Task 5 Motivating people

Laissez-faire Leadership

This style has no particular centre.  There can be a leader, and he can come up with plans and ideas but he will not enforce his to be followed. No one has to follow the leaders example.  Motivation comes from the fact that the individual is free to do whatever they want; they do not have to explain their actions to anyone. There are no sanctions at all in this type of leadership. This leadership works well with individuals, people that need to be free to work ion their won way, for example artists.  The main drawback to this system is that there is no support for team members. It only motivates people that are self-motivated, and can appear as a huge shambles. It is hard to hold anyone to account, they are all in charge of themselves. Group decisions are impossible. The leaders never wear anything that suggests rank or authority. They are all about informality. Followers are expected to do what they want, and not ask for guidance or permission.

Authoritarian leadership in the Army

When quick decisions need to be made on matters of life and death, authoritarian leadership is still the normal way. Leaders are expected to motivate and take care of their soldiers.

        In today’s army, authoritarian leadership is not used as often. During WW1 bad orders where followed unquestioningly, and hundreds of lives where lost due to incompetent leaders. That is why today planning has become much more democratic. Tough entry procedures and training means that leaders are quickly identified and trained for their job and in leadership skills.

However, soldiers are all trained to obey and to understand. For example; when a unit is on active service, orders are given and obeyed immediately and without question or thought. This makes the army efficient and swift in its responses

Authoritarian leadership in the Police

Authoritarian leadership is occasionally used in the Police. Usually for emergencies. In operations such as a Drugs raid, the raid is planned democratically but then carried out under authoritarian leadership. Authoritarian leadership is also employed by the use of rank, and uniforms, and also in formal modes of address such as ‘sir’ or ‘madam’.

Democratic Leadership in the Army

This is used in small non-combatant groups, i.e. Army youth teams. The atmosphere is more informal and there is a lot of discussion before the leader comes to a decision. Democratic leadership is valuable in meetings, and for finding out everyone’s views on a particular issue. These meeting are much better for generating ideas.

Democratic leadership in the Police

The police are an information-gathering organisation, and this style of leadership makes this easier, and more effective. Democracy is about listening, and this is essential for ideas to be passed up and down the chain of command. All meeting are recorded and minutes are taken, so good ideas are not forgotten.

        Democratic leadership spreads responsibility for both good and bad decisions. It can sometimes lead to no one talking the blame and being held to account. Mainly though it works well and helps the Police to provide a more professional service.

Comparison of the use of two leadership styles in the army and the police:

• The army is much more authoritarian than the police.
• Authoritarian leadership style suits operations where could be danger and immediate unquestionable action is required.
• Authoritarian leadership ensures that soldiers are free to just focus on fighting, not decision-making.
• Under the authoritarian system if a mistake is made, then the officer is responsible. The soldiers cannot be held accountable, because they are just following orders.
• Authoritarian leadership is well suited to organisations where the orders are passed down the ranks. This is what happens in the Army.

The Police are more democratic than the Army, because:

• Most of the Police’s work with the Public involves being democratic e.g. using consultation and co-operation partnerships.
• Democratic leadership takes much longer to process and involves paperwork, however the public can hold the police accountable for their own actions. Which is the opposite of what happens in the Army.
• Authoritarian Leadership is good for keeping secrets, which is highly important in the Army, however the Police also need this secrecy, but have to hold meetings and practice democracy in order to communicate information within the organisation.
• Democratic leadership is needed in organisations where the people responsible for the planning need to know what is happening on the streets. Which is why the Police use it.

Task B

Motivational theories

Alderfer’s ERG theory: in 1972 C.P Alderfer classified human needs such as:

1. Existence needs – basic necessities such as food and shelter.
2. Relatedness needs – the need for human companionship
3. Growth needs – the development of the individual potential and the satisfaction of personal ambition.  

Alderfer believed that as you start to satisfy your higher needs, they become more intense (e.g. the more power you get, the more power you want) it is like an addiction.

Evaluation of this theory:

Murray’s needs theory 1938

1. Achievement – to accomplish difficult tasks, to overcome obstacles, to rival and overcome others.
2. Affiliation – to co-operate and win affection from others.
3. Aggression – to overcome others forcefully by attacking, injuring or killing.
4. Deference – to admire and support a superior.
5. Nurturance – to protect, console, comfort and nurse the weak, ill or disabled.
6. Play – to behave for fun, with no other purpose, especially in games and sport.
7. Understanding – to seek or give answers to problems and to analyse and theorise.

Maslow’s hierarchy of Human Needs: In 1954 Abraham Maslow put forward a motivational theory based on what he called the hierarchy of Human Needs.

        

TASK C

Definition of productivity -  achievement per dollar spent

Caroline Hoxby

In the public services,