Comprehensive Report on Management, Motivation, and Leadership

This report provides a comprehensive overview of management, motivation, and leadership theories and their application in organizations. It evaluates content and process theories of motivation, compares managerial approaches, and describes different management and leadership styles. The report also explores the relationship between job design and employee motivation, discussing the impact of social influences on groups. Key theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, reinforcement theory, and expectancy theory. The report contrasts traditional and human relations approaches to management, and examines democratic and autocratic management styles, providing a thorough analysis of how these concepts influence organizational behavior and employee satisfaction.

Running head: MANAGEMENT, MOTIVATION AND LEADERSHIP
Management, Motivation and Leadership
Name of Student
Name of University
Author Note

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Table of Contents
2.0 Motivation............................................................................................................................2
2.1 Evaluating two content theories and two process theories of motivation........................2
2.2 Comparing two managerial approaches to motivation.....................................................6
2.3 Describing two management styles..................................................................................8
2.4 Explaining relationship between job design and employee motivation...........................9
2.5 Describing impact of job design.....................................................................................10
2.6 Discussing and evaluating ways different social influences affect groups....................12
3.0 Leadership..........................................................................................................................13
3.1 Comparing and contrasting differences between management and leadership..............13
3.2 Describing two leadership styles....................................................................................14
Reference..................................................................................................................................16

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2.0 Motivation
2.1 Evaluating two content theories and two process theories of motivation
Content theories
Maslow’s hierarchy of needs
According to Lepper and Greene (2015), the motivation theory suggested by Maslow
is one of the most commonly applicable motivational theories in management. The aim of the
hierarchy theory is a systematic approach of understanding the human needs and the manner
in which people can achieve ultimate satisfaction by fulfilling the needs. The hierarchy theory
starts by meting the basic needs of the people. Satisfying the physiological need in order to
survive should be the basic goal for people.
In the modern business world, with the meeting of every need people gradually move
up the hierarchy and try to satisfy the remaining needs such as the security of the job and the
physical safety of the people. Along with this people, wants to be loved and recognised so
that they can have a good professional career and live a proper life in the society. At the next
stage, people also need to release the self-esteem by gaining recognition in the form of
rewards and benefits. The self-actualisation need provides people with an opportunity to
realise the things they lack and the manner in which people can improve in the organisation.

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Figure 1: Maslow’s hierarchy need theory
(Source: Lepper & Greene, 2015)
Herzberg’s two-factor theory
The two-factor theory proposed by Herzberg identifies two important features that are
required for the survival of an employee in an organisation. These include the hygiene and
the motivation factor. The hygiene factors are the job related factors that are required for
motivating people in an organisation. These factors include the working condition, pay,
fringe benefits and status. An employee does not always require these factors, but the absence
of these factors may cause dissatisfaction. As stated by Reeve (2014) these factors are
extrinsic to the work and include other aspects that guide a company to success such as its
policies, supervisory practises and the amount of salary paid to the employees.
In the modern world, the application of the motivational factors provides positivity
among the people that arise from the type of job that is undertaken by the employees. These
can be related to the fourth and fifth stage of the hierarchical theory of Maslow and include
recognition, achievement and personal growth of the employees. It can be difficult for
employees to continue in an organisation for a long time without these necessary factors. The

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motivation factors include recognition, achievement, growth, promotion, development of
skills and responsibility.
Figure 2: Herzberg’s two-factor theory
(Source: Reeve, 2014)
Process theories
Reinforcement theory
According to Peters (2015), the reinforcement theory can assist in changing the
behaviour and perception of a person by applying reinforcement, punishment and rewards.
Operant condition can be used to dictate and guide the behaviour of the people in a manner
that is best suited for an organisation. For example, the application of the theory in the
modern world is that employers may want to be negotiated in a positive manner by providing
them with rewards and the same time reprimanded for their actions by providing them with
punishments. Extinction can also be related with the theory as it helps in suppressing the
behaviour of people.
Some of the common type of reinforcement methods that are used in modern business
world includes positive reinforcement rewards, which provides employees with the

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motivation to continue work in an environment that can help them to remain in a positive
state of mind. At the same time, negative reinforcement is applied so that employees can be
reprimanded for the actions performed by them and the manner in which these actions can be
made into favourable sides for an organisation. However, the application of the extinction
method is not normally used unless an employer aims to transform the behaviour of the
employees completely.
Figure 3: Reinforcement theory
(Source: Peters, 2015)
Expectancy theory
The expectancy theory provides choices that are related to the mental assessment of
an employee. The choice and behaviour made by an employee promote the application of the
expectancy theory and ensures that the goals and objectives of an organisation are taken into
account with the applicaton of the choices. According to Pinder (2014), the expectancy
theory is a combination of the goal setting theory and reinforcement theory that are the main

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drivers of motivation among an employee. The process undertaken by an individual to make
choices are analysed with the application of the theories and consequently the motivational
factors are developed.
The expectancy theory allows people to act in manners that are dedicated to act in a
certain way, as the motivation to continue with behaviour is high among the employees. The
expectation of the results and the behaviour that can help in achieving the result provides an
idea about the factors that are involved in the estimation of the desired results (Kanfer, Frese
& Johnson, 2017). The application of the theory in the modern world helps in understanding
the behaviour of one people over another and the decisions that result in the application of the
behaviour.
Figure 4: Expectancy theory
(Source: Pinder, 2014)
2.2 Comparing two managerial approaches to motivation
Managerial approaches
Traditional approach

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Miner (2015) is of the opinion that the traditional approach combines the theories
preached by Taylor. The scientific management adopted by Taylor provides an efficient
economy and increases the productivity of the labours. In order to ensure this Taylor had
assumed that people are lazy and dislike work without proper money. Hence, the application
of the theory can help people to arrange their work in an easier manner so that they get
satisfaction out of the job and continue to help in the development of the organisations.
One of the assumptions of this particularly approach is that people try to find easier
working methods so that they can continue to work in an environment that is favourable for
them. In modern world, the implication of the management service can be attributed to the
use of technology. With the aid of technology, employees find it easier to continue with their
work and be compensated for the same. This helps the employees to work less under close
supervision with the same amount of pay. Therefore, the fair and rigid application of the
managers helps in the development of the employees in a proper manner.
Human relations approach
One of the earliest developments towards motivating employees is the development of
the human relations approach. With productivity being the focus of business, it is necessary
that the reactions of the employees in different circumstances be taken into account. As stated
by Nuttin (2014) the social needs of the people are addressed and based on the needs the
human element of motivation is considered. In this regard, it can be said that certain studies
and experiment help in the application of the approach. These studies include the
motivational theory proposed by Herzberg and Maslow along with experiments such as
Hawthorn’s experiment and Elton Mayo’s experiment.
In the modern world, the application of the human relations approach can help in the
useful and important approach in organisations. Every employee wants to belong in a group

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or society that may be within an organisation or in the community. At the same time, social
factors and money are important for the development of an employee. The employees and the
employers need to be involved in the decision-making activities so that motivation and trust
on one another can be maintained.
2.3 Describing two management styles
Democratic
This particular management style deals with the fact that managers provide the
ultimate support for the employees. The decision-making activities are by the employees and
the employers. According to Botvinick and Braver (2015), the democratic management style
is considered as the most used management style in an organisation particularly to gain the
trust and loyalty of the employees. Start-up organisations mainly employ the management
style as it helps them to continue gaining the loyalty of the employees and ensue that
communication between the employees and the employers are maintained in a proper
manner.
Therefore, it can be said that the application of this management style can help in
motivating the employees by addressing the hygiene factors that help in the continuation of
work. In organisations related to the modern day, the application of the democratic
management style is considered as one of the flat organisational models that may provide
successful managers with an opportunity to develop a competent workforce so that
independence can be maintained within the organisation. It helps in the creation of strong
bonds among the employees and the employers, which is pivotal towards the success of an
organisation and attain its growth.
Autocratic

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The autocratic management style is considered as the opposite of the democratic
management style as it provides employees with the restriction to participate in the decision-
making activities of an organisation. The managers control the thoughts of the employees and
dictate every action that is undertaken by them. The freedom to continue with the innovative
strategies and creative attitudes are suppressed. The motivation of the employees is mostly
based on the fear of maintaining discipline within an organisation. The management provides
clear and concise rules about the manner in which the employees are to behave in the
organisations.
The application of the autocratic approach provides a notion that employees are
dependent on managing the jobs that are provided to them. The restriction of new and
innovative ideas provides a disadvantage for the employees as they fail to provide their ideas
based on a particular job or task. This causes de-motivation among employees, which in the
modern world may be subjected to loss of workforce and an increase in the rate of turnover.
However, certain benefits can be obtained for example it can provide employees with an
opportunity to understand the goal clearly and the manner in which they can execute the
goals. In the case of crisis, this particular style can help in the making decisive judgements
that can be beneficial for the organisation as well as the employees involved in it.
2.4 Explaining relationship between job design and employee motivation
Job design can help employees to understand the type of motivational factors that is
required for retaining employees. The manner in which the employees can apply their skills
in an organisation provides for an explanation related to the job satisfaction of the employees.
According to Wigfield et al. (2015), job design is the application of the motivational theories
that exist that can help in improving productivity as well as maintain the satisfaction of the
employees. The characteristics that can be considered with job design and employee

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motivation is that it is a simple motivational technique that can be used by employees to
ensure that employees remain satisfied with the work that is done.
At the same time, the job design can help in the movement of employees from one job
to another. This is done so that the employees does not get bored at continuing the same job
and get to display their skills within an organisation in the hopes of getting promotion and
show case the flexible attitude related to the work (Achtziger & Gollwitzer, 2018). These
characteristics help in the designing of the jobs in a manner that it helps the employees to
remain focused and loyal to the task provided to them.
A personal outcome that can be gained from the job design is that the motivation of
the employees can be achieved in a proper manner. This is because designing a proper job for
the employee can be attributed with the safety need of an employee. As per this particular
need, employees prefer to undertake jobs that they are capable of conducting and
consequently improve the productivity of an organisation. Hence, the personal outcome can
be the fact that the skill of the employee in a particular domain can be reached and based on
this results can be drawn that can help in the achievement of organisational success.
A work place outcome from the job design is that organisations can ensure that the
employees positioned for a particular job can complete it with efficiency. According to
Deckers (2018), such confidence among the employees can help in increasing the
productivity of an organisation and consequently its competitive advantage. Thereby, job
designing can not only help in the motivation of the employees but also help in the
development of an organisation.
2.5 Describing impact of job design
As stated by Cerasoli, Nicklin and Ford (2014) the job design can help in the effective
management of employees. The employees need to ensure that the job design of an

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organisation can help in the effective management of the job and ensure that it provides the
organisations with opportunities to continue with its improvement and growth. Therefore, it
can be said that the job design may have a positive impact on the managerial prowess of an
organisation. The job design consists of four options that can help in effective management of
the employees.
For example, the job simplification provides employees with an easy way of
conducting the job. This particular job designing option seeks inspiration from the scientific
principle that simplifies the work undertaken by the employees. This provides an opportunity
for the employees reduce the number of tasks that are performed by one person. As observed
by Campbell (2018) one of the advantages that managers may have with a simple job is the
fact that employees with low skills can be improved by providing them with the required
training.
At the same time, job rotation provides a systematic movement of employees from
one department to another. It helps in providing variety and simulation among the employees
and provides them with an opportunity to develop their skills. This can help in the application
and enhancement of skills of the employees and provide the organisations with an
opportunity for improvement. The management effectiveness of the job design can help in
attaining flexible working hours and ensure that workers are trained to undertake several jobs.
According to Gagné et al. (2015), this can help in the development of skills of the employees
and ensure that they remain motivated with the possibility of gaining promotion in the future.
Job enlargement can also help in the effective application of the skills of the
employees. It provides employees with a new challenge that can help the employees to
continue with the changes that exist in the job. The managers ensembles a series of tasks so
that a broader task force can be developed that can help in the effective application of the