Leadership and Motivation

The Capable Manager — Book 3

The Open University

Publisher: The Open University, 1996, 90 pages

ISBN: 0-7492-4914-5

Keywords: Leadership, MBA

Last modified: Jan. 25, 2014, 12:59 p.m.

If you're new to management, or you need to develop your managerial abilities and understanding, the Professional Certificate in Management is for you. It provides a broad-based, practical introduction to the key ideas, techniques and overall competencies you need in order to manage effectively and productively in modern organisations in any part of the world.

The emphasis is on your own professional development. Everything you study is related to the management roles and responsibilities you exercise in the various functional areas of your company or organisation.

All the elements of the programme — study texts, activities and assignments, online resources, and personal and group support — ensure that you can immediately apply newly learned skills, knowledge and techniques in very practical ways. You can build on your experience and make direct links to your management development needs wherever you are in the world, whatever the size of your organisation and whether it is in the commercial, public or voluntary sector.

  • Session 1 Understanding Human Behaviour
    • Introduction
    • 1.1 The Complex Nature of Human Behaviour
      • Theory X and Theory Y
        • Theory X Assumptions About Human Behaviour
        • Theory Y Assumptions About Human Behaviour
    • 1.2 Behaviour is Driven by Needs: Maslow and Alderfer
    • 1.3 Some Perspectives in Human Behaviour
      • Beware of False Assumptions
        • The ‘Real’ World is the Only One that Counts
        • Everyone Works for the Same Goals
        • The Facts Speak for Themselves
      • Difficulties in Changing Assumptions
      • Values and Beliefs
      • Learned Behaviour
    • Summary and Objectives
  • Session 2 Motivation
    • Introduction
    • 2.1 Motivation: Some Alternative Methods
      • The Rational-Economic Model
      • The Social Model
      • The Self-Actualising Model
        • Herzberg’s Two-factor Theory of Motivation and Job Satisfaction
      • The Complex Model
    • 2.2 Rewards and Job Satisfaction
      • Expectancy Theory
        • Linking Effort and Performance
        • Linking Performance and Reward
        • Types of Outcomes Available
      • Job Satisfaction
    • 2.3 Putting Motivation Theory to Work
      • Practical Applications at Work
    • Summary and Objectives
  • Session 3 Leadership Theories
    • Introduction
    • 3.1 What is Leadership?
    • 3.2 Leadership Characteristics
    • 3.3 Leadership Style
    • 3.4 Contingency Theories of Leadership
      • The Leader
      • The Led
      • The Task
      • The Context
      • Fitting the Variables Together
      • Limitations
    • Summary and Objectives
  • Session 4 Developing Yourself as a Leader
    • Introduction
    • 4.1 Leadership Redefined
    • 4.2 Leadership Functions
      • Being a Role Model
      • Maintaining Morale, Cohesion and Commitment
    • 4.3 Participation
    • 4.4 Delegation
    • Summary and Objectives
  • Session 5 Managing Your Boss
    • Introduction
    • 5.1 Getting to Know Your Boss
    • 5.2 Developing and Managing the Relationship
      • Matching Needs and Styles
      • Mutual Expectations
      • Information Flow
      • Dependability and Honesty
      • Use of Time and Resources
    • 5.3 Is Managing the Relationship Your Responsibility?
    • 5.4 When Your Boss is a Problem
    • Summary and Objectives


Leadership and Motivation

Reviewed by Roland Buresund

Decent ****** (6 out of 10)

Last modified: May 21, 2007, 3:09 a.m.

MBA material, what do you expect?


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