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Managers & Management,

Motivation, Leadership
styles and Conflict
Resolution Skills
Sidath Waidyasekera
MBA(PIM-USJ), PG Dip Mkt(UK), MCIM(UK),
MCILT(UK)
MIDPM(UK), MSLIM(SL), MIM(SL)

Chartered Marketer

Common
Common Characteristics
Characteristics
of
of Organizations
Organizations

Goals

Structure

People

Supervise
Others
Top
Managers
Middle
Managers
First-Line
Managers
Operative Employees

Work
on Jobs

The Levels of an Organization


3

How Do We Define
Management?
Ends
Effectiveness
Goals

Low
Waste

High
Attainment

Goal Attainment

Resource Usage

Means
Efficiency

Planning

Organizing

The Process
of Management
Leading

Controlling
5

Conceptual

Interpersonal

General Management Skills

Technical

Political
r1

Specific Management
Skills
Handling conflicts
Motivating employees
Solving problems
Handling information
Growing and developing
Controlling the environment
Organizing and coordinating
7

Management Competencies
Management Charter Initiative (MCI)
Initiate and implement change and improvement
Monitor, maintain, and improve delivery
Monitor and control the use of resources
Allocate resources effectively
Recruit and select personnel

The Champions !

10

Motivation : Cognitive
Theories
Content Theories These are
concerned with the reasons and
feelings
that
actually
motivate
people.
Maslows hierarchy of Needs
Hertzberg's two-factor Theory

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Maslows Hierarchy of
Needs

12

13

Google Offices
Playgrounds of Creativity

14

15

Motivation : Cognitive
Theories
Process Theories These are about
the stages that are involved in
motivation. For example, initiation,
sustainability, direction and goal
centered attention.
Goal Theory
Lawler's Expectancy Model
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Vrooms Expectancy
Model

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Process Approach

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Goal Approach

19

Work Life Balance (A


Goal?)

20

Leadership Theory
Early Theories:
Great Man Theories
Leaders are exceptional people, born with innate qualities, destined to lead
Term 'man' was intentional - concept was primarily male, military and
Western
Trait Theories
Research on traits or qualities associated with leadership are numerous
Traits are hard to measure. For example, how do we measure honesty or
integrity?

Leadership Traits and Skills


Traits
Adaptable to situations
Alert to social environment
Ambitious and achievement
orientated
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence
others)
Energetic (high activity level)
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility

Skills

Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about
group task
Organised (administrative
ability)
Persuasive
Socially
skilled
Leaders
will
also use:
Integrity, Honesty,
Compassion, Humility

Leadership Theory
Functional Theories (John Adair, Action Centred Leadership,
1970)
Leader is concerned with the interaction of 3 areas:
Task goal setting, methods and process
Team effective interaction/communication,
clarify roles, team morale
Individual attention to behaviour, feelings,
coaching, CPD

Behaviourist Theories (Blake and Mouton, Managerial


grid, 1964)

Leaders behaviour and actions, rather than their traits


and skills e.g. production orientated or people orientated
Different leadership behaviours categorised as
leadership styles e.g. autocratic, persuasive,

Leadership Theory
Situational/contingency Leadership (HerseyBlanchard, 1970/80)
Leadership style changes according to the 'situation and in
response to the individuals being managed their competency
and
motivation
Competency
Low
Some
High
High

Motivation

Leadership
style

competence

competence

competence

competence

Low
commitment/
Unable and
unwilling or
insecure

Variable
commitment/
Unable but
willing or
motivated

Variable
commitment/
Able but
unwilling or
insecure

High
commitment/
Able and
willing or
motivated

DIRECTIVE
(Telling)

COACHING
(Selling)

SUPPORTIVE
(Participatin
g)

DELEGATOR
Y
(Observing)

New Leadership Theory


Transformational Theory (Bass and Avolio,
1994)
Leaders inspire individuals, develop trust, and
encourage creativity and personal growth
Individuals develop a sense of purpose to
benefit the group, organisation or society. This
goes beyond their own self-interests and an
exchange of rewards or recognition for effort or
loyalty.

Key Team Leader


Responsibilities
1. Guide/coordinate team members encourage
teamwork and motivate individuals
2. Provide structure for team set mission and
purpose, clarify roles and responsibilities, allocate
tasks and set objectives
3. Clarify working methods, practises and protocol
4. Focus on performance anticipate challenges,
monitor performance, delegate and provide CPD
support

Leadership Styles

Communication Styles

Listeners
Creators
Doers
Thinkers

Task Oriented

Doer

Thinker

Low
communicati
on profile

High
communicati
on profile

Listener

Creator

People Oriented

Managing Conflict
Conflict resolution styles
1,9 =
Smoothing

People
Oriented

9,9 =
Problem
Solving

5,5 =
Compromising

9,1 = Forcing

1,1 =
Withdrawal

Task
Oriented

Thank you