Management Principles Assignment 1

University Degree Miscellaneous

TIM WIGLEY

HNC CONSTRUCTION

UNIT : 4 / MANAGEMENT PRINCIPLES & APPLICATION

ASSIGNMENT No : 1

HIGHER NATIONAL CERTIFICATE IN CONSTRUCTION.

UNIT :4 / MANAGEMENT PRINCIPLES & APPLICATION

ASSIGNMENT : 1

CONTENTS :

PAGE 1 = CONTENTS PAGE

PAGE 2 = ASSIGNMENT INTRODUCTION

PAGE 3 TO 9 = P1.1 / TASK 1 - DEFINE AND ATTRIBUTE THREE ESTABLISHED DEFINITIONS OF MANAGEMENT.

PAGE 10 TO 14 = TASK 2 / P1.2. - EXPLAIN THE PRINCIPLES AND PROCESSES OF MANAGEMENT WITH PARTICULAR REFERENCE TO; FORECASTING, PLANNING, ORGANISING, MOTIVATING, CONTROLLING, CO-ORDINATING, COMMUNICATING.

PAGE 15 TO 19 = TASK 3 / P1.3 - EXPLAIN THE MOTIVATIONAL NEEDS OF INDIVIDUALS AND GROUPS, LEADERSHIP STYLES AND CONCEPTS OF TEAM WORKING.

PAGE 20 = CONCLUSION.

PAGE 21 – BIBLIOGRAPHY.

INTRODUCTION :

With this assignment I am going to research into the different styles of management and investigate the pioneers that have developed the styles that have influenced management today.

I will use examples from my place of work where necessary and explain the style of management that is carried out.

I will also explain the principles of management and relate them to my work life by doing this it will give me a better understanding of the way in which I am managed.

With my research into motivational needs it will allow me to investigate the pioneers that have developed thinking into motivation, it will also let me develop my own ideas into what motivates me and I will give my own list of motivational factors.

I hope that with this assignment it will allow me to develop my management and supervisory skills by taking on board some of the theories that have been written.

MAIN ASSIGNMENT CONTENT :

Task 1 / P1.1

Define and attribute three established definitions of management.

One definition of management is “the process of getting activities completed efficiently and effectively with and through other people”.

Established definitions of management could include;

Scientific Management.

This style of management focuses on ways to improve the performance of individual workers and allows management to find the best way of doing things.

The major pioneer for this type of management was Fredrick Taylor, he was an American Mechanical Engineer and a management consultant in his later years. He is often called "The Father of Scientific Management." His approach is also often referred to, as Taylor's Principles, or Taylorism. In 1911 Taylor published principles of scientific management in which he proposed work methods designed to increase worker productivity.

Taylor had observed that workers were often working beneath their potential and he designed a 4 stage method to overcome this problem.

Break the job into its smallest elements.
Select the most qualified employees to do the job and train them to do it.
Monitor the employees to ensure that they follow the prescribed methods.
Continue in this way, but only use employees who perform the work well.

This process that Taylor created helped to prevent people from working below their potential by breaking the job down into smaller elements, this meant that although there were many small sectors of employees performing their own set tasks these could be performed at an optimum.

When this style of management was put into place within a company management would select the most qualified employees to do the job and then train them enough so that they could carry it out more effectively. The employees would then be monitored throughout to ensure that they follow the prescribed methods that had been put in place. The company would continue in this way, but only use employees who perform the work well.

Other forms of scientific management can incorporate motion studies and time studies this was developed by a husband and wife team Frank and Lillian Gilbreth, they developed ways to increase workers output.

They believed that it was possible to design work methods in which times could be estimated in advance. The two processes that they developed are explained below;

Motion Study – This is the process of breaking work down into its most fundamental elements, studying these elements both separately and in relation to one another in order to minimise waste.

Time Study – This is the process of analysing the methods that are in place and the equipment used for a task, by developing these factors it allows you to develop a better way of performing the tasks and the time required to perform them.

Administrative Management.

This style of management considers the running of the total organisation and focuses highly on authority and discipline it also encourages equity between management and workforce. A number of people developed this style of management one of the major contributors was Henri Fayol he was a French engineer who identified the four management functions, which include;

Planning.
Organising.
Leading.
Controlling.

The principles of management that he developed included;

The division of work and specialisation of areas to produce more work with less effort.

Authority and responsibility
Discipline and order.
Unity of command and direction.
Subordination of individual interests to general interests.
Remuneration of personnel such as job security, centralisation, equity and initiative.

Another contributor to administrative management styles was Max Weber he was a German sociologist and economist, he outlined the concept of bureaucracy, which he saw as the lost logical and rational structure for large organisations.

He believed that efficiency in bureaucracies comes from the following points;

Hierarchical structure.
Clearly defined and specialised job functions.
Use of strict and systematic rules and procedures.
Appointment of employees to jobs based on technical expertise.
Promotions of employees based on competence.
Clearly defined career paths.

Mary Parker Follett was also a pioneer for this style of management she was an American lecturer and management consultant her concepts include;

The Universal goal – The universal goal of organisations is an integration of individual efforts into that of the company as a whole.
The Universal principle – The universal principle involves reciprocal response emphasising feedback to the sender.
The Law of situation – The law of situation emphasises that there is no one best way to do anything.

Human Relations Management.

This style of management emerged from the findings of a study, which is now known as the Hawthorne Studies, it was based on the idea that management concern for their employees will lead to improved satisfaction and performance.

Human relations management includes the theory of motivation, which can be explained in McGregors findings on Theory X and Theory Y which was taken from his 1960 book titled ‘The Human side of Enterprise’. Douglas McGregor was an American psychologist who considered motivation to be the key to successful management practices.

McGregor identified that human basic needs include;

Workplace, family and income.
Safety and security.
Acceptance by peers.
Self-confidence.

He believed that management decisions were bases on one of two theories these are explained below;

Theory X (Authoritarian Management Style)– This theory was of the view that negative behaviour had dominated previous management theories. It is assumed that employees need to have direction and control and do not want to take any responsibility.

With theory X it assumes that;

The average person dislikes work and will avoid it unless directly supervised.
Employees must be coerced, controlled and directed to ensure that organisational objectives are met.
The threat of punishment must exist within an organisation.
In fact people prefer to be managed in this way so that they avoid responsibility.
Theory X ...

This is a preview of the whole essay

With theory X it assumes that;

The average person dislikes work and will avoid it unless directly supervised.
Employees must be coerced, controlled and directed to ensure that organisational objectives are met.
The threat of punishment must exist within an organisation.
In fact people prefer to be managed in this way so that they avoid responsibility.
Theory X assumes that people are relatively un-ambitious and their prime driving force is the desire for security.

Theory Y (Participative Management Style) – This theory has the view that employees want to fulfil themselves within their work. Managers recognise that this theory is harder to adopt and managers have to be more sensitive to employees needs.

With Theory Y is assumes that;

Employees are ambitious, keen to accept greater responsibility and exercise both self-control and direction.
Employees will, in the right conditions, work toward organisational objectives and that commitment will in itself be a reward for so doing.
Employees will exercise their imagination and creativity in their jobs if given the chance and this will give an opportunity for greater productivity.
Theory Y assumes that the average human being will, under the right conditions, not only accept responsibility but also seek more.
Lack of ambition and the qualities of Theory X are not inherent human characteristics but learned in working environments that suffocate or do not promote Theory Y behaviours.

Theory Z – Mcgregor did not develop this theory, but by William Ouchi, who was an American professor and author in the field of business management. Hw wrote a book in 1981 'Theory Z: How American management can Meet the Japanese Challenge'.

This theory is also known as Theory Z and is often referred to as the 'Japanese' management style it is. This theory is a combination of the best parts of theory Y and takes into consideration modern Japanese management styles, which places a large amount of freedom and trust with workers, and assumes that workers have a strong loyalty and interest in team working and the organisation.

With Theory Z is assumes that;

Workers are loyal and have a keen interest in team working.
Employees are in long-term employment.
That employees take collective responsibility.
Managers have an increased amount of trust in their workforce.

Another pioneer that had carried out investigations into human behaviour was Abraham Maslow, who developed a model known as The Hierarchy of Needs. The original model was developed in 1943-1954 and included five needs. The study assumes that we are all motivated by different things. The model believes that when the lower order of needs is fulfilled we will only then move on to the higher needs.

These motivations were broken down into 5 stages and are detailed below;

1. Biological and Physiological need such as air, food, drink, shelter, warmth, sex, sleep, etc.

2. Safety needs such as protection from elements, security, order, law, limits, stability, etc.

3. Belongingness and Love needs such as work group, family, affection, relationships, etc.

4. Esteem needs such as self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.

5. Self-Actualization needs such realising personal potential, self-fulfilment, seeking personal growth and peak experiences.

The below diagram shows the way in which the original model is structured the information was taken from website it was designed by Alan Chapman 2001-7, and is based on Maslows Hierarchy of Needs.

Original Model Of Maslows Hierarchy of needs.

It was adapted in 1970 and two more needs were added, it now contained;

1. Biological and Physiological needs such as air, food, drink, shelter, warmth, sex, sleep, etc.

2. Safety needs such as protection from elements, security, order, law, limits, stability, etc.

3. Belongingness and Love needs such as work group, family, affection, relationships, etc.

4. Esteem needs such as self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.

5. Cognitive needs such as knowledge, meaning, etc.

6. Aesthetic needs such as appreciation and search for beauty, balance, form, etc.

7. Self-Actualization needs such as realising personal potential, self-fulfilment, seeking personal growth and peak experiences.

It was then adapted again in 1990 and one more need was added, it now contained;

1. Biological and Physiological needs such as air, food, drink, shelter, warmth, sex, sleep, etc.

2. Safety needs such as protection from elements, security, order, law, limits, stability, etc.

3. Belongingness and Love needs such as work group, family, affection, relationships, etc.

4. Esteem needs such as self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.

5. Cognitive needs such as knowledge, meaning, etc.

6. Aesthetic needs such as appreciation and search for beauty, balance, form, etc.

7. Self-Actualization needs such as realising personal potential, self-fulfilment, seeking personal growth and peak experiences.

8. Transcendence needs such as helping others to achieve self-actualization.

Task 2 / P1.2.

Explain the principles and processes of management with particular reference to;

Forecasting.

The board of directors usually carryout business forecasts which will involve planning and forecasting for future developments within the company. The main importance of management forecasting is to ensure the company will have enough capital to complete a contract from start to finish. The maximum capital that will be required for a particular project will depend on the estimated monthly costs of the job and the expected value of works completed for every month.

Failure to forecast correctly could result in the company not having enough working capital to manage or complete current projects.

There are two main forecasts that can be carried out these include;

Short-term forecasts – These are produced up to one year in advance and will take into consideration sales forecasts and production planning. These are mainly used by companies within industry so that they can predict future patterns according to demand in the market place and to smooth out predictable variations. When using short term forecasting on a construction site, the planner will prepare a master programme to forecast and foresee any future problems or difficulties that may arise whilst the construction is in progress.

A site supervisor / manager or site foreman can also carry out other short-term forecasts or an example of this is when a forecast of what work needs to be completed within the next 2 – 3 days or what materials may need to be ordered for use on site within the next dew working days.

Long-term forecasts – These are produced to ascertain the financial state of a company and can be forecasted as far forward as 25 years. These kinds of forecasts can be used to help show the financial stability of company in relation to applying for funding or bank loans.

A construction company such as a developer can use long-term forecasts, as they have to allow for the purchase of land, the planning application to be passed and construction to be completed. This could take many years and the developer would not be able to raise funds such as loans without forecasting the works that could be carried out in the future.

Within the company that I work for I use short-term forecasts to plan and predict which properties will be completed and ready to be re-let and handed back to the lettings team. I have to monitor the works from survey to completion and ongoing processes of informing the lettings team means that I will have to forecast sometimes

on a daily basis. We have a weekly voids meeting where every void that we are working on has to be analysed and a completion date forecasted this could be from a daily forecast to the maximum that major voids have to be completed by which is 10 weeks.

The board of directors headed by the financial director have previously forecasted the association’s finances and the way in which the business is going to move forward over the next few years. Since we have joined with Bromford Housing Group the initial long-term forecasting is still carried out by the board of directors but it must also be produced to the group board of directors for the overall decision.

Planning.

Once forecasts have been made the ideas are then interpreted into a plan of action that will take the company forward either over the next year or few years.

When planning construction works there are many factors that could be taken into account these may include;

Time - this is a very important aspect of planning because time does equal money and timescales need to be set to allow works to have a target and if they aren’t met they can affect the overall costs of any job.

Plant and Labour - The correct amount of plant and labour should be planned for and based on the forthcoming activities and works. The level of labour on site at any time, must be but decided from the type of activities to be carried out. This could mean hiring bricklayers, plant operators or even more specialist workers such as engineers. Plant when sat idle is losing money so a careful decision must be made on the type and style of plant that will be required. I f specialist equipment is to be used this must be ordered along with the required operator.

Subcontractors – If subcontractors are to be used they must consider their labour requirements. They must consider this before any project, as it will be necessary to agree labour requirements with them. This can take some time and early planning will avoid any problems once the contract has started.

Health and Safety - Under the Construction, Design and Management Regulations, 1999 updated in 2007, it may be a requirement for an adequate health and safety plan to be provided. Other elements that need consideration when planning are the provision of welfare facilities, operative’s rest areas or even the storage of hazardous substances. A method statement may also be required.

Whilst at work within my job I have to plan the work loads that we have whilst also controlling the amount of labour that will be required on each site. If there is a requirement to have specialist contractors on site I must raise the orders and plan in their works around the works of our own operatives this could range from ordering damp works to be carried out to the removal of asbestos.

When we use contractors on site they must be monitored so that they meet all of their targets, there works are to be planned in and a constant check is to be made on their progress.

Organising.

This is about implementing the plans that have been previously made and it will also take into consideration the way that work activities are completed and how those activities are distributed throughout the business. The overall targets and works that have been set are made by the board of directors who distribute the works down to the managers of the different sections or departments within the business.

All companies must have a certain structure or the work that needs to be carried out may not be given to the required person in the required team by doing this the overall company is given an initial structure so that work can be properly assigned to the correct group of people. Managers are put in place to distribute the required works to the members of the team who are best in place to carryout the works so that they get satisfactorily completed.

Whilst at work I have a specific role to that I must carryout, other tasks that are given to me are directly passed from the Operation manager who will allocate the work out to the required person within the team. Tasks are given out to people who are best placed to get tasks completed with the knowledge or experience that they have. Although some work tasks are given out so that the required person can develop their skills this is done by using another member of the team with more experience as a tutor.

Motivating.

Employees will need motivation within the working life, motivation is the key to any successful workplace regardless of what type of work is carried out. An employee that is satisfied with his job and motivated will always be more productive than somebody that has little or no motivation. A motivated workplace will offer, overall, more productivity and this can potentially have an effect on the costs of any job.

There have been many pioneers of motivation theories in the past but they all have the same intention in mind. A motivated employee will achieve more work in a day and so it will be cost effective if a large amount of employees are highly motivate.

Motivation can be derived from various sources. This does, however depend on the individuals needs and requirements.

At work they offer a generous bonus scheme for meeting targets throughout the year, this is a fantastic tool to make sure that everybody works towards a specific goal. The targets are set throughout the whole organisation so it is just not down to one specific team, so working together is vital.

Co-ordinating.

When working within an organisation that has a number of different teams within it, it is essential that teams must work together to achieve one goal. Careful balancing of resources within a company means that all sections will be able to satisfactorily complete their tasks without affecting the final completion date.

When working on site coordinating different trades is essential to maximise the time that can be used, a schedule is usually drawn up programming in when the different trades will be required, there is no point having a carpenter on site at day one when only a ground worker is required, this will result in loss of money to the tradesperson and his employer.

The coordination of different trades is not necessarily a problem in the line of work that I do as all of our employees are currently multi trade, although when I have a property that requires a rewire the order is raised and passed to the electrical contractor straight away so as soon as they have competed their works our operatives are ready to proceed with their works. I do find that because operatives will move from one property to another when they have completed it sometimes it is essential to coordinate with them and plan in a small job so that it allows the contractor to finish.

Controlling.

This is an essential part of management principles as this allows you to plan and estimate the output that has been achieved whilst analysing any costs that have occurred. Controlling of finances is important with any project, as there will always be a budget that has been set whether it be by the client or by the company that you are working for.

At this point the works that are remaining on a construction site can be analysed at allowing the person managing the situation to steer it in the way in which it was intended.

Items that will need to be controlled will include;

Labour.
Costs.
Plant
Machinery.
Time.

When I am at work my job role is that of a Building Surveyor but supervision is also a major part. I will visit operatives on site on an adhoc basis or when requested to either make a decision or solve problems. By doing this it allows me to analyse the amount of work that is being carried onsite, which also gives you a good example of the way in which the job has progressed. If any problems are found on site I can deal with

them then and there without giving anybody an excuse to let the works fall behind schedule by doing this the amount of money wasted can be reduced.

Communicating.

The flow of information is vital within any organisation and there must be a constant flow, the sharing of information between teams can make everybody’s job easier as it allows relevant information to be used.

The communication between managers and staff within a team is vital if communication is poor the wrong information or instruction may be given resulting in mistakes and tasks not being completed successfully.

Communication can be used in different ways such as verbal or written or in some cases both. An example of this would be a manager giving instructions of tasks to be done and then using a written document to back it up, in turn this could be once an employee has completed a task they may feed the information back to their manager and the follow it up with an email to confirm the findings.

When on site previously both written and verbal communication would be used this could be such as telling a contractor to knock down a wall whilst on site and then faxing an order to their office to confirm works. Nowadays due to the increase in handheld technology there is always the option of emailing an operative giving them clear concise instructions on what is required of them.

When I am at work we hold regular meetings within our team so that we can distribute information that is relevant to the team as whole, we also hold weekly inter-team meetings which allow us to update other teams on the properties that we are currently working on and advise on any completion dates.

Task 3 / P1.3

Explain the motivational needs of individuals and groups, leadership styles and concepts of team working.

Motivational needs of Individuals and groups.

Many different things can motivate people although it depends on the type of person and their circumstances at the time, it could be as simple as their wages at the end of the month or it could be for other reasons such as opportunities for promotion. Motivation will play an important part in any successful workplace regardless of what type of work is carried out as it is proven that a motivated and happy employee will always be more productive than somebody that has little or no motivation.

Motivation of a company’s workforce can be broken up and pigeonholed into two simple categories these are described below;

Intrinsic Factors.

Acknowledgement.
Praise.
Personnel Achievement.
Satisfaction of good days work.

Extrinsic factors.

Salary.
Bonuses.
Overtime.
Company Benefits.

Frederick Herzberg 1923-2000, was a pioneer of motivation he was a clinical psychologist and also a pioneer of 'job enrichment’; he is regarded as one of the great original thinkers in management and motivational theories. The research that Herzberg's carried out proves that people will strive to achieve the below hygiene factors and without these factors there will dissatisfaction.

Achievement.
Recognition.
Work itself.
Responsibility.
Advancement.
Personal Growth.

Herzberg had developed two theories these include the hygiene theory as explained above and also a motivation theory. This theory recognises that the following factors will affect motivation;

Achievement.
Recognition.
Development.
Interest.

I feel that the hygiene factors that affect me within the workplace are

Salary, unfortunately this is a powerful motivator and at work we have the chance to urn a bonus of up to 10% of our salary.
Personnel Growth I see this as developing myself professionally whether it be through my college course, CPD or professional memberships.
Status, this could be included in the above with being a member of a professional qualification.
Relationships with subordinates, I feel that if you are able to get along with the people that you work with and you can be trusted then this will go along way in improving your work life.
Security I see this as being secure within your job.

Abraham Maslow,was another pioneer of motivational developed a model known as The Hierarchy of Needs. This model was developed in 1943-1954 and included five needs. The study assumes that we are all motivated by different things. The model believes that when the lower order of needs is fulfilled we will only then move on to the higher needs.

These motivations were broken down into 5 stages and are detailed below;

1. Biological and Physiological need such as air, food, drink, shelter, warmth, sex, sleep, etc.

2. Safety needs such as protection from elements, security, order, law, limits, stability, etc.

3. Belongingness and Love needs such as work group, family, affection, relationships, etc.

4. Esteem needs such as self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.

5. Self-Actualization needs such realising personal potential, self-fulfilment, seeking personal growth and peak experiences.

A comparison between Herzbrg and Maslow shows that both of the theories that they have developed are based around needs of employees.

Herzberg's had developed a Two-Factor Theory describing needs in terms of satisfaction and dissatisfaction. Which are described using hygiene factors and then motivators.

Maslow’s Hierarchy of Needs identifies five levels of needs; these can be described as a hierarchy. The most basic need starts first and the most important need last. People can move up the hierarchy one level at a time once each need is accomplished.

Leadership styles.

There are a number of different management styles that mangers can adopt which will depend on the type of person that the manager is, these will include.

Autocratic Leader.

An autocratic leader dominates team-members and makes nearly all of the decisions that need to be made. This approach to leadership generally results in passive resistance from team-members and requires continual pressure and direction from the leader in order to get things done.

An autocratic style of leadership is mainly required when the risks are higher such as when an employee maybe operating a piece of heavy machinery and if instructions are not followed properly there is a high chance of injury. Autocratic leadership may also be used more often when employees are younger and less experienced and require constant instruction.

Democratic Leader.

A democratic makes decisions by consulting their team, whilst still maintaining control of the group. The democrat leader allows their team to decide how the task will be tackled and who will perform each task.

A good democratic leader encourages participation and delegates wisely but never loses sight of the fact that their responsibility is leadership. They will value the group’s discussions and utilise team member’s strong points in order to obtain the best performance. They motivate their team by empowering them to direct themselves and guide them with a little control.

Theory X and Y Mcgregor.

Douglas McGregor’s studies had developed theories regarding leadership styles he developed two categories these were known as theory X and theory Y, (which can be further explained in Task 1 / P1.1 / Human relations management).

Theory X (Authoritarian Management Style) – This theory was of the view that negative behaviour had dominated previous management theories. It is assumed that employees need to have direction and control and do not want to take any responsibility.

I carried out a ‘X-Y Theory’ Questionnaire to indicate the style of management that carries out at work, the result show that I am managed using the theory Y management style.

I also carried out a ‘X-Y Theory’ Questionnaire to indicate the style of management that I prefer, the results show that I strongly prefer theory Y management style.

It is known that most people prefer theory Y management style, and generally feel uncomfortable in theory X management.

Team working.

Working as part of a team is essential to an organisation as it means that each team will be working together to achieve specific goals and targets, whether this be within your own team or with cross team working, the whole point of team work is to work together.

Whilst at work we are encouraged to develop our skills when working as part of a team, I feel that it is necessary to obtain effective team working by using a number of different social skills, which will include;

Communication – this is the most important skill as for a team to work effectively it is essential that team members learn to perfect there communication skills. Communications within or between teams could include the use of technolgy such as email, faxs, pda’s, written viral communications, group meetings etc. By doing this it enables team members of the group to work together and achieve the team's purpose and goals.

Listening- the ability to listen is important because this allows people to express any ideas that they may have. To become more constructive as a team employees should be allowed to bounce ideas of each other or by brainstroming ideas as a group allows initial ideas to be generated into deeper thinking.

Questioning- if you question the policies and practices that your team carryout this may help to streamline these and make the team more effective in the way it approaches and carries out taks. It is important to ask questions, interact, and discuss the objectives of the team.
Persuading- if employees have ideas they should be encouraged to exchange, defend, and then to ultimately rethink their ideas. This allows greater thinking between the team, by allowing other people to add or challenge ideas.
Helping - it is crucial to help other employees,this is the whole purpose of teamwork.
Sharing - it is important to share ideas or opinions with the team to create an environment of teamwork.
Participating – employees should all be encouraged to participate in the team whether it be in our general working day or in meetings, this allows the continuos flow of information.

CONCLUSION :

This assignment has given me a good incite into the types and styles of management that have been developed over the years, I have obtained information on the pioneers of management and the theories and practices that they have developed.

Using the research that I have carried out and using a X-Y Theory’ Questionnaire

it has allowed me to discover the style of management that I prefer, the results show that I strongly prefer theory Y management style.

The theory Y management style is also known as Participative Management Style this theory has the view that employees want to fulfil themselves within their work. Managers recognise that this theory is harder to adopt and managers have to be more sensitive to employees needs.

Whilst completing this assignment and researching into Herzberg theories of motivation I have discovered which factors I feel affect me within my workplace.

They are as follows;

Salary, unfortunately this is a powerful motivator and at work we have the chance to urn a bonus of up to 10% of our salary.
Personnel Growth I see this as developing myself professionally whether it be through my college course, CPD or professional memberships.
Status, this could be included in the above with being a member of a professional qualification.
Relationships with subordinates, I feel that if you are able to get along with the people that you work with and you can be trusted then this will go along way in improving your work life.
Security I see this as being secure within your job.

Also with this assignment it has allowed me to take onboard the type of management style that I would adopt, this would be Theory Y.

I have come to this conclusion by drawing from my experiences at work as and taking information from various theories.

I have previously worked under a theory X management style before and I feel that by limiting and creating a depressed culture it does not in anyway increase the quality and quantity of work that is carried out.

BIBLIOGRAPHY :

Class Handouts, Management Principles & Application - Meadowbank Educational Services 2002.

Theory X, Y & Z information researched via 19.02.08

Maslows Hierarchy of Needs information & diagram taken from the original model information was taken from website it was designed by Alan Chapman 2001-7, and is based on Maslows Hierarchy of Needs 19.02.08

Information for the principles of management taken from my own experiences from work and how we carryout certain tasks and Principles of Management (Innovative Business Textbooks) (Hardcover)
by Anthony R Morden / Publisher: Ashgate; 2Rev Ed edition (20 May 2004)