Many leaders strive to be great managers, but they simply don’t have the skills and training on doing so.
Unless one was trained by a great mentor, or took specific management courses, it is hard to figure out how to effectively lead a team of people.
What can be helpful in the quest to improve management skills is to incorporate a management model into the daily routine.
There are a few options, three of which we will provide in this article:
The Human Relations Theory Of Management
This particular theory took hold in the 1920’s during America’s industrial revolution.
Previous theories only looked at task-related behaviours, but professor Professor Elton Mayo held the Hawthorne Studies to prove that the workers, not the machines, were the central aspects to focus on to improve productivity.
This is one of the most important management theories to date, as it specified the need for managers to focus on their employees for a happy workplace.
Basically, this explains that individuals want to be a valuable part of a group, and if they believe that their efforts are recognised, they will be loyal to the organisation.
The Hierarchy Of Needs Model
This theory was developed by Abraham Maslow, who had a PhD in psychology, in the 1940-1950s in the United States.
Still keeping people in mind, as with the previous theory, Maslow focused on the hierarchy of people’s needs.
With the help of other scientists and theorists down the line, a basic pyramid was developed that ranked the importance of people’s needs; which are:
Biological and Physiological – for example, food and sleep
Safety Needs – shelter
Belonginess and Love
Esteem Needs
Self Actualisation
This theory is extremely relevant today, as it forces managers to really focus on their staff, making sure they have what they need at the most basic levels in order to be productive and efficient employees in the office.
Likert’s Participative Management Theory
Rensis Likert presented findings on what made a well run versus a poorly run business by focusing on managers, rather than employees.
He identified four main types of leaders, and how their behaviours influenced productivity:
Exploitative-authoritative: Decisions made at the top with no participation from staff; very little productivity.
Benevolent-authoritative: The manager rewards or threatens employees for complicity; productivity is fair.
Consultative: While this type of manager still makes decisions, he does invite the involvement and consultation from his staff, promoting some teamwork and communication both ways; moderate productivity.
Participative-group: A team of full trust in employees, where they are responsible for their tasks, and motivated to work in a unified and driven department; most productivity.
While there are a multitude of management models, most experts point to the fact that managers need to trust, include, motivate and encourage their staff to be their best in order to foster efficiency and loyalty.
