Concepts of management leadership-motivation and organizational culture

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Concepts of managementleadership-motivation and
organizational culture

• B.V.L.Narayana

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Definitions

• Motivation
• To be moved to do something
• Vary in
• Degree or intensity
• Logic behind motivation orientationwhy
• Intrinsic inherently interesting or enjoyable
• Related to needs of competence, autonomy,
  relatednessbased on free choice, enjoyment
• Internal perceived locus of causality
• Extrinsic-leads to a separable outcome
• Instrumental value-non autonomous
  internalization and integration leads to
  intrinsic control

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Motivation

• Extrinsic motivation
• External perceived causality
• Self determination theory
• SDT postulates that autonomous and controlled
  motivations differ in terms of both their
  underlying regulatory processes and their
  accompanying experiences, and it further suggests
  that behaviors can be characterized in terms of
  the degree to which they are autonomous versus
  controlled.

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Source Deci and Ryan 2000
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Leadership

• Leadership is
• Ability to influence others
• Influence is ability to convince others to do
  what you want
• Consists of
• Thinking abilities
• People abilities
• Task abilities

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ROLE OF LEADERSHIP

• Leadership
• Process of social influence
• Which enlists the aid of people
• To achieve something(extraordinary)
• Or
• Creating a way for people to contribute
• Contribute in form of
• Ideas, effort, resources,
• Achieve
• Common goals

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ROLE OF LEADERSHIP
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Organizational culture

• Schein (1990) defines culture as, "a) a pattern
  of basic assumptions, b) invented, discovered, or
  developed by a given group, c) as it learns to
  cope with its problems of external adaptation and
  internal integration, d) that has worked well
  enough to be considered valid and, therefore e)
  is to be taught to new members as the f) correct
  way to perceive, think, and feel in relation to
  those problems
• The set of shared attitudes, values, goals, and
  practices that characterizes an institution,
  organization or group (Wikipedia)

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COMPETING VALUES FRAME WORK

• Developed by QUINN and CAMERON
• Organizational culture assessment instrument
• Based on polarities
• Internal versus external focus
• Stability versus flexibility
• Four types of culture

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Types of organizational cultures

• Clan Culture - internal focus and flexible A
  friendly workplace where leaders act like father
  figures.all As
• Adhocracy Culture - external focus and flexible A
  dynamic workplace with leaders that stimulate
  innovationall Bs
• Market Culture - external focus and controlled A
  competitive workplace with leaders like hard
  drivers all Cs
• Hierarchy Culture - internal focus and controlled
  A structured and formalized workplace where
  leaders act like coordinatorsall Ds

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DIMENSIONS OF LEARNING CULTURE

• Continuous learning at individual level
• Dialogue and enquiry at individual level
• Team learning
• Capture learning
• Empowerment
• Connect organization
• Leadership for learning
• Financial performance
• Knowledge performance

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Integration

• Leadership-
• influences organizational culturethrough
  strategy
• individual motivation
• performance or actions
• teaches new entrants
• components of culture