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the basics of leadership (staff specialist merchant / f IHK)
Basics 1: Own leadership
Who wants to lead, must be a model. Therefore, at the beginning of the consideration of the management tools that guide their own behavior. We can distinguish four principles-Lich leadership styles from each other: the authoritarian style of leadership, the collaborative (participative, democratic) management style, the "laissez faire" leadership management style (literally "can grant") and the charismatic leadership style, that is the driving by a vision. Now, instead of here make a clear distinction, applicable in any situation must be referred to as the situational leadership, ie leadership style, the particular situation and the maturity level of the employee to be adjusted.
In addition to these considerations, it still one-dimensional two-dimensional view of the behavior of grid ("managerial grid"). This behavior consists of two grid axes. On the abscissa of the grid behavior is the "task orientation" and scaled on the ordinate the "individuals", each of 1-9. This results in 81 different combinations of these two axis values, with a feasible combination in practice probably lies in the middle of the two. The theoretically ideal leader is required, however, the combination of values "9" with task orientation and "9" to realize in person orientation.
Basics 2: Group Dynamics
also needed to group dynamics a leader must uphold. There are basically primary groups (intimate relationship with family) and secondary groups (working group with a more anonymous Relationship), and formal (externally organized) groups, such as a workshop, and informal (self-organized) groups, such as a football pub team. Within groups results in certain behavioral patterns or types, such as the "leader", the "Group Clown", the "outsider", the "Press-berger" differs so
In a group formation are four phases, called Forming, Stor-ming, Norming and Performing. In the first phase, the forming, palpate the group approached its task and trying out certain rules of conduct. The second phase, the Storming is the phase of the conflict and the "Aneinan-dergeratens. In the third phase, the Norming, they agreed on certain rules in order to then pay in the fourth phase of the actual task.
Basics 3: Communication levels
Run means above all to communicate. The manager must therefore be aware of the two levels of communication. These levels are the relation-ship level and content level (content level), the relationship level, the content level is dominant. In order for communication to the factual level, should be on the relationship level, the constellation signaled "I'm OK, You're OK".
Basics 4: look at employee motivation
Finally, we as the last of the bases have different approaches to employee motivation, namely the models of Maslow, Herzberg and Mc- Gregor.
employee motivation, Maslow
According to Maslow's needs can be human hierarchical structure (pyramidal Denart). The lowest level needs are basic needs, then comes the need for security that membership need that Anerkennungsbe-dürfnis and finally the need for self-realization. These needs seem to Maslow fundamentally from the bottom up, that is, if a lower need is satisfied is, of which no more motivation force. Man strives for "higher", ie after the next higher level.
employee motivation, Herzberg
After the two-factor model of Herzberg can be in principle the "Satis-factors" and distinguish "Dissatisfaktoren. Dissatisfaktoren are, for example, workplace exposures to noise, cold, dirt and narrow. They are also called "hygiene factors" or "Frustrators. If such Dissatis factors at work there, they seem de motivating. If these Dissatisfaktoren is the person motivated but not yet. Motivation is to Herzberg Satis only by real factors. These are things that man is not expected, and offer him a special advantage.
employee motivation, McGregor
McGregor finally formulated two fundamental human images. His "Theory X" means that man is basically lazy and no initiative. He could only be extrinsically motivated (from outside) by the principle of "carrot and stick"
. His "Theory Y" means that man is always willing to perform. It is intrinsic in the first place (from within) motivated.
Recommends In this connection also the reading of the book "Mythos Motivation" by Reinhard Sprenger. This author also argues that one should always start with the "Theory Y" and therefore most motivated by treating its employees as adults, and them as much responsibility as possible leaves.
promote motivation, motives of employees
order to encourage motivation, one must know the motives. Maslow's motivational pyramid has shown that money alone is not the only motive that motivated or not motivated behavior determined by staff. In addition to the money motive there is the safety design (such as security of employment), the status of subject (title, recognition), the achievement motive (coming from an out-demanding task that can cope really want), the power motive (more powers ) and the contact pattern (communication, group work).
promote motivation, leadership activities
Who knows the motives of its employees, as a manager can better motivate four-by individually exactly the responsive motif, which is important for the individual. More detailed measures to promote the motivation, is also:
transfer of functions that correspond to the inclinations of the employee (identification)
; involvement encourage the employees in the decision
own Responsible
meeting comprehensible and clear reasoned decisions
clear communication and transparency to the business policy
pleasant working environment
explicit recognition of the service.
can technology
a help to understand complex issues and to demonstrate is that technology dar. Thus, for example, a company or a single group seen as a system: Basics 5 and take this perspective in order to help to identify issues and develop solutions. One can this system environment-oriented, outcome-oriented, structure-oriented view and interaction-oriented.
In a oriented environment system approach looks to on the influences that act on the system. If we take as a working system, then we look at the environment-oriented system analysis first not to the work group itself, but to the customers, suppliers, other departments, etc., which act on the system. This can be seen first, who acts and what everything on this system and you can develop strategies on how to handle it.
When results-based system approach, it's about what will make the system. One wonders, what results or objectives to be achieved.
When structure-oriented system approach is now looking at the interactions within the system. The individual process steps, as activities are held. It focuses on the questions: who does what, what, and how long does it take?
When interaction-oriented system approach, it's about how people interact and influence each other. Every person within a system has different abilities, needs, desires and goals. It follows that for dealing with each other must develop certain rules. These may be formal standards or laws but also informal rules. The interaction-oriented system, they help with these informal rules to know it.
We now consider the various management tools, such as recruitment, as the judge criticized the call, the conferencing technology, facilitation techniques and conflict management.
Inspirations Quote
"Those who think that money makes everything ending
mostly so that they do anything for money. "
Voltaire
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