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http://www.businessballs.com/tannenbaum.htm

https://www.youtube.com/watch?v=xFYHLbUZZ9A

https://www.tutor2u.net/business/reference/leadership-styles-tannenbaum-and-schmidt-continuum-of-leadership

http://www.managetrainlearn.com/page/tannenbaum-and-schmidt

http://www.lindsay-sherwin.co.uk/guide_team_leadership/html_leadership_styles/4_tannenbaum_schmidt.htm

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Matrix Management and structure

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Matrix Management and Structure - duties, benefits

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Encyclopedia of Business, 2nd ed. Matrix Management and Structure: Man-Mix

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An overview with embeded links for coaching

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Leading with Emotional Intelligence in the Workplace

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Hawthorne Effect video

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Attempt to illustrate a little about the idea behind Hawthorne Effect.

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https://www.youtube.com/watch?v=xFYHLbUZZ9A

OVERVIEW

The relationship between, the level of freedom a manager chooses to give a team and the level of authority used by a manager

As the team's freedom is increased, so the manager's authority decreases.

Starts with Manager centred leadership, moves along the scale to subordinate centred leadership

This will not be a short process, be patient, explain to the team what you are doing. As a manager, one of your responsibilities is to develop your team. You should delegate and ask a team to make its own decisions to varying degrees according to their abilities. There is a rising scale of levels of delegated freedom that you can use when working with your team.

TELLS
Leader identifies problems, makes decision and announces to subordinates; expects implementation

SELLS
Leader still makes decision, but attempts to overcome resistance through discussion & persuasion

CONSULTS
Leader identifies problem and presents it to the group. Listens to advice and suggestions before making a decision

JOINS
Leader defines the problem and passes on the solving & decision-making to the group (which manager is part of)

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Emotional Intelligence by Daniel Goleman ► Animated Book Summary

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Hawthorne Effect - how to apply in the workplace

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by Nadya Agrawal

Instead of worrying about what's left to do and busying yourself with more and more tasks, spend your time wisely on what's important, with the motivation and insight gained from your done list. Download our Busy Person's Guide to the Done List eBook now and start your done list today.

Something as simple as asking your team how their day's going can deliver a huge lift to productivity in the workplace. Sound too good to be true? Science backs it up.

This is something psychologist Elton Mayo, pioneer of organizational theory, discovered by studying American factory workers in the '30s.

The experiment was initially set up to see which factory conditions make workers most productive. The researchers began by brightening the factory light, which increased productivity. But once they dimmed the light, productivity rose again. They soon realized that it didn't matter what the change was-productivity would rise when any change would be made to the work environment. Employees felt like the managers cared about them and their work environments, so they worked harder.

This phenomenon was dubbed "the Hawthorne Effect." It has repeatedly popped up in other studies over the past 80 years, proving that the act of caring can boost productivity in almost any setting-especially the workplace. Here's how to use the Hawthorne Effect to hack your office's productivity and create a culture of caring.

Employees Want a Say

Even the best managers can operate under false assumption about how their employees prefer to work. They assume that they know best, and that their policies are already inclusive and flexible. But the Hawthorne Effect suggests otherwise. It's more important that you show that you're invested in employee happiness, than make "good" decisions on your employees' behalves.

Show your employees you care by actually listening to how they work best. You can do that by bringing them into the conversation about their own work and accommodate their preferences.

The Tools For Caring

When you have just a few people in your company, you can just have 1:1s with all your employees to learn about their ideal work environment. But as your team grows, meetings become too disruptive and it becomes hard to give everyone the kind of personal attention that's necessary for employees to feel cared about.

The trick is to open up as many channels of communication as possible, in order to make gathering feedback easy. Here are just a few tools to make that possible:

Trello: This software is usually used as a light-weight project management tool, but you can also use it to locate and address any internal issues your team might experience. Start a board just for complaints or suggestions and deal with them one at a time.

Direct Messaging: Whether you use Google Hangouts, Slack, or HipChat, make sure that you're accessible to your employees via DM. Encourage team members-whether they're remote or in-house-to come to you with any problems, or point out potential inefficiencies in your work process. You can even check in occasionally with a "how are you?" to set the stage for open communication.

I Done This 2.0: We built the new version of I Done This to facilitate communication between team members and managers. Our blocker tool lets employees call out anything that may keep them from being productive.

Once you get feedback, make sure that you act on it and let your employees know. Send around weekly memos and show the progress the team is making towards having a happier, more productive work environment.

No Employee is an Island

Your team members are all well-oiled parts of a larger machine. And like every gear and crank, they need to be connected to those around them. A gear doesn't function when it's turning on its own. As a manager, you can't make the workplace changes from above effective unless your team members can enjoy them together.

After reflecting on his study, Mayo wrote, "The working group as a whole actually determined the output of individual workers by reference to a standard that represented the group conception (rather than management's) of a fair day's work. This standard was rarely, if ever, in accord with the standards of the efficiency engineers."

Basically, social support systems determined workers' productivity. When productivity rose, it rose for everyone. And when it fell, it was because group morale fell. The study proved employees need to feel connected to their colleagues in order to be productive.

How to Un-Isolate Your Employees

Your employees need to form a relationship with each other over something beyond work. Constantly discussing projects doesn't yield the deeper connections necessary to create a support system.

Slack is a chatroom app that allows employees to both talk about work and have fun with their colleagues. Here are some key integrations to foster friendly conversation between your employees:

Giphy allows users to call up a random gif on command. This integration keeps the conversation light and errs on the side of ridiculous.

Lunch Train organizes lunch orders. Your employees may think they're just signing up for their cuisine of choice, but Lunch Train is sneakily roping people together for a group lunch.

Digg pulls up trending articles on given topics when triggered. Have them sent directly to your #Watercooler channel so employees can discuss the day's headlines.

When your employees feel like they have friends at work, they are happier. And happier workers are more productive.

It Really Is as Simple as Asking the Right Question

Morale in the workplace is built on a foundation of confidence. Encouraging your employees and accommodating their needs assures them that they have an important part to play in the work they're doing.

"Making each individual feel an integral part of the group" was critical to the results of the Hawthorne study, social scientist and management theorist Fritz Roethlisberger wrote. Demonstrating that you care about your employees and forming connections among them is all about making each individual feel valuable. When they feel valuable, they want to work harder.

So, yes, even just asking your employees how they're feeling about their work can encourage them to work better. It's a simple productivity hack, backed by science, and you can start cashing in on it right now.

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The Hawthorne Effect is the Simplest Productivity Hack You Never Heard of

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by Nadya Agrawal Instead of worrying about what's left to do and busying yourself with more and more tasks, spend your time wisely on what's important, with the motivation and insight gained from your done list. Download our Busy Person's Guide to the Done List eBook now and start your done list today.

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Five main elements of emotional intelligence:
1.Self-awareness
2.Self-regulation
3.Motivation
4.Empathy
5.Social skills

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Emotional Intelligence

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Emotional Intelligence

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A view of the Hawthorne experiment in business

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Home / Beginer / The Findings of Hawthorne Experiments in Management

Hawthorne Experiments in Management the most important finding of the study was that nearly notwithstanding the experimental manipulation used, the assembly of the staff appeared to improve. One cheap conclusion is that the staffs were happy to receive attention from the researchers World Health Organization expressed associate degree interest in them.

The study was solely expected to last one year, however as a result of the researchers were set back when they tried to relate the manipulated physical conditions to the worker's potency, the project extended bent on 5 years. Four general conclusions were drawn from the Nathaniel Hawthorne Studies in Management:

Hawthorne Experiments

Unofficial organization affects efficiency. The writer researchers exposed a bunch life along with the staff. The studies additionally showed that the associations that supervisors develop with staff tend to influence the style during which the staffs do directives. Business Management

Hawthorne Experiments in Management

Work-group norms have an effect on productivity. The Nathaniel Hawthorne researchers weren't the primary to acknowledge that job cluster tends to attain norms of what's honest day's work; but, they provided the simplest systematic description and interpretation of this development.

The Aptitudes of people area unit Imperfect Predictors of Job Performance. Though they provide some indication of the physical and mind probable of the individual, the quantity created is powerfully influenced by community factors.

The workplace point may be a social System. The Nathaniel Hawthorne researches came to look at the workplace point as a social organization created from mutually beneficial components.

For decades, the Nathaniel Hawthorne studies provided the principle for human relations at intervals the organization. Then 2 researchers used a replacement procedure referred to as statistic analyses. exploitation the first variables and as well as within the depression and therefore the instance of a social control discipline within which 2 insubordinate and mediocre employees were replaced by 2 completely different productive employees, with one World Health Organization took the role of straw boss; they found that production was most full of the replacement of the 2 employees owing to their larger productivity and therefore they have an effect on of the disciplinary action on the opposite employees.

The prevalence of the Depression additionally inspired job productivity, maybe through the magnified importance of jobs and also the concern of losing them. Rest periods and a bunch incentive arrange even have a somewhat positive smaller result on productivity. These variables accounted for pretty much all the variation in productivity throughout the experimental amount. Early social sciences could have pronto to embrace the first writer interpretations since it had been longing for theories or work motivations that were a lot of humane and democratic. There are more information about Henri Fayols 14 Principles of Management System.

About The Author

All about Business Management http://thebizmanagementguide.com/

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Home / Beginer / The Findings of Hawthorne Experiments in Management Hawthorne Experiments in Management the most important finding of the study was that nearly notwithstanding the experimental manipulation used, the assembly of the staff appeared to improve. One cheap conclusion is that the staffs were happy to receive attention from the researchers World Health Organization expressed associate degree interest in them.

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Adair ( John)                     Adair believes that a good manager should have full command of the 3 main areas

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Adair ( John)                     Adair believes that a good manager should have full command of the 3 main areas

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https://www.exeter.ac.uk/media/universityofexeter/careersandemployability/pdfs/resources/Leadershipmodels.pdf

http://www.businessballs.com/action.htm

http://www.johnadair.co.uk/

Refer to pages 21-26 of the workbook

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Outlines,  employees motivations for completing tasks.  He states that people are more likely to complete tasks to a higher standard if they believe they will benefit from this.

There are 3 factors that influence opinion in completing tasks -
Expectancy - Does the individual believe they can complete the task.
Valence - Does the individual believe that completing the task will benefit them or cause pain.
Instrumentality - what is the probability of completing the tasks leading to the desired outcome.

Motivation=Valence X Expectancy.

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The approach that you take will have a significant impact on your ability to motivate your team members. So, it's important to understand how your perceptions of what motivates them can shape your management style.

We'll now take a more in-depth look at the two different theories, and discover how and when they can be useful in the workplace.

Theory X

Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work.

Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach. Performance appraisals and remuneration are usually based on tangible results, such as sales figures or product output, and are used to control and "keep tabs" on staff.

This style of management assumes that workers:

Dislike their work.

Avoid responsibility and need constant direction.

Have to be controlled, forced and threatened to deliver work.

Need to be supervised at every step.

Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals.

According to McGregor, organizations with a Theory X approach tend to have several tiers of managers and supervisors to oversee and direct workers. Authority is rarely delegated, and control remains firmly centralized.

Although Theory X management has largely fallen out of fashion in recent times, big organizations may find that adopting it is unavoidable due to the sheer number of people that they employ and the tight deadlines that they have to meet.

Theory Y

Theory Y managers have an optimistic opinion of their people, and they use a decentralized, participative management style. This encourages a more collaborative, trust-based relationship between managers and their team members.

People have greater responsibility, and managers encourage them to develop their skills and suggest improvements. Appraisals are regular but, unlike in Theory X organizations, they are used to encourage open communication rather than to control staff.

Theory Y organizations also give employees frequent opportunities for promotion.

This style of management assumes that workers are:

Happy to work on their own initiative.

More involved in decision making.

Self-motivated to complete their tasks.

Enjoy taking ownership of their work.

Seek and accept responsibility, and need little direction.

View work as fulfillling and challenging.

Solve problems creatively and imaginatively.

Theory Y has become more popular among organizations. This reflects workers' increasing desire for more meaningful careers that provide them with more than just money.

It's also viewed by McGregor as superior to Theory X, which, he says, reduces workers to "cogs in a machine," and likely demotivates people in the long term.

When to Use Theory X and Theory Y

Most managers will likely use a mixture of Theory X and Theory Y. You may, however, find that you naturally favor one over the other. You might, for instance, have a tendency to micromanage or, conversely, you may prefer to take a more hands-off approach.

Although both styles of management can motivate people, the success of each will largely depend on your team's needs and wants and your organizational objectives.

You may use a Theory X style of management for new starters who will likely need a lot of guidance, or in a situation that requires you to take control such as a crisis.

But you wouldn't use it when managing a team of experts, who are used to working under their own initiative, and need little direction. If you did, it would likely have a demotivating effect and may even damage your relationship.

Circumstance can also affect your management style. Theory X, for instance, is generally more prevalent in larger organizations, or in teams where work can be repetitive and target-driven.

In these cases, people are unlikely to find reward or fulfilllment in their work, so a "carrot and stick" approach will tend to be more successful in motivating them than a Theory Y approach.

In contrast, Theory Y tends to be favored by organizations that have a flatter structure, and where people at the lower levels are involved in decision making and have some responsibility.

The Disadvantages of Theory X and Theory Y

However, both theories have their challenges. The restrictive nature of Theory X, for instance, could cause people to become demotivated and non-cooperative if your approach is too strict. This may lead to high staff turnover and could damage your reputation in the long term.

Conversely, if you adopt a Theory Y approach that gives people too much freedom, it may allow them to stray from their key objectives or lose focus. Less motivated individuals may also take advantage of this more relaxd working environment by shirking their work.

If this happens, you may need to take back some control to ensure that everyone meets their team and organizational goals.

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Theory X and Theory Y - Understanding People's Motivations

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The approach that you take will have a significant impact on your ability to motivate your team members. So, it's important to understand how your perceptions of what motivates them can shape your management style. We'll now take a more in-depth look at the two different theories, and discover how and when they can be useful in the workplace.

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https://www.mindtools.com/pages/article/newLDR_74.htm

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A slide show- highlighting

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Motivating People Using Theory X and Theory Y

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Attached

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Electronic version of the workbook for you.