Management Skills 1

Management Skills 1

1. Management Skill of Leading

   • Autocratic Leadership
     • Manager makes all the decisions. He gives orders that must be obeyed. Manager uses position of authority to get employees to obey him.
   • Democratic Leadership
     • Manager involves employees when making a decision. Manager delegates to employees because he trusts them. The manager gets employees to go along with him by reasoning with them and explaining things to them.
   • Laissez Faire Leadership
     • Manager does not interfere much. Manager delegates a lot. He reasons and explains things to employees to get them to agree.
   • Delegation
     • When a manager assigns authority to an employee to carry out some tasks or project for him. He gives the employee the power to do some of his management work for him.
       • Employees must be competent, responsible and trustworthy who can cope with the added responsibility of delegation.
       • A good control system that immediately highlights the errors made by the employees who have been delegated to. This minimises any bad effects on the business
       • A manager who is not afraid to delegate and is willing to try it.
     • Advantages
       • Manager has more time for more important tasks.
       • Work gets done faster.
       • Improves on-the-job training in management skills.
       • Employees feel respected, trusted and valued.
     • Disadvantages
       • Manager becomes swamped with work.
       • It takes longer for the manager to do all the work alone.
       • Employees will not be trained in management jobs.
       • Employees are unhappy if their managers refuses to delegate. They may feel untrustworthy, lacking in self esteem and lowering staff morale.

2. Importance of Effective Leadership

   • Improved Efficiency
   • Improved Co-Ordination
   • Change
   • Employee Retention

3. Management Skill of Motivating

   • The manager energizing employees and providing them with appealing incentives so that they will willingly co-operate and work harder for the business.
   • Maslow's Hierarchy of Needs
     • Maslow stated that people's needs are that drive and influence them.
   • McGregor - Theory X and Y
     • Theory Y
       • Manager believes his employees enjoy working and have ambition. They motivate by offering promotions resulting in happy, co-operative employees.
     • Theory X
       • Manager believes that his employee does not like work at all, that they are lazy and have no ambition. Motivates using the hard approach and punishments.

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