LEADERSHIP VS MANAGEMENT HIERARCHY OF NEEDS THEORY

Management and Leadership are used by many people Abraham Maslow – famous psychologist
interchangeably, thus failing to consider the crucial - theory of basic human needs
difference. - a specific series of needs must be met for a
person to be healthy
Manager

- makes people doing things Maslow’s Hierarchy of Human Needs (lowest-highest)

- accepts the status quo
- short-range view Physiological Needs – foundation of the pyramid
- asks how and when - humans must have their most basic physical
- does things right needs met in order to move on to other needs
- food, water, clean air, temperature, sleep,
Leader medical needs

- inspires people to do things Safety Needs – free from danger and harm
- challenges the status quo - feeling safe with the people around you
- long-range perspective
- asks what and why Love/Belonging Social Needs – have friends and feel
- does the right thing loved and give love
- be part of a group, be important to people
Management – process of getting things done through
Self-Esteem Needs – feel valuable and important
people
- have confidence in who they are
Leadership – process of influencing others
Self Actualization Needs – live to their full potential
Leadership and Management must go hand in hand. - live as though they have a purpose in life
- be truly themselves
Four Types of Leaders
Alderfer’s ERG Theory
Q1. Non-planning and execution leader

- no expected results Clayton Alderfer – three levels of core needs

1. Existence needs – physiological and safety
Q2. The Executioner 2. Relatedness needs – love & belongingness
3. Growth needs – esteem and self
- implements but actions are not backed up by actualization
planning; implementation may be faulty
ERG Theory - multiple needs can be operating as
Q3. The Planner
motivators at the same time
- plans but not see through the implementation of
whatever was started; absence of completion Achievement Motivation

Q4. The planner and executioner David McClelland – individual needs and environmental
factors combine to form three basic human motives
- all leaders must be in this quadrant
Need for Achievement – take responsibility for finding
solutions to problems
- reach the ultimate goal
Need for Power - desire to have impact to be influential Theory Y – participative style of management
- prefer to be placed into competitive and status - de-centralized
oriented situations - employees are happy to work, self-motivated,
- top level managers, politicians etc
- People at lower levels of the organization are
Need for Affiliation - desire for affection and establishing involved in decision making and have more
friendly relationships responsibility
- organization as a chance to form new and
satisfying relationships Douglas McGregor – human motivation and
management in the 1960s
- Theory Y
The Two-Factor Theory of Motivation

The Herzberg Theory Immaturity – Maturity Theory

- identifies two sets of factors that influence job
satisfaction: Chris Argyris - how management practices affect the
a. Motivators individual behaviour and growth
- Job-content factors such as achievement, - seven changes taking place in an individual's
recognition, responsibility, advancement, and the personality make him/her a mature one
work itself a. Passive – Active
b. Hygiene Factors b. Dependence – Independence
- Job-context variables such as salary, c. Behave in a few ways – Capable of behaving
interpersonal relations, technical supervision, in many ways
working conditions, and company policies and d. Shallow abilities and interests - Developing
administration stronger and deeper interests and abilities
e. Short time perspective – Long time
- motivators and hygiene factors relate to
perspective
employee satisfaction – a more complex
f. Subordinate Position – Equal or super
relationship than the traditional view that
ordinate position
employees are either satisfied or dissatisfied
g. Lack of self-awareness – self-control and self-
awareness
- immaturity exists in individuals mainly because
Theory X – Theory Y of organizational setting and management
practices such as task specialization, chain of
Theory X - employees are naturally unmotivated and command, unity of direction and span of
dislike working management
- authoritarian style of management
- work is inherently distasteful MANAGING DIVERSITY
- people are not ambitious and prefers to be
directed Workforce Diversity
- resist change - Increased attention to recruiting, hiring, and
- gullible and are unintelligent developing a more diverse workforce
- little aptitude for creativity in solving - Greatest amount of attention has been paid to
organizational problems racial and gender diversity
- In mass organizations, such as large scale - Other forms of diversity:
production environment, theory X is unavoidable.  Nationality
 Language
 Ability/Disability
 Religion
 Lifestyle
Core Dimensions of Diversity IMPORTANCE OF EFFECTIVE COMMUNICATION IN AN
- age ORGANIZATION
- ethnicity
- gender Communication
- race - Communication helps the managers to
- physical attributes perform the basic functions of management-
- sexual/affectional orientation Planning, Organizing, Motivating and
Controlling
Two Main Forms of Discrimination - form the basis of any business activity
Access Discrimination
- Jobs are unavailable (or less available) to Benefits
people with certain characteristics or - keeps the foundation of motivation
backgrounds. - source of information and helps in the
decision making process
Treatment Discrimination - helps in identifying the alternative course of
- People are treated differently after they action
are hired - helps in building people’s attitude
- women – promotion, pay, sexual harassment - no business can survive in isolation
- sexual harassment – unwanted sexual
comments or behavior at work Socializing is very important and communication is the
- quid pro quo tool that helps in socializing.
- hostile work environment
- minorities – promotion, racial harassment

Adapting to Demographic Changes

Valuing differences and diversity training
- Creating an environment where “each person’s
cultural differences are respected” (Walker)
- make employees aware of their attitudes
towards others, and increase their understanding
and acceptance of others

Cultural Diversity - existence of two or more persons from

different cultural groups in any single group or
organization

Managing a culturally diverse workforce requires a long-

term, integrated effort.

Success is most likely with:

- Top management commitment
- An inclusive view of diversity
- Actions based on a combination of legal, moral,
and economic arguments
- Coordinated HRD efforts that promote diversity