Eng'g Management Hard
Eng'g Management Hard
Eng'g Management Hard
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.
Theories of Motivation
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”.
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”.
Bases of Power:
The power possessed by leaders may be classified according to various bases.
Leadership Skills:
Leaders need to have various skills to be effective, they are:
Technical skills
Human skills
Conceptual skills
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
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 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.
The contingency approach is “an effort to determine through research which managerial practices and techniques are
appropriate in specific situations”.
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).
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”.
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.