Matching Pairs Leadership MemoryOnline version #hr #personnel #leadership by Susanne Kronfeld 1 Job rotation, job enlargement and job enrichment 2 Challenging work, career prospects, responsibility 3 With the workers' co-operation, working conditions were changed one at a time, e.g. shorter working weeks and days, food or coffee breaks, breaks of varying lengths ... in all 10 changes. 4 Work is a group activity. 5 Impoverished 6 Manager sets objectives, allocates tasks and insists on obedience 7 Fringe benefits, security and prospects of promotion, advancement and improvement in standards of living 8 Middle of the Road Strategy 9 A manager gives his employees objectives to fulfill. The way, they are solving the problems, is not defined - they can choose their own solution. 10 Workers are only interested in high wages. 11 The average worker is someone who has to be forced to work harder. Workers are lazy, unambitious, resistant to changes and indifferent to the purpose of the organization. They dislike responsibility and need close control. 12 The average worker wants to work and to take on responsibility if he is supported and encouraged to do so. This theory says that workers enjoy work and responsibility and that they want to develop. 13 Hygiene Faktors (Herzberg) 14 Interventions by the leader are reduced to a minimum, he only interferes when he is consulted. 15 Leadership style between the extremes task-centered and employee-centered Theory X (D. McGregor) E. Mayo Laissez-faire Style of Leadership Methods to increase job satisfaction Managerial Grid by Blake and Mouton Salary and fringe benefits, quality of supervision, status, relationship with colleagues F.W. Taylor Neither concern for production, nor concern for people (managerial grid) Autocratic Style of Leadership Factors affecting motivation Motivators (F. Herzberg) Theory Y (D. McGregor) Management by objectives Hawthorne Experiments R. Tannenbaum and H.W. Schmidt - Continuum of Leadership Behavior
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