MANAGEMETN MODELS: CHARLES HANDY CULTURAL MODEL, TUCKMAN'S TEAM DEVELOPMENT MODEL, GIBBS REFLECTIVE CYCLE, HOFSTEDE'S CULTURAL MODEL, ORGANIZATIONAL STRUCTURE, LEADERSHIP STYLES, MASLOW NEED HIERARCHY THEORY, HERBERT HERZBERG'S MOTIVATION THEORY, ADA

MANAGEMETN MODELS

CHARLES HANDY CULTURAL MODEL

AIM: The model aims at studying the organizations culture and how is it impacting the motivation factor of the employees. As the organization has its ow set of value, norms and ethics, the model also finds its impact over employee performance which is influenced by the culture of the organization (Abdala et al., 2021)

There are 4 types of culture

1. POWER: In the organization there are some people which are the major decision makers. they take key decision and delegate their work to the subordinates. On the other hand, the subordinates do not have the liberty to express their views or thoughts, making it a one-way communication.

2. TASK CULTURE: the culture follows a team effort where the work is divided into different teams which is expected to do a set of tasks. Each team has separate responsibility and they are equally contributing in the work. It promotes team spirit and provide the opportunities to employees to grow within their domain.

3. PERSON CULTURE: this is culture when the employee motive is to earn and to grow solely irrespective of the organization, in such organization the employees become self-centered and the organization potential is also reduced.

4. ROLE CULTURE: Role culture is a culture where every employee is delegated roles and responsibilities according to his specialization, educational qualification and interest to extract the best out of him. In this culture they themselves take new challenges and leads to higher growth.

How is the CHARLES HANDY CULTURAL MODEL used

1. Set clear goals

2. Get training

3. Consult an expert

4. Monitor the progress and performance

5. Review your process

Tuckman's team development model

AIM: the model aims at studying team which is developed, grown matured and created leaders. In this process the leader goes through a directing style, moving through coaching, then participating and finishing with delegation, when they are almost detached, they are passed to another team (Rojas et al., 2021). At this point the team produces a new leader and the previous leader gets ready to develop another new team.

There are 5 stages

1. Forming: This is the first stage where the employees are new to the team and to their respective role. They have various unclear questions and they tend to adopt to the team and its working on the other hand team leader holds a major responsibility of assisting and directing the team at every point.

2. Storming: In this process the team faces decision making issues and various thoughts collide with each other and employees may have to comprise to enable the progress of the firm. The leaders play an important role to keep the employees motivated and away from the distractions.

3. Norming: By the time the team adapts to the environment and is able to work with the other member in a cooperative manner. Agreement and consensus largely form amongst the team, who respond well to facilitation by the leader. The roles and responsibility are clear with a united effort.

4. Performing: By this stage the employees become independent and are able to do their own work. They are known to their role and the things they need to do for team success. There are disagreements but it gets resolved with mutual understanding without the leaders assistance.

5. Adjournment: In this stage the team is finally adjourned. This stage is about wrapping up the task and the team breaking up. It may be a difficult stage for some team.

Gibbs reflective cycle

AIM: The model aims at studying the experience a person has had during a specific event. It is a popular method to enable an employee give insight of their own experience. The model can be used to study the teacher student relation as teachers play a crucial role in building the minds of children, understanding them at each stage can help in better progress of children (Markkanen et al., 2020)

There are 6 stages of the model

1. Description: In this stage the employees or the performer is asked about their own basic experience which can be understood by asking basic question such as what, why and how.

2. Feelings Observer would interpret the feeling and views of the person which could be both negative and positive. These views should be raw and real.

3. Evaluation: The experience is well assessed in this stage. observer would also assess the situation and how has it impacted on the performer.

4. Analysis: In this stage observer would deeply understand and draw his interpretation by extracting professional knowledge and technical skills.

5. Conclusion: Determine what one could have done differently and what one would have learned from the experience.

6. Action Plan: Develop a plan detailing what action and what changes are to be made for better experience.

Hofstedes cultural model

AIM: The Hofstede cultural model is used to determine the different countries and their cultural impact on the business and the way business is done across the cultures. The framework is used to distinguish between the different culture and its dimension and how does it impact different etiquettes and communication (Minkov et al., 2021

Hofstede identified six categories that define culture:

1. Power Distance Index: the power index shows the ability to tolerate power and autonomy it also shows the ability of the people to tolerate the inequality in the surrounding.

• high-power distance index indicates that a culture accepts inequity and power differences, encourages bureaucracy, and shows high respect for rank and authority.

• A low power distance index indicates the more acceptable culture featuring decentralized decision-making responsibility, a participative management style, and power distribution.

2. Collectivism vs. Individualism: it shows amount of dependence of people on their team or group and the amount of obligation they have towards it.

• In individualistic societies, the personal growth is the priority

• Collectivism: indicates that there is a greater importance placed on the goals and well-being of the group.

3. Uncertainty Avoidance Index: the index shows the degree of tolerance towards the uncertainty. It can be improved by levying strict rules and regulations with rigorous strategies in the setup.

• A high uncertainty avoidance index indicates a low tolerance for uncertainty, ambiguity, and risk-taking.

• A low uncertainty avoidance index indicates a high tolerance for uncertainty and ambiguity.

4. Femininity vs. Masculinity: the index shows the dimension of gender role differentiating and an extent to which society values the traditional systems

• Masculinity includes distinct gender role with equal competition and assertiveness

• Femininity: it includes fluid gender roles and simple nurturing

5. Short-Term vs. Long-Term Orientation:  the extent to which society views its time horizon.

• Short term orientation: it shows the focus on near future by prioritising immediate success the upcoming events and targets and how to achieve them for short term success

• Long term orientation: it shows the focus on future postponing the immediate success. For long term success.

6. Restraint vs. Indulgence: h index shows how the society can control their desires and impulses

• Indulgence indicates that society allows gratification related to having freedom in the work and life

• Restraint indicates that society suppresses gratification of needs and regulates it.

ORGANIZATIONAL STRUCTURE

AIM: Organization structure can be defined as the structure in which the steps are kept on different layers of management. It is being created for smooth flow of orders and information to meet the organizational goals effectively and efficiently (BBC Bitesize, 2020)

1. TALL ORGANISATIONAL STRUCTURE: The structure comprises of the long chain of commands. The communication path in this structure is very long and every superior has lesser amount of subordinated below them. Due to long chain of communication the processes become slow. Subordinates also get demotivate due to lack of autonomy.

2. FLAT ORGANIZATIONAL STRUCTURE: The structure where the path of communication is small and there are lesser number layers. The managers have wide span of control with more subordinates. The small chain promotes effective communication. It is generally seen in small businesses

3. MATRIX ORGANIZATIONAL STRUCTURE: The structure where employees report to more then one heads. It leads to open communication between team with higher productivity. The reporting is done to more than reporting structures. It is done for the projects which often require from more than one department.

LEADERSHIP STYLES

Majorly there are three types of leadership styles which are performed by different people in order to create relation with their followers and to achieve their goals in timely manner (Aarons, 2006). The leadership tyle can be listed into 3 types

TRANSFORMATIONAL LEADERSHIP SKILL: It is leadership style having leaders who focuses on long-term vision and inspiring change. The leader tends to motivates its followers by encouraging creativity and promoting their personal growth.

TRANSACTIONAL LEADERSHIP SKILL: It is style where the leader offers the reward on completion of the given task. effective transactional leader recognizes and reward the followers for their timey accomplishment. In this style the leader in equally indulged into the process and check the updates. This style is helpful for self-motivated employees for example it can be found in manufacturing industries.

CONTIGENECY LEADERSHIP SKILL: It is a leadership style where the leaders are supposed to act differently in all the kind of contingency situations. Ones skills are best reflected during an unpredictable situation and such situations also allows the leader to grow.

Maslow need hierarchy theory

Maslow's hierarchy of needs: the psychological theory being created by Abraham Maslow; the theory focuses on human drive or motivation required for all the actions. These include physiological needs, safety, love and belonging, esteem, and self-actualization. It is a pyramidal model as human as different need at different stages of life (Abbas et al., 2020). There is total 5 stages

• Physiological needs: Psychological need refers other need of the human being for their basic survival it includes food water shelter sleep etc.

• Safety needs: Safety needs include all the needs which makes the individual feel safe in the environment. Safety can come from the actions of an individual or from their family or community. For example: living and working in the safe environment, feeling protected from crime or abuse.

• Love and belonging:  Feeling of being connected to others, belonging to a group, and having secure relationships. These needs can be fulfilled by making friends, finding life partner etc.

• Self-esteem: Self-esteem refers to the respect and admiration as per Maslow’s there is 2 kinds of admiration. It can be achieved when one feels self-worth, respected or dignity

1. Admiration by others

2. Admiration by self

• self-actualization: It is the last stage of Maslow’s hierarchy of need. It involves person knowing themselves, understanding their full potential and reaching.

Herbert Herzberg's motivation theory

AIM: The theory tries to explain the factor which motivate individuals through identifying and satisfying their individual needs to satisfy these desires (Simon et al., 2022). It is also called as two factor content theory. It is based upon the deceptively simple idea that motivation can be dichotomised into hygiene factors and motivation factors and is often referred to as a two-need system. For an individual a job itself should be interesting and challenging that the employees would do it considering it as a motivating factor. It can be created by giving the employees responsibility, recognition and opportunity advancement.

The 2 factors of the models are

1. Hygiene factor: These are considered as obvious factors which are very reasonable in the job. These factors are extrinsic in nature. These are considered necessary to avoid the dissatisfaction amongst employees. It includes pay, job security, fringe benefits interpersonal relation

2. Motivational Factors: Since the hygiene factors are the basic necessity of any job the motivational factors include something which makes the employes satisfied and content and can give intrinsic rewards. These factors include recognition, growth, promotion.

How Herbert Herzberg's motivation theory is used?

The theory is used to determine the factors which are motivating to the employees and the ones which are of hygiene nature. The factors altogether explain the satisfaction and dissatisfaction level in the employees. The organization can assess that how they can introduce or reduce the factors to increase the efficiency a productivity of employees for ex in nursing industry the salary and administrative policies, in particular, influence nurses’ job dissatisfaction.  

Adams equity theory of employee motivation

Aim: The theory simply explains that the employee feels motivated and satisfied when they are getting adequate rewards and recognition. Studies shows that employees tend to compare themselves with other employees and their recognition can create an imbalance (Watter et al., 2021).

The three components of Adams' Equity Theory are inputs, outputs, and comparisons.

1. INPUT: It includes all the factors that employee bring with them on job it generally includes education qualification, additional skill, experience.

2. OUTPUT: It refers to all those factors being provided by the company to them employee against their services. It includes the salary, rewards, benefits and bonuses.

3. COMPARISION: Refer to the process of comparing one's own inputs and outputs to those of others.

Through the theory employees tries to balance their input and output balances. When there is a perceived inequity, employees will take action to restore equity.

How does Adams equity theory is used?

The theory has important implications for managers, who need to be aware of how their employees perceive the distribution of resources. If employees feel that they are being treated unfairly, it can create negative consequences such as decreased productivity or an increased turnover. Employers can apply the theory by understanding:

• The role of fairness

• The role of inputs and outputs

• The importance of ratios

Victor Vroom's expectancy theory of motivation

AIM: the Victor Vroom's expectancy theory of motivation tends to explains that the employee motivation is directly related to their level of motivation. For example, if a person's action results in their expected reward they'll be motivated to take the same action again. As per the theory motivation is directly affected by how much one wants a reward, one belief that your effort will lead to an expected level of performance, and that your performance will result in the reward one wants (Kollmann et al., 2020)

As per the theory of motivation is determined by 3 factors

1. VALENCE: It is defined as perceived satisfaction one wants to derive from its action. it is always more than the actual satisfaction. The higher the valence, the higher the motivation.

2. EXPECTANCY: It refers to belief that one increased effort will result in better performance. It can differ from one person to another and it is affected by things like skills, resources, information, as well as perceived future growth. The higher the expectancy, the higher the motivation.

3. INSTRUMENTALITY: It is a firm belief that their increased efforts will lead to increased productivity. It is based on the connection between the input and the output.

MOTIVATION CALCULATOR

Motivational Force (MF)= Expectancy x Instrumentality x Valence 

There are 2 criteria to make someone feel motivated

• The efforts will provide desired performance (E>P)

• The performance will provide desired outcome(P>O)

How is the Victor Vroom's expectancy theory of motivation used?

The expectancy theory of motivation is typically used to describe the following three relations.

1. Effort-performance relationship: It shows the expectation of being recognised through the performance for every extra effort an employee has made.

2. Performance-reward relationship: The belief that the increased performance will be rewarded.

3. Reward-goals relationship: The level of appeal towards the desired outcome or goal.

Ansoff matrix

AIM: The Ansoff model is a tool used to understand the growth and devise strategy for realizing more growth. The matrix combines market penetration, market development, product development and diversification, which are all growth alternatives that an organization can use (Rifki et al., 2024). Each strategy has some amount of risk associated.

There are 4 growth strategies

1. Market penetration strategy: The strategy is for the organisation having their product and services in the market. The strategy is applied to increase its market share by finding new customers in the same market or selling more of its offerings to an existing customer base. It can be achieved through

• Modifying the product

• Reducing price

• Merging and acquiring other organisations

2. Market development: It is a strategy when an organization uses its current offerings and attempts to grow into other markets. This can include expansions in foreign market, changing or increasing the customer base.

3. Product development: Through this strategy, organization will have an expanded product line that customers can choose from.

4. Diversification: This growth strategy involves an organization that wants to enter new markets with new products, services or other offerings. This is the riskiest strategy out of all the four. Diversification can be of 2 types related and unrelated diversification.

How to use this market segment?

To use this matrix firstly the market has to be studied. The available strategies as per the requirement of organisation should be studied. The risk tolerance capacity of every organisation varies. Choose the right growth strategy and apply the it on to the organisation.

BCG matrix

AIM: BCG stands for the Boston Consulting Group, a well-respected management consulting firm. The matrix is the graphical representations of a company’s products and services to help the company decide what it should keep, invest more money in, or sell. It helps business to prioritise their business activities.

The BCG growth share matrix includes four distinct categories:

1. Dog: Dogs should be sold or liquidated based on company performance if the company is not performing well or having very low growth rate.

2. Cash cow: Products that are in low-growth areas but for which the company has a relatively large market share are considered cash cows. The company should milk from these cash cows as much as they can

3. Stars: Products that has growth market rate and are having sizable market as well.

4. Question marks: Questionable opportunities are those in high growth rate markets but in which the company doesn’t maintain a large market share

How does the BCG matrix works?

The BCG growth share matrix considers a company’s growth prospects and available market share by assigning each business to one of these four categories. Executives can then decide where to focus their resources and capital to generate the most value (Hossain et al., 2020)

VRIO analysis

AIM: VRIO stands for value, rarity, inimitability, and organization. The VRIO analysis is the model used by companies to asses their internal resources and capability to be used for sustainable competitive advantages. The model aims at increasing performance of the organization (Ariwibowo et al., 2021)

There are 4 factors

1. Value:  meaning the strength or attribute must be one of your valuable resources providing value to your customer. 

2. Rarity: it refers to the rare qualities or ability of the organisation which is advantageous for the company in the whole market.

3. Inimitability: The strength of the company should not be easily copied or imitated by your competition. As soon as the strength of the companies are copied the market share is reduced.

4. Organised: a strength cannot be realized as a competitive advantage until your team decides to leverage it. So, strengths have t be organised for the greater betterment

How to implement the VRIO model

1. Step 1: Identify the key resources and capabilities

2. Step 2: Evaluate resources, capabilities and strength using VRIO criteria

3. Step 3: Prioritize Strategic Investments and Build Your Growth Strategy

SWOT ANALYSIS

AIM: SWOT analysis is a tool which helps to assess the strength, weakness, opportunity and threat of the organization (puyt et al., 2023). It helps business to take informed decision and make concrete business strategy. The internal and external environment and the factors that can impact the viability of a decision. It is done to take the competitive advantage.

There are 4 factors in SWOT analysis

1. Strength of the business, for example: monopoly of the product, established brand.

2. Weakness of the business, for example: competition, smaller customer base.

3. Opportunity of the business, for example: starting new product line, capturing online market.

4. Threats of the business, for example: government policies, recession.

How does SWOT analysis works?

A SWOT analysis generally requires decision-makers to first specify the objective they hope to achieve for the business, organization, initiative or individual. From there, the decision-makers list the strengths and weaknesses as well as opportunities and threats. The factors then contribute in making the organisational decision.

Porter generic strategies

AIM: the strategy is developed by Michael Porter; it is a framework for planning the strategic direction of your business that assists with gaining an advantage in the marketplace over your competitors (Islami et al., 2020). Each strategy uses different methods, and businesses within the same industry may choose different strategies based on their strengths and desired outcome.

There are 3 strategies

1. Cost leadership: One can get market advantage by having cost leadership there are 2 ways to become cost leader

• Low-cost strategy: Increasing profits by reducing cost.

• Best value strategy: Increasing market shares by reducing cost

1. Differentaiation: The strategy includes differentiating the product and making it mor unique for the market, it can be done for the existing products or for the new products. The product can become more attentive and responsive to customers.

2. Focus: The focus strategy provides the option to use either cost leadership or differentiation within a niche market. It will create a specification for the customers who are loyal and values the brand.

How to use poster generic strategy?

• Choose a strategy.

• Prioritize your work as per the new strategy so implemented.

• Consider the 5 industrial forces (buyers, supplier, rivalry, threat and entry barrier).

• To consistently put efforts for the success of the strategy.

REFERNCE

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