MANAGEMENT AND ENTREPRENUERSHIP

MOTIVATING AND LEADING TECHNICAL PEOPLE

LEADERSHIP AND MANAGEMENT

INTRODUCTION TO LEADERSHIP

The ability to use power effectively and in a responsible manner. The ability to comprehend that human beings have different

motivation forces at different times and in different situations. The ability to inspire. The ability to act in a manner that will develop a climate conducive to responding to and arousing motivations. A fundamental understanding of people.

LEADERSHIP AND MANAGEMENT

DEFINITION OF LEADERSHIP

Maccoby defines leadership as relation ship between the Leader and the led and the management as a function. Many other authors define Leadership as influence , that is, the art or process of influencing people so that they will strive willing and enthusiastically toward the achievement of group goals .

LEADERSHIP AND MANAGEMENT

NATURE OF LEADERSHIP Leadership is the process of getting the cooperation of others in accomplishing a desired goal. Formal leaders influence others through persuasion . Informal leaders evolve from their expertise or refer power as it is expressed in the process of group activity. LEADERSHIP TRAITS According to Peterson and Plowman the Leadership traits are follows Physical qualities - health , vitality and endurance Personal attributes enthusiasm, cooperativeness, personal magnetism. Character attributes - integrity, self discipline, stability Intellectual qualities - mental capacity, ability to teach others, and a scientific approach to problems.

MOTIVATION

INTRODUCTION
A set of forces that cause people to behave in certain ways. The performance of the individual depends on his or her ability backed by

motivation. Ability refers to the skill and competence of the person to complete a given task. The persons desire to accomplish the task is also necessary. The organizations becomes successful when employees have abilities and desire to accomplish given task. Performance = Ability X Motivation

MOTIVATION

DEFINITION OF MOTIVATION Berelson and Steiner have defined motive as an inner state that energizes , activates, or moves , and that directs or channels behavior towards goals.

According to Robbins Motivation in an organizational sense as the willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need

MOTIVATION

NATURE OF MOTIVATION
the direction of an individuals behavior measured by the choice made when

several alternatives are available.

The strength of that behavior once a choice is made The persistence of that behavior.

Maslows Theory

Maslows theory maintains that a person

does not feel a higher need until the needs

of the current level have been satisfied.

Maslow's basic needs are as follows:

Self actualisation needs

#12. Self actualisation needs

Yes

Self-esteem needs

Love and emotional needs Safety and Security Needs

Basic Physical Needs

Maslows Theory

Maslows theory maintains that a person

does not feel a higher need until the needs

of the current level have been satisfied.

Maslow's basic needs are as follows:

Basic Human Needs

Food Air

Water
Clothing Sex

Physiological Needs

Safety and Security

Protection

Stability
Pain Avoidance Routine/Order

Safety Needs

Love and Belonging

Affection Acceptance Inclusion

Social Needs

Esteem Esteem Needs

Self-Respect

Self-Esteem
Respected by Others

Self-Actualization

Achieve full potential Fulfillment

MOTIVATING AND LEADING TECHNICAL PROFESSIONALS

GENERAL NATURE OF TECHNICAL PROFESSIONALS Kerr and Rosenbaum have examined the special characteristics of technical professionals. Having a high need for achievement and deriving their motivation primarily from the work. Desiring autonomy (independence) over the conditions, pace and content of their work. Tending to identify first with their profession and secondarily with their company. Seeking to maintain their expertise, gained through long and hazarduous study, and stave off obsolescence through continuing education, reading literature etc.

MOTIVATING AND LEADING TECHNICAL PROFESSIONALS

DIFFERENCES AMONG TECHNICA L PROFESSIONALS Scientists versus Engineers. Scientists and Engineers often differ in significant ways. Allen and others have identified some of these differences Engineers are more concerned with professional preparation , success, and family life. The scientists puts a high value on professional autonomy and publication of results. The engineer is a team worker and places little value on publication. The scientists depends heavily on reputation with peers outside the company , the engineer's advancement is tied more to activities within the company. The engineer therefore is motivated more by organizational goals, more comfortable with applied assignments, and more likely to seek tangible rewards with in the organization

LEADING TECHNICAL PROFESSIONALS

DIMENSIONS OF TECHNICAL LEADERSHIP

Rosenbaum believed that , to facilitate achievement of individual and group goals, successful technical leaders should master five strategic dimensions.
Coach for peak performance - listen,

ask,facilitate,integrate,provide administrative support, act as a sounding board and supportive critic: help the professional manage change. Run organizational inferences- obtain resources ,act as advocate for professional and his or her ideas, and minimize the demands of the bureaucracy (time and paper work) on the professional. Orchestrate professional development facilitate career development through challenging assignments : foster a business perspective in professionals: find sources where new areas of knowledge are required

 Expand individual productivity through teamwork

make sure teams are well oriented regarding goals and roles , and that they get the resources and support they need. Facilitate self management- assure that technical professionals are empowered to make their own decisions by encouraging free two way information flow, delegating enough authority , and providing material and psychological support.

LEADING TECHNICAL PROFESSIONALS

LEADING AS ORCHESTRATION McCall interprets that effective supervisory leadership is more orchestration than direct application of authority, A matter of creating and/ or maintaining conditions that foster scientific productivity. McCall identifies four general areas where the leader can make a difference: Technical Competence the supervisors technical competence is related to both scientific productivity and the scientists willingness to comply with managerial directives. Controlled freedom leaders of productive groups create controlled freedom, a condition in which decision making is shared but not given away, and autonomy is partially preserved.

 Leader as metronome the job of project manager

as one that widens or narrows limits, adds or subtracts weights where offs are to be made, speeds up or slows down actions, increases emphasis on some activities and decreases emphasis on others. Work challenge the technical is measured by the extent to which he or she can provide challenging assignments. The professionals view of what is challenging must be reconciled with the needs of the organization.

CONTROLLING

INTRODUCTION

Control is one of the important function of management It is the process through which managers that actual activities

conform to planned activities.

Controlling is a process of measuring performance and taking

action to ensure the desired results.

CONTROLLING

DEFINITION OF CONTROLLING

According to George R. Terry Controlling is determining what is being accomplished , that is , evaluating the performance and if necessary , applying corrective measures so that the performance takes place according to plans.

E.F.L. Brech - Control is to checking current performance against predetermined standards contained in the plans with a view to ensure adequate progress and satisfactory performance.

CONTROLLING

PROCESS OF CONTROL
Establish Standards of performance standards to be measured ,verifiable

and tangible to the extent possible.

Measurement of the Actual performance by personal observation as in the

case of sub ordinates being observed while they are engaged in work and by study of various summaries of figures, reports, charts and statements.
Compare performance with the standards- Comparison of the two

measurements of the variance and communicating this deviation promptly to the entity responsible for control of this performance.
Take corrective action as required to compel events to conform to plans.

The Control Process

Establish Standards

Measure Actual Performance

Compare Performance with Standards

Take Corrective action

CONTROLLING - FINANCIAL CONTROLS

Financial statements includes balance sheet and

income statement the balance sheet shows the firms financial position at a particular instant in time Assets are what the company owns and consists principally of current assets ( assets that can be converted into cash with in a year). Fixed assets property , plant and equipment at original cost etc. Liabilities are what the firm owes and consists of current liabilities and must be paid with in the a year and long term debt.

 Income statement also called profit and loss or revenue

and expense statement shows the financial performance of the firm over a period of time. Budgets - they are the plans for the future allocation and use of resources over a period of time. Cost Accounting historical accounting systems that determines the profitability of past operations are needed to determine income tax liability and produce quarterly and annual reports for stockholders. Human resource controls - accomplished with the tools of performance appraisal - management Audits, Human resource Accounting , Social Controls

CONTROLLING - NON- FINANCIAL CONTROL

Human Resource Controls- Human performance is confirmed with the organizational expectations.

Management Audit Scrutinize the entire Financial data Human Resource Accounting revenue and the expenses of the

organization.
Expenses Training Program , investments in acquiring

outstanding people, purchase of new machinery etc