Content

Introduction.......................................................................................................................4

Managers in Mozambique.................................................................................................5

Qualities that makes a good manager................................................................................5

Leadership Skills...............................................................................................................5

Professional Experience....................................................................................................6

Good Communication Skills.............................................................................................6

Knowledge.........................................................................................................................6

Organization......................................................................................................................6

Time Management Skills...................................................................................................7

Delegation..........................................................................................................................7

Confidence.........................................................................................................................7

Respect for Co-workers.....................................................................................................7

Company Culture...............................................................................................................7

Pursue your Calling as a Leader........................................................................................8

How Managers Spend Their Time....................................................................................8

How can a Manager Motivate the employees.................................................................10

Intrinsic motivation.........................................................................................................14

Extrinsic motivation........................................................................................................14

Conclusion.......................................................................................................................16

References.......................................................................................................................17
 Introduction

Management is the integrating force of the activities carried out in the organization.
Management is the whole process of management functions such as planning,
organizing, motivating and controlling, which is performed to accomplish the main
objectives of the organization by the use of people and other resources. Managers play a
decisive role in all management process. They set goals, plan and organize the activities,
motivate people and monitor the activities. They are also responsible for themselves and
the staff. That is why it is crucial to analyze and discuss the role of managers, their
psychological traits and its influence on management process. The article presents
the essence of management, the roles of managers by H. Mintzberg. The main
skills of managers are discussed. Also, the psychological aspects such as tempera-ment
types of managers and psychological types by Carl Jung are analyzed. In order to find
out the role of managers and the influence of their psychology on management process,
we have carried out a research by survey and interview among employees and
managers of different spheres. The results of the survey are analyzed in the article and it
is obvious that the effectiveness of management and decision-making process depends
on many factors including the psychology of managers. Besides, we have processed and
offered a model of manager, which shows the links between the main traits of managers
and management process. The main results may be used for further studies in this
sphere, also for improving the management process in organizations

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Managers in Mozambique

A good manager has solid communication skills that are tailored to each situation.
For example, he or she can relay strategic goals to a boardroom full of executives and
also pinpoint very specific objectives to a project team. Demonstrating proficiency in a
range of communication styles is a valued soft skill, what we think about managers in
mozambique, especially in my company, is that , the managers must follow all the
principles and rules for being a good manager, i think that in resume, becaouse many of
the whe they get a higher position they loose their companion and suddely stop being
humble, and the way they talk to people in not appropriate, so in resume, i wish they
could be submitted to a regular inspection or capacitance courses.

Qualities that makes a good manager.

 Leadership

 Experience

 Communication

 Knowledge

 Organization

 Time management

 Delegation

 Confidence 

 Respect 

 Company Culture 

Leadership Skills 
In order to be an effective manager, you need to be able to lead your employees in an
efficient manner. Being able to envision how you would want your leadership to look is
an effective way to achieve good management. Strategic thinkers are able to see the big
picture and see minor details that others may not see.  

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Professional Experience
If you don’t have experience working in a professional environment and leading a team,
it will be hard to step up as a manager. A great way to gain experience in a management
role is to communicate with your current job your goals. In some instances, when
management knows you are looking to step up as a leader, they'll inherently train you
through a variety of scenarios that could help develop you for an upcoming promotion
or position that may become available.

Good Communication Skills

Effective communication is a staple that all the best managers have. This not only
means communicating job responsibilities and expectations, it means listening to your
team and working with them to produce results within their position. Making sure to
take time and have weekly meetings with your employees will help you as a leader
understand where everyone is at in their projects. This will also build trust with your
employees and empower them to boost productivity in their workflow knowing they
have someone to help them if they need it.

Knowledge
Experience as a manager is a must but so is knowledge. Going back to school is an
investment that many effective leaders have seen as a benefit not only to their
professional work life but to their personal lives as well. There are various degrees
offered for managers, including a bachelor’s degree in business or a master’s degree in
leadership or project management. You can also get a certificate in project management,
entrepreneurship, ethics, or human resource management.

Organization
If you aren’t organized in your position, there’s a good chance that the employees you
manage won’t be either. There are many resources online that can inspire you to get
organized. A good example is you can buy a personal planner or download an app on
your phone that can remind you of meetings, tasks you need to complete every day, etc.

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Time Management Skills
Another key factor in being a successful manager is time management. If you’re late
every day, your employees might think it’s acceptable to also be late. Time
management is important when it comes to prioritizing your day, making sure you have
time to communicate with your employees, and accomplishing goals throughout the
week.

Delegation
If you don’t know how to delegate projects and tasks, your role as a manager will be a
lot more difficult. Don’t be afraid to ask your employees to help complete a task. You
might think it’s easier to do everything yourself, but this will add more time to your
already busy schedule, and you won’t be allowing your employees to do what they were
hired to do.

Confidence
To be an effective manager, you need to be confident in your abilities, experience,
and decision-making skills. This doesn’t mean you have to be arrogant or feel that
you’re better than your employees. But you’re in a management role for a reason, your
confidence will empower your team to be the best they can be. 

Respect for Co-workers 

Establishing a healthy and respectful work environment for your team is very important
as a leader. If you do not show respect for your employees, there will definitely be
tension in your workplace. Some things to be aware of are their time and abilities, being
able to listen and communicate with them, and being a resource of knowledge and
guidance. 

Company Culture 
Company culture is fun part of being a great leader. This is where you can boost
employee engagement and show your employees how grateful you are for their hard
work. By offering fun activities throughout the week, such as a team-building outing
after business hours or adding a new coffee station to the break room, the possibilities
are endless on ways you can strengthen your company culture. This will not only boost

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your company culture but it will increase employee retention, and could potentially put
you as a high-ranking company to work for. 

Pursue your Calling as a Leader 

If it gives a feeling of being called to be a leader, it offers various in-depth programs
that will prepare you for a career in leadership. Specifically, our organizational
leadership degree program which aligns your values with furthering your knowledge on
how to be an effective leader in whatever career path you decide to take.

How Managers Spend Their Time.

The availability of objective and reliable data like those generated by the work activity
studies can be a powerful catalyst for improving the effectiveness of time management
efforts.

Staw (1976) Herzberg agreed that many of the publications focus on gimmicks such as
how to save time by not having a chair in the office, or how to dictate in a car to save
time. While some of these tips may provide useful suggestions in some cases, their
practicality for the majority of managers appear doubtful. This is not to mention the fact
that suggestions such as dictating in a car to save time may prove fatal! Perhaps a more
fundamental problem is that available books on time management are invariably not
based on the recognition of the nature and the reality of managerial jobs. Thus, books on
managers and their time tend to contain a lot of false assumptions, resulting in
questionable prescriptive “how to” suggestions.

Staw (1976) Herzberg stated, insufficient knowledge of what the manager actually does
or what managerial jobs demand, has misled some authors picturing a “cool and rational
executive allocating his time in advance of events according to some objective criteria
related to organizational goals”. The utility of the recommendations of such books are
therefore doubtful as the premiss and the assumptions on which they are based are
questionable and yet, the importance of the effective use of managerial time cannot be
over emphasized. Time is important and the only economic resource which is common
to all managers.

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Staw (1976) Herzberg observes that executive time has become so critical that many
companies now consider it as the decisive criterion for entering new ventures instead of
the traditional criterion of return on investment. Therefore, Jones argues that “the
minimisation of demands on executive time deserves attention almost equal to that
which businessmen now devote to profit maximisationThe current thinking seems to
suggest that decisions about spending time should be made as carefully as decisions
about spending money. Instead of the traditional emphasis on the “time value of
money”, Jones suggested that attention should also focus on the “money value of time”.
Unfortunately, while most organizations have elaborate systems to account for every
penny spent, the need to manage time as efficiently is not often appreciated. Yet, to a
degree, time is money. The findings of this study suggest that in general, significant
improvements in the use of managerial time can be obtained by addressing the
following issues at work:

 The management of meetings;

 The management of paper work/ desk work activities;
 Delegation and supervision;
 The management of fleeting contacts and interruptions.

This shows the nature and the reality of managerial jobs and how managers spend their
time. Managers spend their time has afforded in an opportunity to make some
statements about the nature of managerial work. It can be seen, for instance, that not
only are managerial functions varied, but also the locations where these are performed,
the people managers interact with and the duration of managerial activities. In addition,
managers experience different forms of fleeting contacts and interruptions during the
course of their working day.

This is a feature which may hinder their creative work, if care is not taken. We have
also seen, in addition, that the complexity of managerial work and it can now perhaps
better appreciate the ambiguous role within which managers tend to function.

On the whole, there seems to be little uniformity in practical executive functions and,
therefore, a conceptual approach to studying managerial time allocation would seem to
offer useful ways of tackling the difficulties which managers encounter.

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In managing their time more effectively, managers need to consider all the aspects of
managerial work which we have examined. They show, for example, that for effective
time management, the focus or the emphasis must be on managers’ skills in handling a
wide variety of activities. By showing the realities within which managers have to
operate, these characteristics also indicate some possibilities regarding ways and means
for developing more effective time management strategies

How can a Manager Motivate the employees

Many factors like environment, capital and human resources influences how
organization performs. Though human resources is seen as having the most influence on
the performance of organization.

It is legitimate thus to debate that an organization needs to motivate its employees in

order to accomplish its stated goals and objectives. In this chapter motivation is well
explained.

It is obvious that motivation has been perceived in numerous ways. Many researchers
have tried to come up with a concise theory to formulate motivation but all bring in
different ideas. Research has been conducted about this subject and many theories were
designed which greatly influence organizational behavior. For example Herzberg’s
theory of motivation (1959) is still used nowadays. According to Staw (1976) Herzberg
was one of the first persons who distinguished between intrinsic and extrinsic
motivation. That distinction has clarified and also helped in

The concept of motivation Motivation can be specified as a management process, which

encourage people to work better for the overall benefit of the organization, by providing
them motives, which are based on their unfulfilled needs. The matters arising is: “why
managers need to motivate employees?” (Herzberg, 1959). According to Smith (1994) it
is because of the survival of the company.

Amabile (1993) contributed to this statement by arguing that it is necessary for

managers and leaders of organization to learn to understand and effectively deal with
their employee’s motivation; since motivated employees’ are the pillars of successful
organization in present and future century. She also indicates that unmotivated

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employees may probably contribute little effort in their jobs, stay away from workplace
as much as possible, go out of the organization and make low quality of work. When
employees are well motivated, they help the organization to grow and survive in a fast
changing workplaces (Lindner 1998, 36).

Also indicates that the most difficult role of managers is to motivate employee, because
what motivates employees changes always (Bowen and Radhakrishna 1991, 16-22). The
term motivation was developed in the early 1880’s, prior to that time, the term “will”
was used by well-known philosophers as well as notable social theorists when talking
motivated human behaviours (Forgas, Williams and Laham 2005, 86).

According to them motivation is believed to be; an entity that compelled one to action.
Recently, many researchers has offered unique definitions of motivation. 3 It has been
defined as; the psychological process that gives behaviour purpose and direction
(Kreitner 1995, 168);

a predisposition to behave in a purposive manner to achieve specific, unmet needs

(Buford, Bedeian & Lindner 1995, 31-34);

an internal drive to satisfy an unsatisfied need (Higgins 1994, 114). It is apparent that
managers needs to motivate employees if they want to get the necessary results for the
organization. It can also be said that there is an agreement about the facts that
motivation is an individual development, it is depicted as being deliberate, it has several
sides and the aim of motivational theories is to predict behaviours.

Herzberg and Maslow

Herzberg (1959) introduced a well-known motivation theory, which is the two-Factor

Theory, he described in his theory between motivators and hygiene factors. He
emphasized that the factors can either be motivators or hygiene factors, but can never be
both at the same time. Intrinsic motivational factors are challenging work, recognition
and responsibilities. Hygiene motivators are extrinsic motivational factors such as
status, job security and salary. Motivating factors can, when present, leads to
satisfaction and Hygiene factors can, when not present leads to dissatisfaction, but the
two factors can never be treated as opposites from each other (Saiyadain 2009, 158.)

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The two-Factor Theory of Herzberg (1959) is related to Maslow’s (1943) theory of
motivation, Maslow in his book outlined his theory of motivation. In his need hierarchy
Maslow states that there are at least five set of goals which are called the basic needs. 1.
Physiological needs:

These needs are directly related to survival of individual or species. These are typically
concrete needs such as eating, dressing and sleeping. The lack of these needs can cause
bodily or make the human not to function up to capacity, physiological needs are
thought to be the most important and must be met first. Staw (1976) Herzberg

Security needs

This type of need is to protect against various threats, if a person’s security needs are
relatively satisfied, their safety needs take precedence and dominate behavior. In the
absence of physical safety due to war, natural disaster, family violence, childhood
abuse, people may experience post traumatic stress disorder. The absence of economic
safety due to safety due to economic crises and lack of work opportunities, these safety
needs will manifest itself in ways such as preference for job security. Staw (1976)
Herzberg

Social need of belonging to group:

It disclose the need of social dimension of the individual who needs to feel accepted by
groups in his family, work, intimacy, friendship and associates.

Human needs to feel and have the sense of belonging and been accepted among social
groups in life they choose to belong or finds themselves in. these group maybe large or
small, some large groups may include, religion group, co-workers, professional

12
organisations, sports team or gangs, while small groups may include love relationship,
members of the family, mentor, colleagues and confidants.

The esteem needs, respect and trust: Human have a need to feel respected, this includes
the need to have self-esteem and self-respect. Esteem presents the typical human desire
to be accepted and valued by others. People usually involves themselves in a profession
or hobby to gain recognition.

These activities give the person a sense of recognition or value. 5. Personal

development: According to Maslow, this need aims to get out of condition purely
material to reach fulfillment. This level of needs is the desire to accomplish everything
that one can and to become the most that one can be (Srivastava 2005, 69.)

In 1943, Maslow argued that human beings have an internal needs compelling them in
the direction of self-fulfillment and personal superiority. He then came up with a
opinion that there are five unique position of needs and once we to satisfy a need at one
position of the hierarchy it will have an influence on our attitude. At such stage our
attitude starts to decrease, we now put more powerful influence for the need at the next
stage up the hierarchy.

Firstly, individuals are motivated by Psychological needs, this psychological needs

builds the fundamental need for survival, it may include warmth, clothing, food and
shelter. When people are thirsty and don’t have clothing or shelter, they are more
motivated to accomplish these needs because these needs turns to be a great influence
on their behaviour. But then again, when individuals have surpluses in those basic needs
(psychological needs), they tend to move to the second level where it was seen by
Maslow as the higher order of needs.

The second level is the security needs: it is the most important need to people at this
level. This is seen and conveyed in the safety of the employee’s health and family. The
social needs came third.

When an employee feel secured and safe at work, he will then take the rule and
regulations of the organization serious and stick to the guidelines, also a good
friendship, love and intimacy will be formed. Going up the hierarchy is the self-esteem
needs. It is the fourth level of needs by Maslow and it introduce the recognition to be
accepted and valued by others. The fifth level of Maslow needs is the self actualization

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needs. The self actualization was developed into what an individual is to become or
what he is competent to become. (Srivastava 2005, 69) Figure 1 demonstrates Maslow’s
five hierarchies of needs

Intrinsic motivation
This type of motivation comes out from an individual pleasure or interest in the task and
it does not involve working on activities for the sake of external rewards, it instead
necessitates the feeling of inner pleasure in the activity itself. It can be seen as a force
that involves doing activities without external incentive.

According to Amabile (1993), individuals are intrinsically motivated when they seek
enjoyment, interest, satisfaction of curiosity, self-expression, or personal challenge in
the work .

Extrinsic motivation It is the opposite of intrinsic motivation, it regards the carrying

out of an action in order to achieve an external rewards. The source of extrinsic
motivation is from an individual physical environment. More job benefits, bigger salary,
incentives and job promotion are some rewards that leads to extrinsic motivation. (Deci
1972, 217-229) describes extrinsic motivation as money and verbal reward, mediated

14
outside of a person, on the other hand intrinsic motivation is mediated inside the person.
A person can be intrinsically motivated to do a task if there is no clear reward for the
task done except the task itself or the feelings which upshot from the task.

Amabile (1993) argues that employees can either be intrinsically or extrinsically

motivated or even both. (Amabile 1993, 185-201) It is obvious that intrinsic and
extrinsic motivators apply differently to persons. Vroom (1964) indicates that some
employees concentrate on intrinsic outcomes while others are centered on extrinsic 7
outcome. According to Story et al. (2009)

Individuals high in intrinsic motivation seem to prefer challenging cognitive tasks and
can self-regulate their behaviours, so, offering rewards, settling external goals or
deadlines, will do little for them, unless they are also high in extrinsic motivation. For
employees that are high in intrinsic motivation, emphasis could be placed on the
engaging nature of the task and encouragement of self-set goals and deadlines (Story et
al 2009).

Furnham et al (1998) argue that introverts are more extrinsically motivated and
extraverts are more intrinsically motivated. However, it does not only seems that
persons are differently motivated but intrinsic and extrinsic motivation also have effect
on each other. (Story et al 2009, 391-395)

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 Conclusion

Concluding, it can be said, that management activity is the result of a person's mental
activity and many factors influence the efficiency of that activity, such as: the role
of the manager, the professionalism and knowledge of the manager, his leadership,
decision-making and communication skills, his personality and temperament type,
psychological aspects, etc. The survey revealed many essential aspects that might be
useful for improving the quality of management process. Managers are humans, they
have psychology and it is of high priority to take into account the psychological aspects
of management in organizations and it can happen anywhere, and mozambique is not
excluded from the list.

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 References

Carpenter, M., Bauer, T., Erdogan B. (2022). Principles of Management, p. 15.

Retrieved from: https://2012books.lardbucket.org/pdfs/management-principles-v1.0.pdf.

Srivastava (2005),Collected Works of C. G. Jung, 6, 2nd ed., Princeton University

Press, pp. 330-407.

Amabile (1993). Motivation: New directions for theory, research and practice. Academy
of management review

Herzberg .M (1959). Cross-functional teams: working with allies, enemies, and other
strangers. John Wiley and Sons, Inc

Phillips, Jack. J, stone, ron D. Patricia, Pulliam Phillips 2001. The human resource
scorecard: measuring the return on investment. Butterworth-Heinemann, Inc

Story, P.A., Hart, J.W, Stasson, M.F. and Mahoney J.M, 2009. Using a two-factor
theory of achievement motivation to examine performance-based outcomes and self-
regulatory process. personal and individual difference.

Higgins (1994)Controllability and human stress: Method, evidence and behavior.

Research and Therapy, 171, 287– 304; M.E.P. Seligman. 1975. Helplessness: On
depression, development and death. New York: Freeman

M.H. Vroom (1964. Impact of personal control on performance: Is added control always
beneficial? Journal of Applied Psychology 67:472–479.

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