most organizations depends heavily on its financial performance. It is just fitting that certain
measurements of financial performance be made so that whatever deviations from standards are found out,
corrective actions may be introduced.

Financial Ratio Analysis


 Financial ratio analysis is a more elaborate approach used in controlling activities. Under this method, one
account appearing in the financial statement is paired with another to constitute a ratio. The result will be
compared with a required norm which is usually related to what other companies in the industry have achieved,
or what the company has achieved in the past

Identifying Control Problems


Recognition the need for the control is one thing, actually implementing it is another. When operations become
complex, the engineer manager must consider useful steps in controlling. Kreitner mentions three approaches.
1. Executive reality check
2. Comprehensive internal audit
3. General checklist of symptoms of inadequate control

Executive Reality Check


 Employees at the frontline often complain that management imposes certain requirements that are not realistic.
In a certain state college, for instance, requests for purchase of classroom materials ad supplies take last
priority. This is irregular because requests of such kind must be of the highest priority considering that the
organization is an educational institution.

Comprehensive Internal Audit


 An internal audit is one undertaken to determine the efficiency and affectivity of the activities of an
organization.

Symptoms of Inadequate Control


 If a comprehensive internal audit cannot be availed of for some reason, the use of a checklist for symptoms of
inadequate control may be used.

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