• Home
• Module overview
• 1. The challenge of management
  • Introduction
  • 1.1 Defining management
    • 1.1.1 The art of getting things done through people
    • 1.1.2 Defining management by its functions
    • 1.1.3 Is management a profession?
  • 1.2 Management knowledge , skills and performance
    • 1.2.1 Types of managers
    • 1.2.2 Effectiveness and efficiency
    • 1.2.3 Managing the customer within
  • 1.3 The evolution of management thought
  • Conclusion

• 2. Understanding external environments

  • Introduction
  • 2.1 Putting the e xternal environment into focus
    • 2.1.1 Classifying external elements
    • 2.1.2 The changing environment
    • 2.1.3 The international dimension
  • 2.2 Relating the o rganisation to its environment
    • 2.2.1 So many issues: Which should you focus on?
    • 2.2.2 How do you acquire the relevant information?
    • 2.2.3 Clarifying the relationship between the internal and external environments
  • Conclusion

• 3. Social responsibility and ethics in management

  • Introduction
  • 3.1 Business is not value neutral: Social responsibility, obligation and responsiveness
  • 3.2 Focussing on ethics
    • 3.2.1 Why business ethics now?
    • 3.2.2 Ethical quandaries
    • 3.2.3 Approaches to ethical dilemmas
    • 3.2.4 Defining your ethics
  • Conclusion

• 4. Managerial decision making

  • Introduction
  • 4.1 Decision making and problem solving
  • 4.2 The nature of decision making as part of management
    • 4.2.1 Programmed and non-programmed decisions
    • 4.2.2 Certainty, risk and uncertainty
    • 4.2.3 Urgent vs important decisions
  • 4.3 Problem solving: making the most of opportunities
    • 4.3.1 Looking further at problem solving
    • 4.3.2 The effective decision making process
    • 4.3.3 Improving managerial problem solving: overcoming barriers
    • 4.3.4 Thinking 'outside the box' and creativity
  • 4.4 Interrelated problems
  • Conclusion

• 5. Managing strategically

  • Introduction
  • 5.1 Planning ahead
  • 5.2 Strategic management
    • 5.2.1 Some definitions
    • 5.2.2 The process of strategic management
  • Conclusion

• 6. Organisational design and structure

  • Introduction
  • 6.1 The terminology of organisational design
  • 6.2 Strategic organisational design and structure
    • 6.2.1 Types of organisational structure
    • 6.2.2 Strategic organisational design
  • 6.3 Teamwork
    • 6.3.1 The success of teamwork
  • Conclusion

• 7. Organisational culture and workforce diversity

  • Introduction
  • 7.1 Defining organisational or corporate culture
    • 7.1.1 Culture defined through its response to change
    • 7.1.2 Culture defined through the influence of the external environment
  • 7.2 Strong and weak cultures
  • 7.3 The functions of culture
  • 7.4 Creating and sustaining culture
  • 7.5 Types of culture
    • 7.5.1 Dominant culture
    • 7.5.2 Subculture
    • 7.5.3 Core values
  • 7.6 Changing culture
  • 7.7 Cultural diversity in the maritime industry
  • Conclusion

• 8. Change management

  • Introduction
  • 8.1 Dealing with change and the changing nature of change
    • 8.1.1 In what areas of the organisation can managers expect change?
    • 8.1.2 Reacting to change
  • 8.2 Key issues accelerating change
    • 8.2.1 External forces
    • 8.2.2 Internal forces
  • 8.3 Managing change
    • 8.3.1 Reactions to change
    • 8.3.2 Why employees resist change
    • 8.3.3 Emotions accompanying change
    • 8.3.4 Overcoming resistance
    • 8.3.5 Leadership and successful change
  • Conclusion

• 9. Motivating for performance

  • Introduction
  • 9.1 The nature of motivation
  • 9.2 Theories of motivation
    • 9.2.1 Do rewards really work? needs theories
    • 9.2.2 Are substantive rewards the only motivator? process theories
    • 9.2.3 Learning behaviour reinforcement theory
    • 9.2.4 Social learning theory
    • 9.2.5 Putting it all together systems theory
  • 9.3 The power of positive thinking
  • 9.4 Motivation: The implications for managers
  • Conclusion

• 10. Leadership

  • Introduction
  • 10.1 The nature of leadership
    • 10.1.1 Thinking about 'leaders' and 'leadership'
    • 10.1.2 Theories of leadership
    • 10.1.3 Refining our definition of leadership
  • 10.2 Perspectives on leadership
    • 10.2.1 Manager, leader, or both?
  • Conclusion

• 11. Teamwork

  • Introduction
  • 11.1 Work groups and group dynamics
    • 11.1.1 Work groups, work teams, taskforces, self-managing teams and team building
    • 11.1.2 High-performance teams
  • 11.2 Managing meetings and committees
  • 11.3 Group decision making
    • 11.3.1 Some advantages and disadvantages
    • 11.3.2 So, do groups make better decisions than individuals?
  • Conclusion

• 12. Managerial evaluation and control

  • Introduction
  • 12.1 Evaluation and control as a management process
    • 12.1.1 Why evaluate and control performance?
    • 12.1.2 Getting and using necessary information
  • 12.2 Levels of control
  • 12.3 Steps in the control process
  • 12.4 Assessing control systems
  • 12.5 Back to ethics
  • 12.6 Quality control systems
  • Conclusion

9.3 The power of positive thinking

Even after examining motivational theory, you are likely to be saying to yourself that there are some people you just cannot motivate; they are useless!

Does this sound familiar - and just a little negative? Then it may interest you to know that Boyarzis (1982) explored the managerial competency known as positive regard . A manager with a positive regard for others believes in them, having an inherent faith that people are good and that people will do their best to achieve and be productive. These managers adopt a positive and optimistic attitude. Their attitude causes their peers and employees to feel valued. This feeling is very important in achieving motivation.

While such an attitude may not seem like the type of skill that can be taught, it is an important aspect of creating an environment in which employees can work. Employees are more likely to invest time and effort for a manager who makes them feel valued and appreciated than they will for a one who makes them feel undervalued regardless of what motivational theory to which you subscribe.

So what does a motivated workplace look like? It is a mix of analysing, problem-solving, empowering and rewarding. Naturally, it is not very easy, but it is simple. Do not lose sight of the simplicity of creating a motivating workplace as we grapple with the complexity of today's work and the 'global' environment.

Consider this

If you see someone having fun on the job, do you generally tend to think that the person is 'slacking off'?

Is that perception necessarily correct? Perhaps the employee has found a healthy way of dealing with pressure and stress; maybe it is a 'fun break' from a difficult task or one that they find uninteresting, to which he or she will return more alert. How do you know if you are watching someone who is releasing stress or just 'goofing' off?

Well, it is really a matter of perception and once you realise that you can have fun at work and that it can motivate and inspire, then you can look at the situation a little differently.

Can one simple act make a difference in the environment and your worklife? Absolutely! The following reading describes some unique ways to have fun on the job. Some may not be suitable in your work environment but they should get you 'thinking outside the box'.

Reading 9.5

Weinstein, M (1996). 'Managing to have fun'. Vision Business Book Summaries, number 160, pages 4-8.

Note that nothing will improve relationships with those you with whom you work more than a consistently positive attitude on your part. Again, we are emphasising this point. A manager's attitude sets the 'pace' and the 'tone' with the people he or she supervises. There is a direct relationship between your attitude and the productivity of those you supervise.

Think about this in relation to the advice given in the next reading, 'Praise loudly; blame softly'.

Reading 9.6

Stewart, Jan (1997, April). 'Praise loudly; blame softly'. HRMonthly, page 22.

A special note to the Master

It could be easy to agree that motivation is not under the Master's control; you have what you are sent. On the other hand, you have a wealth of experience on board that can be released from the 'pigeonhole' labelled 'third mate' or 'second engineer'. By getting to know your team, individual strengths can be directed to common good and weaknesses identified and supported in a constructive way. You will find that in handling people, the shortest distance between two points is not always a straight line.

Adapted from Tallack, R (1996). Commercial Management for Shipmasters: A Practical Guide . The Nautical Institute, page 23.

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