Q1.

According to Herzberg’s two factors theory, what are different factors of job
satisfaction and job dissatisfaction? Also explain contrasting views of satisfaction-
dissatisfaction.
Herzberg’s two-factor theory revealed that there are certain characteristics of a job
which are consistently related to job satisfaction (factors on left side), but there are certain
factors which are associated with job dissatisfaction (factors on right side). Both these
factors are stated below:

Factors for Job Satisfaction Factors for Job Dissatisfaction

 Achievement  Supervision
 Recognition  Company Policy
 Work itself  Relationship with
 Responsibility supervisor
 Advancement  Working conditions
 Growth  Salary
 Relationship with
peers
 Personal life
 Relationship with
subordinates
 Status
 Security

Extremely Satisfied Neutral Extremely Dissatisfied

Source: Herzberg’s Two Factor Theory Source: Based on F. Herzberg, B. Mausner, and B. B. Snyderman,
The Motivation to Work (New York: John Wiley, 1959).

Therefore, herzberg’s theory concludes that job satisfaction and job dissatisfaction
are not opposites. The opposite of satisfaction is no satisfaction and the opposite of
dissatisfaction is no dissatisfaction. Only addressing the reasons of dissatisfaction will not
bring satisfaction or only giving emphasis on the factors of job satisfaction will not remove
job dissatisfaction. For example, in an unfriendly work environment awarding promotion
to an employee will not satisfy him or her. Similarly if the working environment is made
healthy but the employees are not provided with any of the satisfaction factors, then the
employees would still not be satisfied. Herzberg says in his theory that the job satisfaction
factors are “separate and distinct from those that lead to job dissatisfaction.” Therefore,
as stated above if only focus is given to eliminate dissatisfying factors it might smooth the
working conditions but it will not increase the performance of employees. It might create
peace in the workplace but it will not motivate the employees and improve their
performance. Factors on the right side of chart are called hygiene factors. When hygiene
factors are completely eliminated there would be no dissatisfaction but the employees
would still not be satisfied. If you want to completely satisfy them then after you have
eliminated hygiene factors you have to focus on the left side of chart which is called
motivators. When these factors like achievement, recognition, and responsibility are
attained then the employees are satisfied.
 There are some contrasting views on this theory in the shape of critics. One of it
says that the methodology does not address the idea that when things are going well
people tend to look at the things they enjoy about their job. When things are going badly,
however, they tend to blame external factors. Another common criticism is the fact that
the theory assumes a strong correlation between job satisfaction and productivity.
Herzberg’s methodology did not address this relationship, therefore this assumption
needs to be correct for his findings to have practical relevance.

Q2. According to administrative management theory what is meant by administrative

management? What was the contribution of Max Weber? Also Discuss the significance
of Weber’s principals of Bureaucracy.
The general administrative theory makes the efforts to create a rational way of
designing an organization as a whole. The theory creates a formal administrative
structure in which there is a clear division of labor, and designation of power and authority
to concerned managers. So basically administrative management is concerned with
designing and managing an organization. It manages information through people,
performing the storage and distribution of information to people inside organization. The
elements of administrative management plays large amount of roles within organizations.
Individuals doing planning, coordinating, directing or controlling aspects inside
organizations are called administrative managers.
Max Weber (1864-1920) was a German sociologist and philosopher who
profoundly contributed to the field of social theory and research. He is also titled as
founder of sociology along with others. He belonged from an upper middle class
protestant German family. He became college Professor in 1894. He wrote many
research papers and books which contributed to the field of sociology.
During the 1900s, weber developed a theory of authority structures and relations
based on an ideal type of organization he called bureaucracy, a type of organization
characterized by division of labor, a clearly defined hierarchy, detailed rules and
regulations, and impersonal relationships. (Source: Stephen P. Robbins & Mary Coulter,
Management, 11th Edition).

Weber's theory of bureaucratic management has two essential elements. First, it

entails structuring an organization into a hierarchy. Secondly, the organization and its
members are governed by clearly defined rational-legal decision-making rules. Each
element helps an organization to achieve its goals. Weber developed the principles of
bureaucracy, a formal system of organization and administration designed to ensure
efficiency and effectiveness.
Significance of Weber’s principals of Bureaucracy are stated below:
1. Managers Formal Authority: is the power to hold people accountable for their
actions and to make decisions concerning the use of organizational resources
Bureaucratic organizations generally have administrative class responsible for
maintaining coordinative activities of the members. Main features of this class are
as follows:
 a. People are paid and are whole time employees.
b. They receive salary and other perquisites normally based on their positions.
c. Their tenure in the organization is determined by the rules and regulations
of the organization.
d. They do not have any proprietary interest in the organization.
e. They are selected for the purpose of employment based on their
competence.

2. Positions should be Arranged Hierarchically: so employees know whom to

report to and who reports to them. The basic feature of bureaucratic organization
is that there is hierarchy of positions in the organization. Hierarchy is a system of
ranking various positions in descending scale from top to bottom of the
organization. In bureaucratic organization, offices also follow the principle of
hierarchy that is each lower office is subject to control and supervision by higher
office. Thus, no office is left uncontrolled in the organization. This is the
fundamental concept of hierarchy in bureaucratic organization. This hierarchy
serves as lines of communication and delegation of authority. It implies that
communication coming down or going up must pass through each position.
Similarly, a subordinate will get authority from his immediate superior. However,
this hierarchy is net unitary but sub-pyramids of officials within the large
organization corresponding etc. functional divisions exist. Thus, there are offices
with the same amount of authority but with different kinds of functions operating in
different areas of competence.

3. Tasks and Authority associated with various positions in the organization should
be clearly specified for managers and workers to know what is expected of them.
Work of the organization is divided on the basis of specialization to take the
advantages of division of labor. Each office in the bureaucratic organization has
specific sphere of competence. This involves:
a. A sphere of obligations to perform functions which has been marked off as
part of a systematic division of labor.
b. The provision of the incumbent with necessary authority to carry out these
functions.
c. The necessary means of compulsion are clearly defined and their use is
subject to definite conditions.
Thus, division of labor try to ensure that each office has a clearly-defined area of
competence within the organization and each official knows the areas in which he
operates and the areas in which he must abstain from action so that he does not
overstep the boundary between his role and those of others. Further, division of
labor also tries to ensure that no work is left uncovered.
4. Managers Must Create a Well-Defined System of Rules: standard operating
procedures, and norms so that they can effectively control behavior within an
organization. A basic and most emphasized feature of bureaucratic organization is
that administrative process is continuous and governed by official rules.
 5. Appointment and Promotion Base on Competency not Base on Sentiment: A
notable feature of bureaucracy is that relationships among individuals are
governed through the system of official authority and rules. Official positions are
free from personal involvement, emotions and sentiments. Thus, decisions are
governed by rational factors rather than personal factors. This impersonality
concept is used in dealing with organizational relations as well as relations
between the organization and outsiders.

Q3. Differentiate between a manager and a leader. How they work and what skills do
they possess different from each other?

The manager is responsible for implementing the four functions of management in

the organization i.e. planning, organizing, leading and controlling. Here we can notice that
one of the four function of a manager is leading so theoretically this can indicate that a
manager is also a leader, but we are not sure if a manager is also a leader until or unless
that particular manager makes sure if he or she carry out leadership qualities like to
communicate, motivate, inspire, encourage employees towards a higher level of
productivity, and there can be many more qualities of a leader which can be mentioned.
Therefore, not all managers are leaders because not all can be having the qualities of a
leader as mentioned above. An employee will follow the directions of a manager for how
to perform a job because they have to, but an employee will voluntarily follow the
directions of a leader because they believe in who they are as a person, what they stand
for and for the manner in which they are inspired by their leader. A manager becomes a
manager by virtue of their position, and subordinates will follow the manager because of
his or her job description and title.
Because managers are responsible for carrying out the four functions of
management, their primary concern is to accomplish organizational goals. Managers get
paid to get things done in organizations. As such, the manager is accountable for
themselves as well as the behavior and performance of his or her employees. A manager
has the authority and power to hire, promote, discipline and fire employees based on
those behaviors and performance. Management is about efficiency and getting results
though systems, processes, procedures, controls and structure.
“Leaders are born but, rarely made: unknown”
Possibly the biggest difference between managers and leaders is that leaders do
not have to hold a management post to prove their leadership abilities which means that
an individual can be a leader even though he doesn’t have an official post because it
depends on the personal qualities of an individual that whether he is a leader or not.
People are willing to follow the leader because of who he or she is and what the leader
stands for, not because they have to due to the authority bestowed onto him or her by the
organization. The leader will show passion and personal investment in the success of his
or her followers reaching their goals, which may be different from organizational goals.
 A leader has no formal, tangible power over their followers. Power is awarded to
the leader on a temporary basis and is contingent upon the leader's ability to continue to
motivate and inspire followership. Managers have subordinates, while leaders have
followers. Subordinates do not have a choice but to listen to the demands and wishes of
their managers, but following is (and always will be) a voluntary choice for those who
follow a leader. Those who no longer wish to follow the leader will simply stop. That is, if
an employee initially sees his or her manager as a leader and eventually ceases to be
inspired by that manager, the employee will still obey the manager, but only because the
employee is required to do so, not because he or she wants to.

Source: Inc. Magazine (BillMurphyJr)

Leadership is about effectiveness through trust, inspiration and people. Leaders
often challenge the status quo that managers spend much of their time upholding to bring
innovation to organizations. Leadership is visionary, change-savvy, creative, agile and
adaptive. Managers are concerned with the bottom line, while leaders spend time looking
at the horizon.