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- 1McGregor's theory Haskever et al., (2000)x- Hate work. Avoid responsibility low ambition. The environment is controlled. External rewards money and fear. Love to work. Obtain responsibility. Very relaxed. External rewards vary
- 2Cole (1996)A dynamic process where one individual influences the dynamics of the group.
- 3Vroom's theory Lunenberg (2011)MF/E/I/V = P+
Motivation factors provided by manager include expectancy this is if the employee believes the effort they put in will results in a better performance. instrumentality the element of belief that if you perform will the outcome will be positive. Valence the importance that individual place upon the expected outcome. - 4Bennis (1990)Characteristics of managers include managers copy. Leaders originate. Mangers maintain leaders inspire.
- 5Strivistava (2005)Good managers are not necessary good leaders and good leaders are not necessary good manager. To turn into a leader it takes good manager skills and then visionary follows
- 6Maslows hierarchy of need Huitt (2004)Huitt (2004) explains how maslows hierarchy of needs is what employees may follow as part of motivation. For example it is a 5 section theory that starts with physicolocial needs as the most important and what employees want for example this can be water, breaks and suitable hours of study. The next section is security this included financial stability and health and safety in the work place. Next is belonging for example at the work place the manger should encourage team work and team bonding inside and outside work. Next is self esteem the manager should have self esteem and confidence in the plans they have. Finally self acquisition this includes managers challenges and promotion. Huitt (2004) beleifs that if an employee has reached all of these in the theory they are not motivated to continue working.
- 7Contingency House path goal theory House (1975)This is a theory developed by Robert House in 1971. The revised version by House (1975) argues that leaders engage in behaviour that complements subordinates facilities and compensates for difficencies
- 8Morgan (2001)Argues the concept of strong leaders and focuses on the differences between leadership and management emphasising managers who can change agents rather than relying on vision of heorism
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- Karteikarten am Ohne Titel, erstellt von matthewhart123 am 04/05/2015.
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