Assignment 1

Submitted To Sir Alam

Submitted By Huzaifa
Muhammad

Sap ID 70079146

Course Principal
of Management

Department CS & IT

Date 29-04-2020

UNIVERSITY OF
LAHORE
1.How to Manage people by MC gravers X&Y
Theory

Theory X
Theory X managers tend to take a pessimistic view of their people, and
assume that they are naturally unmotivated and dislike work. As a result, they
think that team members need to be prompted, rewarded  or punished
constantly to make sure that they complete their tasks.
Work in organizations that are managed like this can be repetitive, and people
are often motivated with a "carrot and stick" approach.
Performance appraisals  and remuneration  are usually based on tangible
results, such as sales figures or product output, and are used to control staff
and "keep tabs" on them.
This style of management assumes that workers:

 Dislike their work.

 Avoid responsibility and need constant direction.
 Have to be controlled, forced and threatened to deliver work.
 Need to be supervised at every step.
 Have no incentive to work or ambition, and therefore need to be enticed
by rewards to achieve goals.
According to McGregor, organizations with a Theory X approach tend to have
several tiers of managers and supervisors to oversee and direct workers.
Authority is rarely delegated, and control remains firmly centralized. Managers
are more authoritarian and actively intervene to get things done.

Although Theory X management has largely fallen out of fashion in recent

times, big organizations may find that adopting it is unavoidable due to the
sheer number of people that they employ and the tight deadlines that they
have to meet.

Theory Y
Theory Y managers have an optimistic, positive opinion of their people, and
they use a decentralized, participative management style. This encourages
a more collaborative , trust-based  relationship between managers and their
team members.
People have greater responsibility, and managers encourage them to
develop their skills and suggest improvements. Appraisals are regular but,
unlike in Theory X organizations, they are used to encourage open
communication rather than control staff.

Theory Y organizations also give employees frequent opportunities for

promotion.

This style of management assumes that workers are:

 Happy to work on their own initiative.

 More involved in decision making.
 Self-motivated to complete their tasks.
 Enjoy taking ownership  of their work.
 Seek and accept responsibility, and need little direction.
 View work as fulfilling and challenging.
 Solve problems creatively and imaginatively.
Theory Y has become more popular among organizations. This reflects
workers' increasing desire for more meaningful careers  that provide them
with more than just money.
It's also viewed by McGregor as superior to Theory X, which, he says,
reduces workers to "cogs in a machine," and likely demotivates people in
the long term.
2. How to lead people by Burns
Transactional Leadership Theory
A transactional leader is someone who values order and structure. They
are likely to command military operations, manage large corporations, or
lead international projects that require rules and regulations to complete
objectives on time or move people and supplies in an organized way.
Transactional leaders are not a good fit for places where creativity and
innovative ideas are valued.
Transactional leadership is most often compared to transformational
leadership. Transactional leadership depends on self-motivated people
who work well in a structured, directed environment. By contrast,
transformational leadership seeks to motivate and inspire workers,
choosing to influence rather than direct others.

Transactional leaders differ from charismatic and transformational leaders

in both structure and method. Charismatic leadership emphasizes
influencing a group or organization to make the world a better place. In
transactional leadership, the emphasis is on managing the performance of
the individual and determining how well he or she performs in a structured
environment.

Examples of transactional leadership

The transactional model is likely to succeed in a crisis or in projects that
require linear and specific processes. This model is also useful for big
corporations, such as Hewlett-Packard, a company known for its extensive
use of management by exception.
Many high-level members of the military, CEOs of large international
companies, and NFL coaches are known to be transactional leaders.
Transactional leadership also works well in policing agencies and first
responder organizations. Here are four examples of transactional leaders .
3. How to lead people by Burns
Transformational Leadership Theory
Transformational leadership is defined as a leadership approach that
causes change in individuals and social systems. In its ideal form, it creates
valuable and positive change in the followers with the end goal of
developing followers into leaders

The full range of leadership introduces four elements of

transformational leadership:
1. Individualized Consideration – the degree to which the leader attends to each
follower's needs, acts as a mentor or coach to the follower and listens to the follower's
concerns and needs. The leader gives empathy and support, keeps communication
open and places challenges before the followers. This also encompasses the need for
respect and celebrates the individual contribution that each follower can make to the
team. The followers have a will and aspirations for self development and have intrinsic
motivation for their tasks.

2. Intellectual Stimulation – the degree to which the leader challenges assumptions,

takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage
creativity in their followers. They nurture and develop people who think independently.
For such a leader, learning is a value and unexpected situations are seen as
opportunities to learn. The followers ask questions, think deeply about things and figure
out better ways to execute their tasks.

3. Inspirational Motivation – the degree to which the leader articulates a vision that is
appealing and inspiring to followers. Leaders with inspirational motivation challenge
followers with high standards, communicate optimism about future goals, and provide
meaning for the task at hand. Followers need to have a strong sense of purpose if they
are to be motivated to act. Purpose and meaning provide the energy that drives a group
forward. The visionary aspects of leadership are supported by communication skills that
make the vision understandable, precise, powerful and engaging. The followers are
willing to invest more effort in their tasks, they are encouraged and optimistic about the
future and believe in their abilities.

4. Idealized Influence – Provides a role model for high ethical behavior, instills pride,
gains respect and trust. As a development tool, transformational leadership has spread
already in all sectors of western societies, including governmental organizations. As an
example, the Finnish Defence Forces is using widely Deep Lead© Model as basic
solution of its leadership training and development. The Deep Lead© Model is based on
the theory of transformational leadership.
4. How to lead people by Sander EAU, Graen
and Has Leader Member Exchange (LMX)

Following steps are used to lead people:

1. Identify Your Out-Group

Chances are, you know who's in your Out-Group already. Take a moment
to note their names down.

Next, analyze why these people have fallen "out of favor." Did they do
something specifically to lose your trust? Do they exhibit bad behavior at
work ? Are they truly incompetent, or do they have low motivation?
Analyze what they've actually done, and compare the facts with your
perceptions. Do these match, or have you (perhaps subconsciously) blown
things out of proportion?

2. Reestablish the Relationship

It's important that, as the leader, you make a reasonable effort to
reestablish a relationship with Out-Group team members. Research
published in the Leadership Quarterly journal in 1995 showed that team
members who have high quality relationships with their leader have higher
morale, and are more productive than those who don't. So you, and your
organization, can benefit from creating a better relationship.

Keep in mind that this group will likely be wary of any attention or support
from you; after all, they may not have had it in the past.

First, meet each team member one-on-one. Take the time to find out if
they're happy with their job. What are their career goals? What can you do
to make their work more challenging or engaging?

A one-on-one meeting can also help you identify that person's psychological

contract  with you - that is, the unspoken benefits they expect from you, as
their leader. If they're in the Out-Group, they may feel that the
psychological contract has been broken.
You also need to discover what truly motivates them. Use McClelland's
Human Motivation Theory  or Herzberg's Motivators and Hygiene Factor
Theory to find out what drives them to succeed.
Once you've had a chance to reconnect with your team members through
one-on-one meetings, do what you sensibly can to continue to touch base
with them. Practice management by walking around , or drop by their office to
see if they need help on projects or tasks. Work on getting to know these
team members on a personal level.

3. Provide Training and Development Opportunities

Remember, the biggest advantage to the Leader-Member Exchange
Theory is that it alerts you to the preference you might unconsciously - and
possibly unfairly - be showing some team members; this allows you to offer
all of your team members appropriate opportunities for training,
development, and advancement.

Your Out-Group team members may benefit from

a mentoring  or coaching  relationship with you.
You may also want to provide them with low risk opportunities to test and
grow their skills. Use task allocation  strategies to make sure you're
assigning the right task to the right person. Also, take our Bite-Sized
Training session, Setting Goals for Your Team , to learn how to set effective
and realistic goals for these team members.
You can also use the Nine-Box Grid for Talent Management  to re-assess
their potential from time to time, and to give them the right development
opportunities.
5. How to Motivate your staff by Maslow’s
Hierarchy of Needs Theory
Maslow’s theory of motivation is called the “hierarchy of needs”. Maslow believes
that people have five main needs in the following order of importance:-
 Physiological Needs –
i) the need to eat
ii) the need to drink
iii) the need to work
iv) the need to sleep
v) the need to reproduce
i) the need for shelter
ii) the need to fell secure
 Belonging Needs –
i) the need to feel part of a group
ii) the need for acceptance
 Self-Esteem Needs –
i) the need to feel good about themselves
ii) the need to be recognised for their achievement
 Self-Realisation Needs –
i) the need for personal fulfilment
ii) the need to grow and develop
Motivation People with Existence Needs
 Pay people enough
 Workplace safe and good environment
 Incentives – employee of the month
 Set goals
 Treat people as individuals
Motivating People with Relatedness Needs
 Show respect
 Delegate – give responsibility
 Give recognition
 Communicate
 Involve people in decision-making
 Encourage ideas
 Praise people
 Get to know people
 Team building days and office away days
  Celebrate success
Motivating People with Growth Needs
 Offer support to complete new tasks
 Give staff and employees a challenge
 Work should be made interesting
 Encourage people to think for themselves
 Keep people informed
 Ask people what motivates them
 Stretch people with new work
 Offer training where possible