FantastiC

ManagerS
AND

where to find them

BY

Megan Hamberg, Heidi LeFevre,

Emily Moore,
Ashley Packard & Kendra Wright

1
 Table of Contents
4 - The Managrid Monster
5 - Blakes & Moutons The Managerial Grid.
6 - Contingent Creature
7 - Fiedlers Theory of Leadership Effectiveness
8 - Motivator Creature
9 - Hygiene Creature
10 - Herzbergs One More Time: How Do You Motivate Employees
11 - Learning Activity
12 - Underlings Creature
13 - Likerts New Patterns of Management
14 - Mo-Pro Monster
15 - Maslows Motivation and Personality
16 - Monster X
17 - Creature Y
18 - McGregors The Human Side of Enterprise
19 - Glossary
20 - Index
21 - Bibliography

2
 Introduction
The purpose of this handbook is to explain different theories of
management by personifying the theories into creatures. Each
creature represents a depiction of a management style/theory. You
will notice that each figure includes both the management creature
and the employee. This is to demonstrate the relationship between
the two.

Caution - Each theory has pros and cons. One theory is not
necessarily better than the other. It is important to recognize which
one is best suited for the organization and for you as a manger.

Manager

Emplo
yee

3
 Managrid

The managrid creature is the idealistic cross-breed of a creature that

values both people and production. Its oversized mouth allows it to
clearly communicate with other creatures in the pack. Its keen,
observant eyes quickly zero in on the most sound decision within
view. The managrid creatures prefered terrain is helping other
creatures to use their own magical capabilities to help the entire pack
succeed.

Discovered By: Robert Blake and Jane Mouton

Where to find it: The Managerial Grid Theory 4
The managerial grid is based on the idea that success level a manager
achieves is solely based on how they value production and
individuals. The Ideal Manager highly values both and works
enthusiastically with others to reach team success.

Key Characteristics:
- fosters creativity by being receptive to new opinions and ideas
- encourages employee competence
- communicates clearly
- seeks sound decisions and understanding of all viewpoints
BEWARE OF IMPOSTERS:
The Best Buds Manager focuses on friendship and in the process
deemphasizes production. On the alternative extreme, the
Power-Hungry Manager believes that individuals cannot be trusted to
make decisions and therefore must be controlled in order to produce
results 5
 Contingent Creature

Contingent is a particularly powerful creature. It is found in various

climates across the world as it has incredible adaptability. It has a
special knack for assessing the degree of favorableness of any
situation it is in. Once the situation is assessed, Contingent either
changes shapes and management powers to those that best fit a given
environment, or changes the environment into one that best fits its
management style.

Discovered by: Frederick Herzberg

Where to find it: A Theory of Leadership Effectiveness 6
There is no such thing as an effective or ineffective leader. Only a
leader who is effective in one situation and ineffective in another.

3 dimensions that determine the degree of favorableness in a

situation for a leader:
1. Leader-member relationship: the leader who is liked,
accepted, and trusted by his members has more favorableness
2. Degree of task structure: organization can structure operating
instructions, manuals, and step-by step methods for performing
jobs to provide the leader with less or more power/favorableness
3. Position power: a higher rank leader has more favorableness
than a lower rank leader

When a situation is unfavorable, the leader will try to bring back

control in a way that they feel gratification based on their leadership
type: high least-preferred coworker or low least-preferred coworker.

Type of leader Gratification

Seeks to satisfy by gaining recognition. Gratified

High LPC by interacting with others.

Seeks to satisfy through achievement in tasks.

Low LPC Gratified by feeling like he has done a good job.

Effectiveness of a group is contingent on relationship between

leadership style and favorableness of a situation for a leader. Either
change the leader to fit the situation, or change the situation to fit the
leader. 7
Motivator Creature
Motivator is a rare breed of
managers found across the world.
Up to 25 feet in stature, they have
the ability to provide vertical
growth to their employees by
focusing on intrinsic factors such
as achievement, recognition of
achievement, the work itself,
responsibility, and
growth/advancement. Motivator
has been known to provide the
opportunity for employees
psychological growth through
making sure they sign their own
names on letters and arranging
their work to be proofread by
supervisors less. This improves
employees feeling of contribution
and motivates them to produce
better work.

Discovered by: Frederick Herzberg

Where to find it: One More Time:
How Do You Motivate Employees 8
 Hygiene Creature

Hygiene is particularly dangerous so beware when encountering this

breed of managers. Hygienes never seek malicious outcomes but
nevertheless are destructive. They try to help but it oftentimes does
more damage than good. If an employee is discouraged, Hygiene
focuses on tactics such as company policy and administration, work
conditions, salary, and status. This doesnt actually give their
employees job satisfaction. One Hygiene was heard to have asked an
employee to tighten 20,000 bolts that day instead of the usual 10,000
bolts and told them good job. It was reported that the employee
quit 10 days later.

Discovered by: Frederick Herzberg 9

Where to find it: One More Time: How Do You Motivate Employees
To enable self-motivating employees, it is not enough to prevent
job dissatisfaction, you must create job satisfaction. The
opposite of job dissatisfaction is not job satisfaction, but no job
dissatisfaction.

Job Enrichment (motivator factors) contributes to job satisfaction:

Vertical loading
New, Provide
Remove Responsible Direct info
difficult individual
some for complete to them, not
tasks tasks-become
controls process their boss
experts

Job Enlargement (hygiene factors) contributes to job

dissatisfaction:
Horizontal loading

Reducing Add a
Increasing A sense of Morale meaningless
hours of
wage achievement surveys task
work
(0+0=0)

10
 Learning Activity
Lets see if youre cut out to be a Caretaker of Magical
Creatures! Match each image with the corresponding
description.
A: Group success depends on
relationship between situation
and manager style
B: Contributes to job
dissatisfaction; focuses on
salary
C: Values both individuals and
production equally
D: Contributes to job satisfaction

Sneak preview of creature coming up next!

A: Optimistic; encourages
employees to develop their
skills
B: Employee centered
management
C: Authoritarian; micromanages;
pessimistic
D: Basic needs must be met before
higher needs of love and
self-actualization can be met
11
 Underlings Creature

Underlings is a creature of great friendship. Notice the big ears that

help it really listen to others about their lives, concerns, and their
ideas. These ears and keen mind help it have good communication
skills and encourages others to communicate with it. Its happy smile
and high energy manifest a contagious enthusiasm. This creature
allows others to complete a task in their own way and at their own
pace. You can expect to find it leading a group discussion, in its cave
with an open entrance, or out on the floor talking to other creatures.

Discovered by: Frederick Herzberg

Where to find it: New Patterns of Management 12
 New Management Patterns:
Job-Centered vs Employee-Centered

Job-Centered: Employee-Centered:
Micro-manages tasks Allows employees to work at
Stresses production rates their own pace
High pressure from manager Visits employees frequently
May encourage competition Encourages breaks as needed
between employees to Has open communication
encourage higher rates with employees, and listens
well

Although it may seem that job-centered management would

produce higher results, studies actually show that when
management is employee-centered, they have higher production
rates than management that is job-centered.

BONUS TIP!
The communication skills in an employee-centered manager help
them be great group leaders which in turn encourages good
communication between all the employees and the manager. When
employees work in groups, they tend to have lower absences,
sicknesses, accidents, and strikes.

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 Mo-Pro Monster

Motivated Personality, nick-named Mo-Pro, is a furry, ferocious

animal that can be found in tall woods. When the creature is hungry,
frightened, or feels endangered, it becomes a ravenous monster
killing everything in its path. In contrast, when its basic needs are
met, the Motivated Behavior becomes a cute, cuddly beast who
spends its days gardening, foraging, and building extravagant
shelters for itself and other animals. Abraham Maslow is the expert
on Motivated Behavior and created a model that when followed can
tame, civilize, and to reach Self-Actualization.
Discovered by: Abraham Maslow
Where to find it: Motivation and Personality 14
 Hierarchy of Needs:
Self-Actualization: To become something. When all needs are
met, one may still experience discontent or restlessness.

Esteem Needs: The need for self-respect, strength,

achievement, adequacy, confidence, freedom, etc.

Belongingness and Love Needs: The need for love,

affection, and belonging. Can only be met once safety
and physiological needs are met.

Safety Needs: When the environment seems unknown,

hostile, overwhelming, dangerous, or threatening.

Physiological Needs: Consists of homeostasis,

appetite, sexual desire, sleepiness, sheer activity,
maternal behavior, sensory.

According to Abraham Maslows theory of hierarchy of needs, the

basic and physical needs need to be met before a person can meet
love, esteem, and self-actualization needs. In order for an employee
to excel in the workplace, the manager should ensure that the
employee feels comfortable, welcomed, and that any basic needs are
met.
15
 Monster X

Monster X is an old-school monster that is prevalent in most areas.

It is difficult to escape the grasp of its old, rotting roots, but luckily
this monster has diminished vision. Beware, for Monster X feeds on
the human mind, bending it to its own twisted perceptions! Monster
X also reinforces widespread but false beliefs that many humans
already hold, especially about human behavior and motivation. This
monster is best combated by Creature Y, one of its newly discovered
weaknesses.

Discovered by: Douglas McGregor

Where to find it: The Human Side of Enterprise 16
 Creature Y

Creature Y is a more recently discovered creature and the second

one by Douglas McGregor. This creature has a plant-like appearance
and appears to be flowering. It appears infantile but is actually very
intelligent and intuitive. It focuses on the needs and goals of other
creatures and integrates them into achieving greater goals as a group.
There is still much to be learned about Creature Y but it appears to
prey on Monster X. Some humans hope it can be used as a means to
exterminate Monster X altogether.

Discovered by: Douglas McGregor

Where to find it: The Human Side of Enterprise
17
 A Comparison of Theories X and Y
Primary Assumptions Management Style In the Workplace

The average person inherently Authoritarian & Can be appropriate for

dislikes work and will try to pessimistic new hires who need
avoid it. guidance
Control is
Most people can be controlled or centralized Prevalent in large
X threatened with punishment to get organizations or teams
them to put forth adequate effort. Micromanaging where work is repetitive
and target-driven
The average person likes Reduces employees
direction, dislikes responsibility to cogs in a Several tiers of
and longs for security above else. machine management

Participative,
The average person does not optimistic
It can give people too
inherently dislike work.
much freedom.
Employees have
Man will exercise self-direction responsibilities and
Employees may stray
and self-control to achieve are encouraged to
from their objectives or
objectives he is committed to. develop their skills
lose focus

The average person learns not Opportunity for

Y Favored by organizations
only to accept but to seek promotion
with a flatter structure
responsibility.
Allows employees to
Applicable to a team of
Many people have the capacity to take ownership of
experts who dont need
exercise a high degree of their work
much direction
imagination, ingenuity and
creativity to solve organizational Views work as
Involved decision making
problems. fulfilling and
challenging 18
 Glossary
Favorableness: the degree to which the situation enables the leader
to exert influence over his group

Horizontal loading: an attempt to enrich jobs, but just contributes to

job enlargement by reducing personal contribution of employees

Hygiene factors: primary cause of job dissatisfaction; job

enlargement; horizontal loading

LPC: Least-preferred coworker. Measures an individuals leadership

orientation; high indicates human relations oriented, low indicates
task oriented

Motivator factors: primary cause of job satisfaction; job

enrichment, vertical loading

Self-Actualization: the realization or fulfillment of ones talents,

dreams, and/or potential.

Vertical loading: enriches jobs, responsibility, growth,

achievement, and challenge

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 Index
Belonging/love needs....15
Effective management.7
Employee competence5
Concern for employees.5, 13
Favorable management...7
Fostering creativity.5
Group performance...13
Hierarchy of needs15
Individual leadership style...........6-7
Ideal management.....5, 18
Focus on production....5, 13, 18
Job satisfaction..10
Motivation..8-10, 14-15
Physiological needs...15
Self-actualization needs15
Theory X.....16, 18
Theory Y..17-18

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 Bibliography
Blake, W. & Jane Mouton. The Managerial Grid. Houston, Texas,
Gulf Publishing Company 1985 (Chapters 1-8).

Fiedler, F.E. A Theory of Leadership Effectiveness. McGraw-Hill

Inc., New York. 1967. Chapters 1, 9, 11, 15, 16

Herzberg, F., One More Time: How Do You Motivate Employees.

in
"Harvard Business Review," Jan-Feb, 1968.

Likert, R., New Patterns of Management. New York:

McGraw-Hill,
1961 (Chapters 1-4, 8, 11).

Maslow, A.H., Motivation and Personality. Harper & Row, Inc.

New York, 1954 (Chapters 3-5, 11, Appendix A).

McGregor, D., The Human Side of Enterprise. McGraw-Hill Book

Company, New York, 1960 (Chapters 1-4, 10, 11).

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