DIRECTING IMPLEMENTATIONDIRECTING IMPLEMENTATION

A part of Lecture Note for A part of Lecture Note for Hospital ManagementHospital Management

Dr. Fahmy Radhi, MBADr. Fahmy Radhi, MBA

DirectingDirecting

Directing – management process of motivating and leading employees to meet an organization objective

• Motivation – the factor that cause and sustain an individual’s behavior

• Leadership – The process of directing and influencing the task related activities of individual

MotivatingMotivating

• Motivation – the way drives or needs direct a person’s behavior toward a specific goals

Motivation TheoriesMotivation Theories

• Classical Theory – incentive wage system used as main motivation for employees

• Behavior Theory – social needs influence to human behavior

• Contemporary Theories: – Maslow’s Hierarchy Model, – Theories X an Y,

Maslow’s Needs HierarchyMaslow’s Needs Hierarchy

• Human needs are arranged from low to high into a hierarchy

• When a human need is satisfied, it will stop as main motivator, but it still influence to his/her behavior

Five Needs in a HierarchyFive Needs in a Hierarchy

1. Physiological Needs - biological need

2. Security Needs – to be financially secure and protected against job loss

3. Social Needs – to belong and to interact with other people

4. Esteem Need – the need for self-respect and for respect from other

5. Self-Actualization Need – the need to use and display one’s full range competence

McGregor’s Theory X and Theory YMcGregor’s Theory X and Theory Y

Theory X • employees dislike work, responsibility, and

accountability and • employees must be closely directed and

controlled to be motivatedTheory Y• want to be challenge• like to display creativity• highly motivated to perform well if given some

freedom to direct or manage their own behavior

LEADERSHIPLEADERSHIP

• Leadership – the process of directing and influencing the task-related activities of group members

• Leadership requirements:– involving other people as employees or followers– there is unequal distribution of power between leaders

and group members– having the ability to use the different forms of power

to influence the followers’ behaviors in the number ways

– having value as moral leadership

The Leadership ApproachesThe Leadership Approaches

1. Trait approach

2. The behavior approach

3. Managerial Grid approach

4. Situational Leadership Model

5. Contingency approach

Trait approachTrait approach

Trait approach – identify the personal characteristics of leaders by

• Comparing leaders and non-leaders: leaders more extroverted and more self-confident than non-leader

• Comparing the effective and ineffective leaders: effective leaders more intelligence, initiative, and more self-assurance than ineffective leaders

• Using assumption that the leaders are born, not made

The behavior approachThe behavior approach

The behavior approach – identify the leaders’ behavior by exploring:

• Leadership functions: tasks-related and group maintenance

• Leadership style: tasks oriented and employee-oriented styles, Participative and Authoritative style

Managerial GridManagerial Grid• Managerial Grid: the diagram that measure a

manager’s concern for people and tasks

Situational Leadership ModelSituational Leadership Model

• Situational Leadership Model – how leaders should adjust their leadership style in response situation and condition

Contingency approachContingency approach

Contingency approach – the leader style depend on types of situations, employees, tasks, organization and environment variables

• Leader-member relations – the quality of interaction is the most important influence on the manager’s power

• Task Structure – managers automatically have high power in structure tasks

• Position power is inherent in the formal position