Relier Pairs Leadership MemoryVersion en ligne #hr #personnel #leadership par Susanne Kronfeld 1 Challenging work, career prospects, responsibility 2 A manager gives his employees objectives to fulfill. The way, they are solving the problems, is not defined - they can choose their own solution. 3 Impoverished 4 Fringe benefits, security and prospects of promotion, advancement and improvement in standards of living 5 Workers are only interested in high wages. 6 Job rotation, job enlargement and job enrichment 7 Leadership style between the extremes task-centered and employee-centered 8 The average worker wants to work and to take on responsibility if he is supported and encouraged to do so. This theory says that workers enjoy work and responsibility and that they want to develop. 9 With the workers' co-operation, working conditions were changed one at a time, e.g. shorter working weeks and days, food or coffee breaks, breaks of varying lengths ... in all 10 changes. 10 Work is a group activity. 11 Hygiene Faktors (Herzberg) 12 The average worker is someone who has to be forced to work harder. Workers are lazy, unambitious, resistant to changes and indifferent to the purpose of the organization. They dislike responsibility and need close control. 13 Manager sets objectives, allocates tasks and insists on obedience 14 Middle of the Road Strategy 15 Interventions by the leader are reduced to a minimum, he only interferes when he is consulted. Management by objectives Managerial Grid by Blake and Mouton Autocratic Style of Leadership Neither concern for production, nor concern for people (managerial grid) Theory Y (D. McGregor) F.W. Taylor Theory X (D. McGregor) E. Mayo Motivators (F. Herzberg) R. Tannenbaum and H.W. Schmidt - Continuum of Leadership Behavior Laissez-faire Style of Leadership Methods to increase job satisfaction Hawthorne Experiments Salary and fringe benefits, quality of supervision, status, relationship with colleagues Factors affecting motivation
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