Situational Leadership is based on interplay among the amount of: 1 Direction (task behavior) a leader gives 2 Socio-emotional support

rt (relationship behavior) a leader provides 3 "Readiness" level that followers exhibit on a specific task, function, activity, or objective that the leader is attempting to accomplish through the individual or group

The managerial grid model (1964), developed by Robert Blake and Jane Mouton, is a behavioral leadership model. The model is an excellent way to map out different leadership styles, and an excellent way to evaluate the leadership performed by leaders and managers. This model identifies five different leadership styles based on the concern for people and the concern for production. It is important to remember that none of the concerns are right or wrong, and the concerns are ideally balanced to the respective situational context of leadership. The model is graphically illustrated at the end of the article.

Concern for People relates to the degree to which a leader considers needs of employees and team members before deciding how to accomplish a task. A high degree of concern could be coupled to a more democratic leadership style, whereas a low concern for people could be coupled to an autocratic leadership style. Concern for Production relates to the degree to which a leader emphasizes production effectiveness and efficiency when deciding how best to accomplish tasks. By charting the position in the grid it is possible to diagnose which leadership style is being performed, and to evaluate the appropriateness of the style of leadership. The five different leadership styles found in the managerial grid are presented below: Country Club Leadership - High Concern for People/Low Concern for Production A country club leader is mostly concerned about the needs and feelings of his/her employees or team members. This leader probably supposes that members of the organization will work hard if the feel happy and secure. However, production may suffer under this leadership style, and the effectiveness of the organization may suffer due to a lack of direct supervision and control. Produce or Perish Leadership - High Concern for Production/Low Concern for People

A produce or perish leader is very concerned about production effectiveness, and probably sees workers as means to achieve great results. This leader also sees workforce needs as secondary to the need of a productive and efficient workplace. He/She might have very strict and autocratic work rules, and perhaps views punishment as the best motivational force. Impoverished Leadership - Low Concern for Production/ Low Concern for People This leader is very ineffective. The leader has neither a high regard for creating efficient systems or rules to structure work processes, nor for creating a motivated or satisfied work environment. The result of this leadership style could be a highly disorganized workplace with low satisfaction and motivation. Middle of the Road Leadership - Medium Concern for Production/Medium Concern for People This style tries to balance the two competing concerns. It tries to compromise different needs, and may seem as a great solution. However, when compromising, leaders risk that neither the concern for people nor the concern for production is fully met. This may lead to average performance, where top results may not be achieved. Workers may end up moderately motivated and satisfied, and production may only become moderately effective. Team Leadership - High Concern for Production/High Concern for People

According to the Blake Mouton model, this is the best and most effective leadership style. These leaders both stress the importance of workforce needs and production needs. This leader manages to engulf workers into the importance of production efficiency, and manages to motivate employees. This creates an atmosphere of team spirit, where each team member is highly motivated and satisfied, which commits the worker to work hard and increase productivity. Use of the managerial grid Firstly, leaders should plot their own style into the managerial grid, and diagnose which leadership style they are conducting. Secondly, leaders can evaluate their leadership style, and assess if they could improve their leadership style in some way. Thirdly, leaders should put their leadership style into the respective situational context, and try to balance their leadership style to the needs found in the organization. The team leadership style may not be best in all situations, and some situations, like e.g. and economic crisis, might call for an entirely different style like e.g. a produce or perish leadership style. Leaders must therefore analyze which leadership style is called for, and afterwards analyze whether or not they conduct the most appropriate style. This analysis is therefore based on the different contingencies facing an organization, and leaders may use the knowledge from Contingency Theory or the PESTEL Framework to analyze which leadership styles are most appropriate for the viability of the organization.

The Five Conflict-Handling Modes

The Thom as-Kilm ann Conflict M ode Instrum ent (TKI) assesses an individuals behavior insituationsthat is, conflict

situations in which the concerns of two people appear to be incompatible. In conflict situations, we can describe a persons concerns, and (2) cooperativeness, the extent to which the individual attempts to satisfy the other persons concerns. These two dimensions of behavior can be used to define five methods of dealing with conflict. These five conflict-handling modes are shown below:
Competing is assertive and uncooperative, a power-oriented mode. When competing, an individual pursues his or her own concerns at the other persons expense, using whatever power seems appropriate to win his or her position. Competing might mean standing up for your rights, defending a position you believe is correct, or simply trying to win. Collaborating is both assertive and cooperative. When collaborating, an individual attempts to work with the other person to find a solution that fully satisfies the concerns of both. It involves digging into an issue to identify the underlying concerns of the two individuals and to find an alternative that meets both sets of concerns. Collaborating between two persons might take the form of exploring a disagreement to learn from each others insights, resolving some condition that would otherwise have them competing for resources, or confronting and trying to find a creative solution to an interpersonal problem. C O M P R O M

behavior along two basic dimensions*: (1) assertiveness, the extent to which the individual attempts to satisfy his or her own

I SI NG
Compromising is intermediate in both assertiveness and cooperativeness. When compromising, the objective is to find an expedient, mutually acceptable solution that partially satisfies both parties. Compromising falls on a middle ground between competing and accommodating, giving up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding but doesnt explore it in as much depth as collaborating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position. V O I D I N G Avoiding is unassertive and uncooperative. When avoiding, an individual does not immediately pursue his or her own concerns or those of the other person. He or she does not address the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time or simply withdrawing from a threatening situation. AA T I N

G
Accommodating is unassertive and cooperativethe opposite of competing. When Accommodating, an individual neglects his or her own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another persons order when you would prefer not to, or yielding to anothers point of view.

TIME MANAGEMENT

Time management is the act or process of exercising conscious control over the amount of time spent on specific activities, especially to increase efficiency or productivity. Time management may be aided by a range of skills, tools, and techniques used to manage time when accomplishing specific tasks, projects and goals. This set encompasses a wide scope of activities, and these include planning, allocating, setting goals, delegation, analysis of time spent, monitoring, organizing, scheduling, and prioritizing. Initially, time management referred to just business or work activities, but eventually the term broadened to include personal activities as well. A time management system is a designed combination of processes, tools, techniques, and methods. Usually time management is a necessity in any project development as it determines the project completion time and scope.

Time management is the art of arranging, organizing, scheduling, and budgeting ones time for the purpose of generating more effective work and productivity. There are an abundance of books, classes, workshops, day-planners, and seminars on time management, which teach individuals and corporations how to be more organized and more productive. Time management has become crucial in recent years thanks to the 24/7, busy world in which we live.

Time management is important for everyone. While time management books and seminars often place their focus on business leaders and corporations, time management is also crucial for students, teachers, factory workers, professionals, and home makers. Time management is perhaps most essential for the person who owns his or her own business or who runs a business out of the home. Managing work and home responsibilities under the same roof takes a special type of time management.

An important aspect of time management is planning ahead. Sometimes, successful time management involves putting in more time at the outset in order to reorganize ones life. Though many time management books and teachings differ in their suggestions, most agree that the first step in efficient time management is to organize the workspace or home. Even if one's schedule is well-ordered, but the office and filing system are a disaster, time will be wasted trying to work efficiently in a disorderly place. Time management is a systematic application of common sense strategies and techniques to help you become more effective in both your personal and professional life. The promise is to become more productive, faster. All while decreasing the anxiety and pressure we feel about time. However, most time management systems don't deliver the promised results. As we practice these methods we might still feel pressured, hurried and anxious about not having enough time. To truly overcome the feeling of "time poverty", it becomes necessary to explore less traditional avenues of time management... methods that address our psychological relationship to time.

Techniques for setting priorities There are several ways to set priorities. ABC analysis A technique that has been used in business management for a long time is the categorization of large data into groups. These groups are often marked A, B, and Chence the name. Activities are ranked upon these general criteria: A Tasks that are perceived as being urgent and important, B Tasks that are important but not urgent, C Tasks that are neither urgent nor important.

Each group is then rank-ordered in priority. To further refine priority, some individuals choose to then force-rank all "B" items as either "A" or "C". ABC analysis can incorporate more than three groups. Pareto analysis This is the idea that 80% of tasks can be completed in 20% of the disposable time. The remaining 20% of tasks will take up 80% of the time. This principle is used to sort tasks into two parts. According to this form of Pareto analysis it is recommended that tasks that fall into the first category be assigned a higher priority. The 80-20-rule can also be applied to increase productivity: it is assumed that 80% of the productivity can be achieved by doing 20% of the tasks. Similarly, 80% of results can be attributed to 20% of activity. If productivity is the aim of time management, then these tasks should be prioritized higher. It depends on the method adopted to complete the task. There is always a simpler and easy way to complete the task. If one uses a complex way, it will be time consuming. So, one should always try to find out the alternate ways to complete each task.

Maslows Hierarchy of Needs

An American psychologist, Abraham H Maslow, is particularly associated with needs theory. In 1954 he published an expansion of the threefold classification of needs, which has found wide acceptance, to the point where the phrase hierarchy of needs is now commonly used without explanation. Five Overlapping Needs Maslow suggested that people are in a continuous state of motivation, and that the nature of that motivation is variable and complex. Further, people rarely reach a state of complete satisfaction, except for a short time. As one need is satisfied, another overlapping need assumes prominence and motivates further effort until satisfied - when yet another clamours, as it were, for satisfaction. Hence, we should think of a sequence or hierarchy of needs, rather than a simple list of human needs driving us on. Read the following from the base upwards: 5. 4. 3. 2. 1. Self-actualisation Secondary needs

Ego needs

Social needs Primary needs

Safety needs

Physiological needs Figure 2.2: Hierarchy of Needs

Now lets look at each of these in turn, beginning with the most basic. (a) Physiological needs The obvious basic needs arise from a persons instinct to stay alive and reproduce his kind - for food, water, sleep, sex, etc. In all except the most primitive communities, these needs largely take an intermediate form of a need for money. (b) Safety or security needs These are a subdivision of the material needs mentioned above (i.e. food, warmth, shelter). Man needs protection from the physical environment - housing of some sort, clothing (for warmth or protection from the sun), defence against natural dangers ( animals, insects, germs). In a developed country, security of employment is the intermediate need covering the basic ones. (c) Social needs (the need to belong or affection needs) These include the need to love and be loved, the need to give and receive affection, and a need for company and association with other people, extending to co-operation in joint effort. Is this not a powerful factor in the cohesion of work groups? (d) Ego needs (the need for social status, esteem and self-respect) People want to feel a certain pride in themselves - that their abilities are tested and proved adequate, that they are achieving something, and that they are useful as individuals. Complementary to this is a need for the respect of others, overlapping the need for belonging and affection. We want appreciation, a measure of acclamation, to be noticed among all the

others and, at least, some degree of prestige and status. We all wish to enjoy the feeling of our worth as persons among other persons. (e) Self-actualisation (the need for personal status, self-realisation and accomplishment) This need is placed at the top of the hierarchy by Maslow. The person fortunate enough to satisfy the first four needs is still driven on by an urge to accomplish the uttermost of which he feels himself to be capable - to reach the top and, once there, to achieve complete success. Maslow describes this need as: Mans desire for self-actualisation ...... to become everything that one is capable of becoming.