Theorist Theory What’s the theory about?

Management
1. Fayol & Drucker Management Functions What managers are responsible for:
-setting objectives
-organising resources to meet the objectives
- directing and motivating staff
- coordinating activities
- controlling and measuring performance

2. Mintzberg Managerial Roles Divided into three groups:

1.Interpersonal roles- dealing with and
motivating staff at all levels of the organization.
2.Informational roles- acting as a source,
receiver and transmitter of information.
3.Decisional Roles- taking decisions and
allocating resources to meet the organization’s
objectives.

Leadership
4. - Leadership Styles 1. Autocratic
2. Democratic
3. Laissez-faire
5. Douglas Macgregor Theory XY Theory X- Managers believe that workers are
Attitude of managers lazy, dislike work and are not creative.
towards workers (autocratic)
Theory Y- Managers believe that workers can
derive as much enjoyment from work as from
rest and play, will accept responsibility and are
creative.
(democratic).
6. Daniel Goleman Emotional Intelligence 4 Competencies
Business performance can Self-awareness, Self-management, Social
be improved by managers, awareness, Social Skills
having a high level of  Understanding yourself, your goals,
emotional intelligence- your behaviour and your responses to
not necessarily the people.
brightest people in  Understanding others and their feelings
traditional academic
terms.
Motivation
7. Taylor Scientific Management Money is the sole motivator.
School of Thought. piece rate, right people for the right job, observe
‘Theory of Economic Man’ and record performance, best method of doing a
job.

8. Mayo Human Relations School - Changes in working conditions and

of Thought financial rewards have no or little effect
‘Hawthorne Effect’ on productivity.
- When management involves, consults
with workers and takes an interest in
their job productivity improves
- Working in teams and developing team
spirit improves productivity.
- When some control over their working
lives is given to employees it improves
productivity.

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9. Maslow Neo Human Relations
School
‘Hierarchy of needs’

10 Herzberg Neo Human Relations  Job satisfaction resulted from five main
. School factors – achievement, recognition for
‘Two Factor Theory’ achievement, the work itself,
responsibility and advancement. He
Motivating called these factors the ‘motivators’. He
factors(motivators): considered the last three to be the most
aspects of a worker’s job significant.
that can lead to positive
job satisfaction, such as  Job dissatisfaction also resulted from
achievement, recognition, five main factors – company policy and
meaningful and administration, supervision, salary,
interesting work and relationships with others and working
advancement at work. conditions. He termed these ‘hygiene
factors’. These were the factors that
Hygiene factors: aspects surround the job itself (extrinsic factors)
of a worker’s job that rather than the work itself (intrinsic
factors). Herzberg considered that the

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 have the potential to
cause dissatisfaction, such
as pay, working
conditions, status and
over-supervision by
managers.
11 McClelland Achievement Motivation
. Theory
McClelland stated that
these three needs are
found to varying degrees
in all workers and
managers. The mix of
motivational needs
characterises a person’s
or manager’s behaviour,
both in terms of what
motivates them and how
they believe other people
should be motivated.
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hygiene factors had to be addressed by
management to prevent dissatisfaction,
but, even if they were in place, they
would not, by themselves, create a well-
motivated workforce.
Consequences for businesses:
1 . Pay and working conditions can be improved
and these will help to remove dissatisfaction
about work; but they will not, on their own,
provide conditions for motivation to exist.
2 . The motivators need to be in place for
workers to be prepared to work willingly and to
always do their best. Herzberg suggested that
they could be provided by adopting the
principles of ‘job enrichment’. There are three
main features of job enrichment and, if these
were adopted, then the motivators would be
available for all workers to benefit from:
-complete units of work
- range of tasks
- feedback on performance
Job enrichment: aims to use the full capabilities
of workers by giving them the opportunity to do
more challenging and fulfilling work.
1.  Achievement motivation (n-ach): A person
with the strong motivational need for
achievement will seek to reach realistic and
challenging goals and job advancement. There is
a constant need for feedback regarding progress
and achievement and a need for a sense of
accomplishment. Research has suggested that
this result-driven attitude is almost always a
common characteristic of successful business
people and entrepreneurs.
2.  Authority/power motivation (n-pow): A
person with this dominant need is ‘authority
motivated’. The desire to control others is a
powerful motivating force – the need to be
influential, effective and to make an impact.
There is a strong leadership instinct and when
authority is gained over others, it brings personal
status and prestige.
3 Affiliation motivation (n-affil): The person with
need for affiliation as the strongest driver or
motivator has a need for friendly relationships
and is motivated towards interaction with other
 people. These people tend to be good team
members – there is a need to be liked and
popular and to be held in high regard.

12 Vroom Process theories Vroom suggested that individuals choose to

. behave in ways that they believe will lead to
Expectancy Theory.
His expectancy theory is
based on the following
three beliefs:
1.Valence: The depth of
the want of an employee
for an extrinsic reward,
such as money, or an
intrinsic reward, such as
satisfaction.
outcomes they value. His expectancy theory
states that individuals have different sets of
goals and can be motivated if they believe
that:
 there is a positive link between effort
and performance
 favourable performance will result in a
desirable reward
 the reward will satisfy an important need

2. Expectancy: The degree  the desire to satisfy the need is strong

to which people believe enough to make the work effort
that putting effort into worthwhile.
work will lead to a given
level of performance.

3 Instrumentality: The
confidence of employees
that they will actually get
what they desire, even if it
has been promised by the
manager.