1. List 5 qualities of a good leader .
Explain why you think these are important
qualities.
There are many factors that contribute to effective leadership, and I will
address five of them here. An effective leader is crucial to any successful
business, whether it is an offline or online business.
The first characteristic of effective leadership is empathy, an understanding
and identification with another person's feelings, situation and goals. Showing
such empathy even in difficult situations will win you kudos with the staff. In
the event of a conflict, a good leader will be able to empathize with both sides,
while being able to negotiate an amicable solution. Your staff will work much
better with you when you show some empathy.
Secondly, an effective leader shows a tenacious determination and resolve,
never wavering in spite of obstacles. Together with a positive attitude, this
can turn around an almost impossible situation, thus enabling others to see
the brighter picture and carry on with the task at hand, keeping the end result
in mind.
Thirdly, one must be able to detach themselves from the situation and analyze
it from a distance. The effective leader is calm and composed in the face of
turmoil and uncertainty. This stability like a rock gives a certain sense of
character and offers some peace of mind to others who may be mindlessly
caught up in that turmoil.
Fourthly, a leader must have excellent communication skills. He must be
comfortable running meetings and making presentations. His presentation
skills have to be excellent, and be able to convey accurately the essence of
the subject at hand and be able to address any ambiguities before they come
up. Such communication skills will have to be learned along the way to being
a good leader
or manager.
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Lastly, an effective leader has to be resourceful enough to find the resources
that are needed. Not every leader will have an intimate knowledge of the
subject, but he will be able to turn to the people in the know and gather any
necessary resources as required.
I have covered five important characteristics of an effective leader. Although
there are many more characteristics of effective leadership, I believe that
these are five
crucial factors that will have to be learned by anyone who wishes to become a
great leader. These characteristics can be learnt by anyone, whether they are
currently an effective leader or not, however, this is not something that you
learn in school.
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2. What is job stress ? What are the causes of job stress? What can you do to
reduce job stress?
Stress in the workplace is becoming a major concern for employers, managers and
government agencies, owing to the Occupational Health and Safety legislations requiring
employers to practice duty of care by providing employees with safe working
environments which also cover the psychological wellbeing of their staff.
One of the costs, for employers, of work place stress is absenteeism, with the goverment
reporting that owing to stress, nearly fifty per cent of employees surveyed had taken time
off work. Other negative effects were reductions in productivity, reduced profits, accidents,
high rates of sickness, increased workers compensation claims and high staff turnover,
requiring recruiting and training of replacement staff.
While a certain amount of stress is needed to motivate individuals into action, prolonged
stress can have a huge impact on overall health. More than two-thirds of visits to doctors
surgeries are for stress-related illnesses. Stress has been linked to headaches,
backaches, insomnia, anger, cramps, elevated blood pressure, chronic fatigue syndrome,
fibromyalgia and lowered resistance to infection. For women, stress is a key factor in
hormonal imbalances resulting in menstrual irregularities, PMS, fibroids, endometriosis
and fertility problems. Stress can also be a factor in the development of almost all
disease states including cancer and heart disease.
Each profession has its own unique factors that may cause stress; below are some causes of
stress that cross many professions:
Increased workload
Lack of support
Organizational changes
Personal and family issues
Lack of recognition
Poor work organization
High demands
Lack of training
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Long or difficult hours
Inadequate staff numbers and resources
Poor management communication
Lack of control or input
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So what can be done to effectively manage workplace stress?
Organizations can:
Educate their employees to recognise the signs of stress.
Where possible, give their employees the chance to be involved in decisions and actions that
affect their jobs.
Improve employer-employee communications.
Provide employees with opportunities to socialise together.
Be understanding of employees personal and family responsibilities.
Ensure employee workloads suit their capabilities and resources (provide more training and
resources if not).
Provide support (internally or externally) for employees who have complex stress issues.
Employees can reduce their overall stress by:
Regularly exercising, as this releases happy hormones.
Eating a healthy diet, as stress depletes vital nutrients.
Getting adequate rest.
Using tea and lunch breaks to read, listen to a relaxation CD or have a five-minute power-nap.
If appropriate, playing relaxing music at work and burning aromatherapy oils.
Being more organized. Get up earlier to have more time.
Delegating responsibility where possible. Say no!
Taking time out to laugh by telling someone a joke. Start a laughter group: by standing in a circle
and all forcing a big laugh, it will soon become real!
Avoiding caffeine and sugar. Although this may provide an instant lift it later depletes the body of
energy and nutrients.
Taking time to do things that bring enjoyment and pleasure.
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Making the work environment pleasurable. Have relaxing sounds in the form of music or a water
fountain. Have enjoyable smells by burning candles or aromatherapy oils. Hang beautiful pictures
or posters on the walls; have photos or flowers on the desk.
Taking care of their overall health and wellbeing by practising good self-care.
Keep a journal that monitors dates and times of stress to detect re-occurring patterns and to help
you discover changes you may need to make.
Sometimes trying to implement change (even for the better) can itself cause stress and prevent a
person remaining motivated. In this case its important to get support for your stress from a
counsellor, doctor, naturopath, friend, peer or life coach who specializes in stress issues.
The benefits of a systematic and joint approach to reducing work stress are:
Increased productivity
Decrease in absenteeism
Improved morale
Decrease in workers compensation claims
Reduction in workplace accidents
The most important benefit in reducing workplace stress is that it will promote a pleasant work
environment for all.
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3. What is motivation ? Explain Maslows Needs hierarchy?
Motivation is the driving force that moves us to pursue a certain goal, or trigger a
particular action. It is present in all of lifes functions. Eating is motivated by
hunger, reading is motivated by the need for knowledge or entertainment.
Motivation can be result of anything from reward to coercion.
There are two main types of motivation: intrinsic and extrinsic.
Intrinsic motivation comes from within oneself. You feel intrinsic motivation when
you want to do something for your own personal gain, like pursuing your desires,
discovering more about certain things that you find interesting, or the things you
see as important in life. Extrinsic motivation when you are required to do
something as a result of external factors.
When we take a deeper look at motivation and how it is caused, we see that there
are many factors that cause our actions, or provide motivation.
But in most cases it is the promise of the reward that comes with the completion of
a certain action that is the key element in staying motivated. For people who want
to lose weight, it is the reward of having a slim and healthy that motivates, when
people are in depth, they are motivated by the desire to take control of their
finances.
Many people however, struggles with motivation. But there are many resources
available to overcome lack of motivation, self-help and Motivation Books offer
great information for those who feel lost. Reading about the success of others can
be of great inspiration to those who longer see the point of pursuing their dreams.
Whatever your goal or purpose, it cannot be achieved without the proper
motivation. And there are many places you can look for motivation and inspiration
to help you achieve your goals. Motivation Books is a site that offers resources to
motivational material. But first of all, it must come from within you, find out what
you want, what your heart desires, and pursue it!
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Maslows Hierarchy of needs
In 1943, Abraham Maslow's article A Theory of Human Motivation appeared in
Psychological Review, which were further expanded upon in his book: Toward a
Psychology of Being In this article, Abraham Maslow (occasionally misspelled
"Maslov") attempted to formulate a needs-based framework of human motivation and
based upon his clinical experiences with humans, rather than prior pyschology
theories of his day from authors such as Freud and B.F. Skinner, which were largely
theoretical or based upon animal behavior. From this theory of motivation, modern
leaders and executive managers find means of motivation for the purposes of
employee and workforce management.
The basis of Maslow's theory is that human beings are motivated by unsatisfied
needs, and that certain lower needs need to be satisfied before higher needs can be
satisfied. Per the teaching's of Abraham Maslow, there are general needs
(physiological, safety, love, and esteem) which have to be fulfilled before a person is
able to act unselfishly. These needs were dubbed "deficiency needs." While a
person is motivated to fulfill these basal desires, they continue to move toward
growth, and eventually self-actualization. The satisfactions of needs is quite healthy.
While preventing their gratification makes us ill or act evilly.
As a result, for adequate workplace motivation, it is important that leadship
understands which needs are active for individual employee motivation. In this
regard, Abraham Maslow's model indicates that basic, low-level needs such as
physiological requirements and safety must be satisfied before higher-level needs
such as self-fulfillment are pursued. As depicted in this hierarchical diagram,
sometimes called 'Maslow's Needs Pyramid' or 'Maslow's Needs Triangle', when a
need is satisfied it no longer motivates and the next higher need takes its place.
In 1943, Abraham Maslow's article A Theory of Human Motivation appeared in
Psychological Review, which were further expanded upon in his book: Toward a
Psychology of Being In this article, Abraham Maslow (occasionally misspelled
"Maslov") attempted to formulate a needs-based framework of human motivation and
based upon his clinical experiences with humans, rather than prior pyschology
theories of his day from authors such as Freud and B.F. Skinner, which were largely
theoretical or based upon animal behavior. From this theory of motivation, modern
Organizational Leadership (Su Wit a/l Indin Bun- 700120-02-5315)
Page 8
leaders and executive managers find means of motivation for the purposes of
employee and workforce management.
The basis of Maslow's theory is that human beings are motivated by unsatisfied
needs, and that certain lower needs need to be satisfied before higher needs can be
satisfied. Per the teaching's of Abraham Maslow, there are general needs
(physiological, safety, love, and esteem) which have to be fulfilled before a person is
able to act unselfishly. These needs were dubbed "deficiency needs." While a
person is motivated to fulfill these basal desires, they continue to move toward
growth, and eventually self-actualization. The satisfactions of needs are quite
healthy. while preventing their gratification makes us ill or act evilly.
As a result, for adequate workplace motivation, it is important that leadship
understands which needs are active for individual employee motivation. In this
regard, Abraham Maslow's model indicates that basic, low-level needs such as
physiological requirements and safety must be satisfied before higher-level needs
such as self-fulfillment are pursued. As depicted in this hierarchical diagram,
sometimes called 'Maslow's Needs Pyramid' or 'Maslow's Needs Triangle', when a
need is satisfied it no longer motivates and the next higher need takes its place.
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4. List and explain any 5 factors that will motivate people at your workplace.
Motivating employees
Effective managers have the ability to get things done through other people.
This is accomplished by motivating employees to accomplish specific tasks. A
manager must be able to delegate these tasks to employees. The technique a
manager uses to motivate employees to work for him, will either motivate or
dissatisfy employees. Motivated employees will work with the manager to
achieve company goals. Those employees who are dissatisfied will work
against company goals
Motivation is based on how much someone wants something. Many
managers are motivated by personal factors that lead them to be managers.
In a study on the needs or wants of managers and employees from their job,
the top three for both, managers and employees were their desire to have job
security (Jurkiewicz 1997, 370).
Regular employees said they also wanted a chance to learn new things,
managers can motivate employees by using good communications to show
Approval, praise, and recognition, Trust, respect, and his expectations, and
giving Loyalty, Job enrichment and Cash incentives. Manager who knows
how to motivate the people around them are bound to be good managers.
Since there is no one true way to motivate employees. Managers must be
flexible to the needs of each individual employee. Managers must also feel
comfortable with different styles of motivation. Since there are no two people
that are motivated by the same exact thing.
Motivation by managers is sometimes considered manipulation by employees,
for this, manager must be aware of the misinterpretation of his effort to
motivate employees. Manager must be loyal to his organization, by
demonstrating fairness in treatment of employees; also manager must be
honest and trustworthy. The decisions a manager make, must be consistent
and logical. Mistreatment may lead to counter production for example, If
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employees in an organization feel that they are not being treated equitably on
the job. They might start to demonstrate destructive behavior on the job; some
such behaviors might be excessive absences, lack of output, or withdrawal.
So when employees are demonstrating destructive behavior it is the manager
responsibility to negatively reinforce that behavior. Employees want the same
things managers want, for this, managers must treat employees the same
way they themselves want to be treated by their superiors. They want
opportunity, recognition, and praise. They can also be motivated by money
and incentives but those kinds of incentives arent always possible. In order to
be able to motivate others, a manager must be motivated himself, - tickets or
lunch out, may have greater impact with employee, even when motivating by
money, it may need to be accompanied by a personal touch, that help a
manager to create the right atmosphere for his employees to be
motivated, for example a manger needs to achieve an environment of
inclusion, where every one feels that he is part or important part of the
organization. Manger may achieve this environment by:1- Showing a
dedication to the mission statement,2-Make sure all members believe in the
product and have had a chance to use it firsthand,3-Keep an eye open for
rightness of fit of employee to job,4-When hire and promote, people should be
placed where their passions lie.
(A. Precht),
Methods for Managers to Gauge Motivation Probability
1-Employee Selection
A managers ability to motivate starts with employee selection. The hiring of
employees that are self-motivated is crucial to the success of any business. If
an employee is motivated from within, then the motivator aspect of a
managers job is less difficult
2-High Organizational Expectations
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Another method that managers can utilize to help them motivate their
employees is incorporating high organizational expectations or standards.
Some leaders and managers build important productivity expectations into
their organizational cultures. These expectations include a sense of
responsibility, high productivity, and quality of output. These expectations are
impressed upon new employees. Managers show this by having new
employees watch pace setters to demonstrate that these expectations are
taken very seriously throughout the organization.
By employing these two methods, managers, more than likely, will not need to
motivate their employees as much or as often. This is not to say that
motivation can be neglected at any point. Managers must continually motivate
their employees, but this can be made easier by attempting to hire selfmotivated employees and impressing high standards upon them and
reinforcing the standards on a daily basis.
Motivation techniques
The ability to motivate others has long been an accepted hallmark of the
successful leader. This is true of student leaders on college campuses, as
well as CEOs of large company. In an organization where people are
motivated, there is maximum productivity, efficiency, and enjoyment.
Motivating others is a leadership skill you can learn says Harvard U.
Professor Roland Barth, if you're willing to consistently apply the Seven
Techniques of Motivation.
1: Delegating effectively
By wisely assigning responsibility, the majority of the membership will be
involved.
2: Assigning incremental tasks
Everyone in an organization should be involved, even if it is in small ways at
first. When delegating even simple tasks, members are drawn into action on
behalf of the organization. The more they become involved, the more
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meaningful their commitment and the more successful the organization.
3: Treating members equally
everyone enjoys being "in the know. People want to have influence and feel
as if they share power within the organization. A manager should show that
he or she values every person in the organization. It'll translate into a more
motivated membership.
4: Using praise and criticism
Inevitably, a leader, have to praise and/or criticize. Learning to do so
effectively maximizes the potential to act as a motivator. If possible, employ
praise and criticism separately...
5: Generating enthusiasm
There's no substitute for genuine enthusiasm. Real enthusiasm generates real
energy, which can become an irresistible force if you focus it properly.
A manager should interact with members in a positive and energetic manner.
Believe in the organization and show some zest. Have confidence in
members. And be enthusiastic.
6: Promoting integrity
An essential part of your college development is forming your own set of
principles. Practice what is important. People model what a first person does.
They don't necessarily do what he or she says.
7: Maintain humor
Take work seriously, but self less so. A manger may keep sanity -- and
friends, when maintain sense of humor. (R. Barth)
From the real life this is an example from University Medical Center about
how managers are expected to behave in order to be valued as good
managers. Managers at RUMC are expected to
1) Exceed standard by showing both initiative and leadership, or
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2- Exceed standard by showing initiative, or
3- Meet standard which is the minimum.
Managers are expected to
1) identify the organization mission, vision and values,
2) identify the workplace behavior that exemplify the mission, vision and
values, and
3)practice behaviors that support the values of the organization
Managers are expected to support Rush values which are: innovation,
collaboration, accountability, respect, and excellence.
Guidance for behavioralizing the organization values
A manager should
1-seek and support new and better methods to deliver high quality, cost
effective, patient centered services by fostering an environment where
employees can show innovation behavior such as; A-create useful work
methods or process, B- improve existing work methods or process, Centhusiastically embrace changes to work methods, policies and procedures
initiated by others, D-use creative ways when confronted by limited resources,
and E- be active and eager to try new approaches, concepts and techniques.
2- Go beyond supporting each others efforts to support (the organization), to
seek out strategic relationship that promote a whole that exceeds the sum of
its parts. For this mangers are expected to foster an environment where
employees can create constructive synergies achieve mutually positive
business, clinical or service outcomes with peers, management, customers
and with other departments
3-accept ownership and responsibility for specific contributions to the success
of the medical center, to establish clear expectations, strive to meet these
expectations, and accept responsibility when expectations are not met, for this
managers are expected to foster an environment where employees can show
accountability behaviors such as A-understanding of and commitment to Rush
mission and vision, B- complete work on time and up to standard, C-accept
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responsibility for own decisions and those of the team, D-admit to mistakes
and weaknesses instead of blaming others, E-step in to fill gaps in workflow
as needed, F-eagerly accept challenging assignment, and G-accept
responsibility for compliance with all rules and regulations.
4-recognize and value the efforts and contribution of employees in all
positions, and of all professional and cultural background, and seek to foster
an inclusive climate where difference are accepted, understood, and valued.
5- Strive to meet standards of excellence. These include externally
established professional and industry standards and internally organizational
and departmental standards, to achieve these goals managers are expected
to foster an environment where employees can A-exceeds quality standards,
B-improve performance through deliberate effort, C-provide evidence of
specific accomplishments, D-create and maintain progress on individual
professional development plan, and E-make use of resources to support work
performance
Refferences:
a. A.Precht, www.thinkavenue.com/articles/hr/article14.htm
b. J.walter, http://www.inc.com/articles/2001/03/22371.html ,2001
c. Charles E. McCabe, http://www.cecunc.org/business/employee-motivate.html
d. Ronald Barth, http://studentorgs.unomaha.edu/Vbrochures/!motivat.htm
e. Stepen P. Robbins, Organizational behavior, 11th Ed. Prentice Hall 2005
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