HOFAM vak Organisatie & Management les 9
Het vier-instrumentenmodel van managementcontrol
2
W aarnem ing en beoordeling van het verloop van de activ ite iten en
beoordeling van het resultaat gericht op b ijsturing
Leiderschap
3e instrum ent(le id ing geven; beslissingen
overdragen; taken opdragen;m otiveren)
R egels voortaakgedrag
C onditionering(begrenzing) vanhet taakgedrag
Voorspelbaarheidvan het taakgedrag
Kader van doelste llingen,strategiebepaling en p lannen
1e instrum ent
Kader van organisatiestructuur
Procesbeheersings-procedure
4e instrum ent
M edew erkers Activ ite itenin een proces
D oel/resultaat
Manager
2e instrum ent
Cultural Leadership
3
● Articulates a vision that employees can believe in ● Defines and communicates central values that employees
believe in● Values are tied to a clear and compelling mission, or core
purpose
● Heeds the day-to-day activities that reinforce the cultural vision – work procedures and reward systems match and reinforce the values
Nature of Leadership
4
The ability to influence people toward the attainment of organizational goals.
Leadership is reciprocal, occurring among people.
Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.
Leadership is dynamic and involves the use of power.
5
The Leadership Grid
Blake and Mouton
− Two-dimensional leadership theory that measures the leader’s concern for people and for production
− Builds on the work of Ohio State and Michigan studies
The Leadership Grid
6
1.9Country Club ManagementThoughtfu l a ttention to theneeds of people for satisfy ingrelationships leads to a com fort-able, friendly organization atm os-phere and w ork tem po.
9.9Team Management
W ork accom plishm ent is fromcom m itted people; in terdepen-
dence through a ”com m on stake”in organization purpose leads
to re la tionships of trust and respect
Impoverished
1.1
ManagementExertion of m in im um effort to get required w ork doneis appropria te to susta in organization m em bership
Authority-ComplianceEffic iency in operations results
from arranging conditions in such a w ay that hum an
e lem ents in terfere to am in im um degree
9.1
5.5Middle-of-the-road Management
Adequate organization perform anceis possib le through balancing the
necessity to get out w ork w ithm ainta in ing m orale of people at a
satisfactory level.
71 2 3 4 5 6 8 9
Low Concern for production High
Low
High9
8
7
6
5
4
3
2
1
Hersey and Blanchard’s Situational Theory of Leadership
7
R 3
S1
S2
S4
Share ideas andfacilita te indecision m aking
Expla in decisionsand provide
opportunity forclarification
Provide specificinstructions andclosely superviseperform ance
Turn over responsib ilityto decisions andim plem entation
S3
R 4 R 1R 2Able and W illing orConfident
Able butUnw illing or
Insecure
Unable but W illing orConfident
Unable andUnw illing or
Insecure
Follow er D irected Leader D irected
High M oderate Low
TASK BEHAVIOR(Guidance)
(H igh)(Low )
(Hig
h)
FOLLOW ER READINESS
LEADER STYLE
The Level 5 Leadership Hierarchyive Common Dysfunctions of Teams
8
Leading Change
9
Transactional Leaders
Clarify the role and task requirements of subordinates
Initiate structure
Provide appropriate rewards
Display consideration for subordinates
Meet the social needs of subordinates
Leading Change
10
Charismatic Leaders
The ability to inspire
Motivate people to do more than they would normally do
Tend to be less predictable than transactional leaders
Create an atmosphere of change
May be obsessed by visionary ideas
Leading Change
11
Transformational Leaders
Similar to charismatic leaders
Distinguished by their special ability to bring about innovation
and change by
Recognizing followers’ needs and concerns
Helping them look at old problems in new ways
Encouraging them to question the status quo
Sources of Power
12
Legitimate Power: power coming from a formal management position.
Reward Power: stems from the authority to bestow rewards on other people.
Coercive Power: the authority to punish or recommend punishment.
Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.
Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader.
High-Performance Culture
13
Alienated Effective
C onform istPassive
Pragm aticSurvivor
Independent, critical thinking
Dependent, uncritical thinking
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