Bus Unit 2

Bus Unit 2

1. HUMAN RESOURCE MANAGEMENT

2. MANAGEMENT AND LEADERSHIP

   • Manager
     • responsible for setting objectives, organizing resources and motivating staff so that the organisations aims are met
     • Functions of management
       • setting objectives and planning
       • directing and motivating staff
       • organizing resources to meet objectives
       • controlling and measuring performance against targets
       • coordinating activities
   • Mintzberg's management roles
     • Interpersonal roles
       • dealing with and motivating staff at all levels of the organisation
     • Informational roles
       • acting as a source, receiver or transmitter of information
     • Decisional roles
       • taking decisions and allocating resources to meet the organizations objectives
   • Leadership
     • The activity of motivating a group of people towards achieving a goal and common objective, inspiring them to perform well and reach their full potential
     • Leadership qualities
       • clear direction and vision
       • multi-talented
       • ability to think beyond the obvious
       • incisive mind
       • good leader of people
       • desire to succeed and self confidence
     • Leadership Styles
       • Laissez-faire
         • appropriate for: - when managers are too busy to intervene - in research institutions or companys where experts are employed
         • a leadership style that leaves much of the business decision making to the workforce
           • a 'hands off' approach and the opposite to autocratic leadership
         • Advantages
           • independent workers will be highly motivated and enriched
           • Highly effective with professionals and experts
         • Disadvantages
           • lack of structure and direction
             • leads to loss of job security
           • lack of feedback may be demotivating
       • autocratic
         • appropriate for: - defence forces and police - in times of crisis
         • a leadership style that keeps all decision making at the center of the organisation
         • Advantages
           • quick decisions
           • confidential matters can be kept secret
         • Disadvantages
           • demotivates staff
           • decisions do not benefit from staff input
           • success depends entirely on leader
       • democratic
         • appropriate for: - where workers are expected to contribute fully to production and decision making process - an experienced and flexible workforce - when a new way of thinking or new solution is neede
         • a leadership style that promotes the active participation of workers in taking decisions
         • Advantages
           • Fosters creative environment
           • Effective results, well-rounded decisions can be made
           • Workers feel more involved and valuable
         • Disadvantages
           • consultation can be time consuming
           • quick decision making may sometimes be required
           • some issues may be too sensitive or too secret
     • Informal Leader
       • a person who has no formal authority but has the respect of colleagues and some power over them
     • Emotional intelligence
       • the ability of managers to understand their own emotions and those of the people they work with, to achieve better business performance.
   • Goleman's EI competencies
     • self management
       • being able to recover quickly from stress, being trustworthy and showing initiative and self control
     • social skills
       • handling emotions in relationships well and accurately understanding different social situations; using these skills to persuade, negotiate and lead
     • self-awareness
       • knowing what we feel is important and using that to guide decision making. Having a realistic view of our own abilities and having self-confidence in them
     • social awareness
       • sensing what others are feeling, being able to take their views into account and being able to 'get on'with a wide range of people

3. MOTIVATION