Managers throughout the world today admit that the problems that give them the most hassles are the people problems. Subordinates who are not competent, workers who are not motivated, staff who are not dependable, and so on.
Yet very few managers have ever had formal training in the management of people. A great deal of effort is put into their technical training, but the skill to manage subordinates is regarded as something that is picked up automatically. Our experience tells us the very opposite. Many a potentially successful business organisation has failed as a result of poor motivational leadership. After all, managers don’t do any work!
How many managers in a transport company drive the vehicles to deliver the goods? None. How many managers on a mine drill holes in the rock, place explosives and carry off the ore? None. This is true for virtually all business organisations (unless it is a one-man business). Customers do not pay for the work that managers do. They pay for the work that the staff do. Any organisation is only as good as its employees. They are the ones who produce the products, they are the ones who maintain the quality, and they are the ones who provide the service.
This course in MOTIVATIONAL LEADERSHIP is aimed at correcting this problem. Besides providing a sound theoretical basis and an understanding of the basic principles of motivation (Module 1), it also provides a very practical guideline on topics like how to motivate staff, how to set goals, how to measure work performance, how to delegate responsibility, how to evaluate the performance of subordinates, how to exercise management controls, how to deal with non-performers, and how to reward effectively (Module 2).
In the first module(Study Unit 7-12) we start off by looking at some of the problems that managers experience when it comes to managing their staff (Study Unit 1). Then we look at what we mean by motivational leadership as opposed to other kinds of leadership (Study Unit 2).
The attitude of employees is determined by two major factors. The first is the beliefs that managers have about their subordinates, so in Study Unit 3 we look at the three basic management theories that managers believe in, and how those beliefs impact their leadership behaviour.
The second factor that determines the attitude of staff is the way jobs are designed with regard to the presence or the absence of so-called motivators. In Study Unit 4 we look at what we mean by “motivation” and the factors that create job dissatisfaction and how to avoid them. In Study Unit 5 we look at the three motivators that make subordinates want to work hard.
In Study Unit 6 we look at the psychological forces that determine an individual’s success, in all areas of life, and how a manager can harness those forces to motivate their staff. We also look at the expectations that subordinates have of their managers.
Then in Module 2(Study Unit 7-12) we focus on the practical steps that managers can take to motivate their staff to high levels of performance. We will look at topics like how to allocate ownership (Study Unit 7), how to set objectives with subordinates (Study Unit 8), how to delegate responsibility and get them involved in problem-solving (Study Unit 9), how to measure and evaluate performance (Study Unit 10), how to deal with poor performers (Study Unit 11), and finally how to reward staff effectively (Study Unit 12).
Well that’s an overview of what you can expect – so let’s get on with it.