MOBILIZING INDIVIDUALS

AND GROUPS
MOBILIZING INDIVIDUALS AND GROUPS
Course Contents
LEADERSHIP
Influencing the team towards organizational goals.

TEAMWORK
Collaborative effort of a team for goal achievement

MOTIVATION
Stimulating the team towards organizational goals.

COMMUNICATION
Exchange of information from sender to receiver.
 What is Leadership ?
• Human or social ability to influence the
team in order to direct the subordinates
towards achievement of organizational
goals.
• “Process of directing and influencing the
task-related activities of
group members.’’
-Stoner, Freeman
and Gilbert.
Leadership is the relationship in which
one person (the leader) influences others
to work together willingly on related
tasks to attain organizational
objectives.

-Terry and Franklin

 Functions of Leadership
• Goal Determination
•Taking Initiation
• Resource Allocation
• Managing
• Team-building
Conflict
• Motivating Team
• Managing
• Communication
Change
• Coordination
Resistance
• Controlling
Leading viewed in relationship to
the other management functions

Figure Source:
Schermerhorn, J. R.
(2004) 6
 Importance of leadership
▪ Goal determination and direction
▪ Resource planning and allocation
▪ Motivation and teamwork
▪ Control and supervision
▪ Management of conflict
▪ Manage Resistance to change
▪ Encourage participative decision making
▪ Represent the organization
▪ Provides healthy working climate
▪ Mentorship of employees
▪ Take initiation for change process
▪ Foster communication
▪ Focus on innovation
Leadership VS Management Management
Leadership

• Ability to inspire • Process of things

and empower team done by others
• Sets objectives • Controls process
• Developing vision • Formulates policies
and strategies and budget
• Transformation • Focus on
Seekers betterment in the
• Idealistic present ground
• Tolerates diversity • Realistic
• Manages changes • Enforces
• Removes barriers uniformity
• Manages details
• Works within barriers
Managers Vs leader
Manager VS Leader
“Not all leaders are managers,
nor are all managers are leaders.”
Manager
QUALITIES OF GOOD LEADERSHIP
Task
Oriented

Emotional
Responsible
Stable

LEADERSHIP

Honesty &
Judgmental
Integrity

Competent
QUALITIES OF GOOD LEADERSHIP contd..

Self-
Knowledge

Intelligent Desire of
Learning

LEADERSHIP

Courage Cooperative

Decisiveness
 LEADERSHIP TRAITS
Leadership traits are the personal skills,
characteristics and qualities that shapes a
person transformed to an effective leader.
 LEADERSHIP STYLES
• Refers to the characteristic behavior of
a leader when directing, guiding and
managing sub-ordinates.
• Influencing & directing methods
• It depends on the leader’s
philosophy, personality,
knowledge, experience and
value system.
• Sometime it may also
depend on the type of
followers and the
organizational atmosphere.
 LEADERSHIP STYLES
• Autocratic (leader centric)
• Democratic (participative) and
• Laissez-faire (individual centric).
 AUTOCRATIC LEADERSHIP
• Style of leadership in which all the
directive and decision making power is
concentrated on the leadership.
• Plans, policies, procedures and working
methods are all determined by leader.
• No or very less
participation of
sub-ordinates in
decision making
• Effective in less
educated team,
emergency service
and security forces.
Autocratic/Authoritarian Leadership
Merits/Advantages Demerits
• Quick Decision • Issue with
• Strict Discipline Rationality of
Decisions
• Efficiency
• Lack of Ownership
• Maintains Secrecy in Decision Making
• Close Supervision • Low Motivation
• Absolute Control • Lack of Creativity
• Focused Target • One way
• Suitable for less Communication
efficient team • Not suitable for
capable employees
 DEMORATIC LEADERSHIP
• Style of leadership in which creative
participation of group member in decision
making process is encouraged.
• Plans, policies, procedures and working
methods are all discussed in team.
• Also called participatory leadership style.
• Emphasis on
collaboration and
team-work
• Seeks inputs and
feedback from the
team members before
making decisions.
Democratic/Participatory Leadership
Merits/Advantages Demerits
• Rational Decision • Delay in Decisions
• Increases the • Difficulty in
Morale of making consensus
Employees • Ineffective in crisis
• Problem Solving • Issue with
Style of leadership discipline
• Promotion of • Not suitable for less
Mutual Trust and efficient
Respect (unskilled,
• Suitable for uneducated,
creative and introvert)
capable team employees
 LAISSEZ-FAIRE LEADERSHIP
• Style of leadership in which sub-ordinates are
provided complete freedom to make decisions.
• Also called Free-rein, Individual-centered or
Symbolic leadership.
• Leadership set objectives & allocate resources
• No interference of leadership; works only as
facilitator.
• Useful in
managing
professionals
such as doctors,
engineers,
professors etc.
 Laissez-faire Leadership
Merits/Advantages Demerits
• Not suitable for
• Utilization of unskilled employees
skills of employees • Issue with Discipline
• Employees may arise
Freedom • Lack of Structure and
Support
• Employees
• Production may suffer
Motivation
• Chances of irreverent
• Employees decisions
Development • Unsuitable for
• Faster Decision employees without self
Making motivation
• Encourages
Creativity and
Innovation
Emotional intelligence • Ability to work with others
• Self-awareness, self-
regulation, motivation,
empathy, and social skills
• Emotional intelligence
foster positive work
environment that leads to
better teamwork,
productivity, employee
motivation and
satisfaction.
Importance of Emotional Intelligence
Improved
Better Better conflict
decision
communication resolution
making

Increased
Adaptability Reduce stress
productivity

Enhanced Increase
motivation empathy
 Components of emotional intelligence
Self- • Emotional awareness of one’s own
aware • Self-confidence and speak openly
ness
Self- • Self control, adaptability, innovative, trust worthy,
regula • conscientiousness
tions
• Committed to the achievement of goals
• Constantly striving towards meeting excellence
Motiv
• Optimistic and tirelessly moving towards aim by ignoring setbacks and
ation
obstacles

• Understating others emotion, Developing others, managing diversity,

Empathy service orientation and understanding the political dynamism

• Communication, collaboration and cooperation, social bonding, team

Social management, conflict management, actiing as a change agent
skills
 MOTIVATION
• Motivation is the set of forces that cause people
to behave in certain ways.
• The goal of managers is to maximize desired
behaviors and minimize undesirable behaviors.
• Motivation is a general term applying to drives,
desires, needs,
wishes, and similar
forces. Managers
motivate
subordinates to act
in a desired manner.
THE MOTIVATION PROCESS
THE MOTIVATION PROCESS
• First, we have needs or certain deficiency that
we require to satisfy.
• Then we look for the way how we can satisfy
our needs. We search for the alternatives.
• We adopt certain behaviors that will lead to
satisfy our needs.
• We then evaluate the results. We can continue
this process until our need is not satisfied. If
our need is satisfied we can look for
determining other needs that we have to
satisfy.
 Characteristics
• Psychological Phenomenon
• Positive and negative
• Complex process
• Continuous process
• Intrinsic and Extrinsic factors
• Environmental impact
 Importance of motivation
• Increased productivity and profitability of an organization
• Job satisfaction
• Achievement of personal and organizational goal
• Increase engagement
• Reduced employee turnover
• Basis for coordination
• Discourage resistant to change
• Reduced supervision cost
• Promotes long term success
• Foster creativity and innovation
• Minimize conflict and dispute
MOTIVATION THEORIES
• Hierarchy of Needs Theory
– This theory was developed by Abraham
Maslow. According to him we have five
hierarchy of needs which we satisfy one
by one. These needs are physiological
needs, security needs, belongingness
needs, esteem needs, and self
actualization needs.
Maslow’s Hierarchy of Needs
◼ Weaknesses of Maslow’s theory
◼ Five levels of need are not always present.

◼ There is no order of five needs which we

satisfy one by one as Maslow said.

 THE TWO-FACTOR THEORY
(MOTIVATION HYGIENE THEORY)
• This theory was developed by Frederick Herzberg
which he developed by interviewing two hundred
of accountants and engineers by asking them
when they were satisfied and when they were
dissatisfied in their work. Hygiene factors are
related with physiological and safety needs of
Hierarchy of Needs Theory and motivation factors
are related with need of belongingness, esteem
needs and self actualization needs.
 THE TWO-FACTOR THEORY
(MOTIVATION HYGIENE THEORY)

Herzberg found that in workplace there were

two sets of factors which could satisfy or
motivate employees and dissatisfy or not
motivate employees. He called them as
“Motivation Factors” and “Hygiene Factors”
 THE TWO-FACTOR THEORY
(MOTIVATION HYGIENE THEORY)

Criticisms of the Two-Factor Theory:

 Interview findings are not valid as interviewers

can reply in different ways in different situations.

 The sample taken for the study was also criticized

as not representing the whole population.
 TYPES OF MOTIVATION
• Positive or Incentive Motivation
– 4 Ps: Praise, Prestige, Promotion, Pay Cheque
• Negative or Fear Motivation
– Punishment, threats, demotion, lay-off
• Extrinsic Vs Intrinsic Motivation
– Extrinsic: External Motivators/Mostly Financial
– Intrinsic: Internal Motivators/Mostly Non-
Financial
• Self-Motivation or Attitude Motivation
– Motivating own-self
 TECHNIQUES OF EMPLOYEE
MOTIVATION
• Offer a positive work environment
• Keep lines of communication open
• Provide opportunities for advancement
• Have fair compensation packages
• Recognize and Reward your employees (Intrinsic
and extrinsic factors, compensation, Incentive
system)
• Encourage teamwork
TECHNIQUES OF EMPLOYEE
MOTIVATION
TOOLS AND TECHNIQUES OF
EMPLOYEE PARTICIPATION
 QUALITY OF WORK LIFE
• Quality of Work Life (QWL) is a technique of
employee motivation.
-provides employees freedom and control over
whatever they do
-makes employees’ job interesting, challenging
and meaningful
 QUALITY OF WORK LIFE
A process to respond employees’ needs for
developing mechanisms to allow them to
actively participate in decision making,
contribute to organizational goals and obtain
recognition and reward.

• There are three techniques to enhance QWL:

1) Quality Circles
2) Employee’s Ownership
3) Flextime
 QUALITY CIRCLES
• First developed and used in Japan.
• Western organizations started this in 1970s.
• A QC consists of a small group of employees.
• They meet for about one hour before or after
the working hours to identify, analyze, and
suggest solutions to their work related
problems.
• The main trust of QC is to fulfill employees’
higher order need and provide a quality of
work life.
 EMPLOYEES’ SHARE
OWNERSHIP
• To involve employees in management they are
distributed some share ownership.
• This increases employee commitment to the
organization.
• Employee can get opportunity to participate in
decision making by sharing ideas and opinions
thus becoming more responsible and
motivated to work hard.
 FLEXTIME
(Flexible work schedule)
• Employee time can be divided into “core
time” and “flex time”.
• They must come work on core time.
• In flex time they can work at any suitable
time.
• Employee can also work at home at flex
time.
 Self managed Work Teams
• Principle of this concept; Self management is
the best management
• It promotes creativity, motivation and
productivity.
• These teams measure their own performance
by standards such as service quality,
productivity, cost control.
• Best mechanism to motivate employees.
 IMPORTANCE OF GROUP
• Groups provide satisfaction to member
• Groups are good problem solver
• Group make better decisions than individual
• Groups are good for implementing decisions
• Groups are effectively control their members
• Groups contribute to the development of
members’ personality
 Issues on motivation
• Balancing work life
• Increasing uncertainty
• Employee turnover
• Employee desire for growth and learning
• Work force diversity
• Non-monetary benefits
• Flexible work schedule and work from home
• Employees tendency to take support from
employers
 Sample Questions
• Explain the various stages of group development/ formulation
with suitable examples. Why is the performing stage considered
to be crucial stage in group development?
• Define teams. Explain the strategies for effective team
management.
• Enumerate the motivational technique through employee
participation. At present, do you think it is relevant technique of
motivation in Nepalese context? Justify your answer.
• Justify leadership as an important managerial function. What
are its different approaches?
• One of the major challenges faced by managers in organization
is to motivate employees. In context of this statement, discuss
some popular motivational strategies that managers can adopt
to motivate employees.
 Sample Questions
• Compare and contrast Maslow’s and Herzberg theories of
motivation. Why would you suspect that Herzberg’s
approach has been popular with practising managers?
• Describe the basic leadership functions needed for
effective group performance.
 Sample Questions
• Define motivation. How can quality of work life and self
managed work teams work as motivational factors?
• Explain the Two-Factor Theory of Motivation. How can
employee participation work as motivational factor.
• ‘Employees motivation is key to organizational success.’
Explain.
• Define motivation. Describe the motivation-hygiene
theory. Which is more important to you, motivation factor
or hygiene factor?
 Sample Questions
• Explain the concept of employee participation in
management. How can ‘employee share ownership’ and
‘flexible work schedules’ work as motivational factors?
• How is self-managed team different from cross-functional
team?