ASQ - Ch 2: Leadership Challenges (P. 14 - 50)

Deming's thoughts on managers

"The job of management is not supervision, but leadership".. The roles of leader and manager can be fulfilled by the same individual. It's really what the individual does, how he/she does it, and from when the individual derives the power to act that relates to which term is most applicable in a given situation.

Key Roles of a leader

-Facilitator -Appraiser -Forecaster -Advisor -Enabler -Follower

Common errors in managing change

-Not sufficiently emphasizing urgency and allowing people to be complacent -Those guiding the process do not have sufficient power -Lacking a clear and compelling vision or not communicating it strongly and/or frequent enough -Failing to manage the forces that resist change -Not ensuring some early successes that encourage others -Celebrating victory prematurely -Not changing other organizational systems and cultural elements that are required for long-term continuation of the change

McClelland's thoughts on what motivates some and not others

-an individual who enjoys working closely with other people is motivated by an affiliation -someone who works in order to accomplish personal goals is motivated by achievement -a person who works in order to contribute to the well-being of others is motivated by altruism -someone who wants to have control over their work is motivated by power

Additional negotiating techniques

-identifying, up-front, a range of acceptable outcomes - and why you want what you want -determining the real intentions of the other party (goals/objectives/priorities) -be prepared with supporting information -not rushing the process -keeping the most difficult to resolve issues for last -being sensitive to face-saving needs of the other party -being firm, fair and factual -always controlling your emotions -evaluating each move against your objectives and assessing how it relates to all other moves -being adept at formulating a win-win compromise -being aware of the effect of the outcomes of the present negotiation on future negotiations -actively, listening and seeking clarify of expectations -being flexible with your position and being able to step back and look critically at your position (there may be multiple ways the same overall objective can be achieved. This view involves going up the vertical hierarchy of one's cognitive view of the situation, rather than only going horizontally across perceived options)

Common Mistakes and Barriers to Empowerment

-lack of clear commitment from top management -failure to define empowerment -failure to establish boundaries within which employees can be empowered -failure to provide appropriate training to management and the performers -failure to implement appropriate incentives -lack of implementation plan -inability to modify organizational culture -some people will resent a shift to empowerment -not everyone will buy in first -middle and first-level management resent giving up their authority -if top management is not visibly and continually seen using empowerment techniques, effort won't succeed -changing the culture from a traditional hierarchical mode to empowerment takes a long time and costs money (commitment needs to be sustained over time) -organized structure and reporting relationships will need to be changed -major systems and processes will require modification/replacement

Leadership is hard to define

-leader may be an appointed role -may be taken on by different people at different phases in a project -sometimes the person being led is more accomplished than the leader -virtual teams where team members don't have face-to-face contact -leaders of future "who can lead and follow, be central and marginal, be hierarchically above and below, be individualistic, team player and perpetual leader" -primary responsibility as "transforming the organization" -ensure effective working of organization with both individuals, groups, business units, outside organization and behaviors meet accepted standards for business ethics

what hinders external change agents

-organizations can become dependent on an external change agent that the change process is adversely related when agent leaves -lack of familiarity with specific corporate culture

Quality Manager requirements

-personal commitment to process, product & organizational quality -values other's work and leadership -skilled at applying knowledge of quality to functional areas -wise about people and things (getting things done) -creativity, patience, flexibility, self-discipline, good listening skills, excellent coaching and training, sensitivity to customer and employee issues, personal commitment to excellence, mentor, capable of leading change, willing to empower

internal change agents hindrances

-political pressures that can influence objective feedback when problems arise -may lack perspective of big picture or have vested interest in preserving certain traditions that keep them from seeing opportunities for improvement

Factors for success change management

-understand the emotional impact of change -understand systems view (be aware of how changing one process/part will affect others) -communicate what will and won't change -model desired behaviors -be consistent in responding to resistance -be flexible, patient, and supportive

8 key steps to implementing change

1. Create awareness of need for change 2. Organize project with sufficient authority to guide process 3. Define the vision & strategies for achieving it 4. Communicate vision & demonstrate personal commitment to it 5. Remove obstacles that prevent others from acting on the vision. 6. Go for early and visible successes 7. Build on success by rewarding supporters and involving more people 8. Institutionalize new methods by aligning other systems with them

Components of mutually beneficial conflict resolution

1. Define the conflict as a mutual problem 2. Identify goals common to all parties 3. Find creative alternatives that satisfy all parties 4. Ensure all parties understand their own needs and communicate them clearly 5. Emphasize mutual interdependence (as opposed to independence/dependence) 6. Be certain that contracts are made on basis of equal power 7. Communicate needs, goals, positions and proposals openly, honestly and accurately 8. State needs, goals, and positions in the opening offer 9. Empathize with and understand others' positions, feelings, and frames of reference 10. Reduce defensiveness by avoiding threats, harassment, or inconveniencing other parties

What are three motivational theories related to recognition and reward?

1. Equity theory 2. Expectancy theory (Victor Vroom) 3. Reinforcement theory (B.F. Skinner)

Techniques to improve negotiating process

1. Focusing on common objective before discussing areas of difference 2. Avoiding power strategies such as lying about one's priorities in order to get the other party to submit to lowered expectations 3. Separating out discussion issues that are not interconnected so they can be discussed based on their own merit 4. Bringing in other parties that may have additional or different information about the situation

4 Principles fostering empowerment transition

1. Give people important work to do on critical issues 2. Give people discretion and autonomy over their tasks and resources 3. Give visibility to others and provide recognition for their efforts 4. Build relationships by finding them sponsors and mentors

3rd party conflict resolution benefits

1. Helping the parties avoid factors that trigger conflict 2. Setting guidelines for interaction of the parties 3. Helping the parties find ways to cope with the conflict 4. Identifying and eliminating the underlying issues

4 situational leadership styles

1. High task, low relationship 2. High task, high relationship 3. High relationship, low task 4. Low relationship, low task

Basic Assumptions of Management that are now obsolete

1. Management is just business management. Management is necessary for any and all organizations. 2.There is only one right organizational structure. Flexibility in the use of different structures may be required. 3.There is only one correct way to manage people. The influx of knowledgeable workers and an educated workforce requires management to make productive the specific strengths and knowledge of each individual. 4.Technologies and end users are fixed and given. A company's non-customers (stakeholders) are increasing and technologies are providing more variety. 5.Management's scope is legally defined and found within the corporation. Management must coordinate its supplier chain, going beyond traditional corporate boundaries. 6.Management is internally focused. Management must focus more on the results outside of the organization. There is more than just the internal results. 7.Management's scope is politically defined. National boundaries do not exist for businesses. Management practices will have to be defined operationally and on a global basis.

Daniel Goleman's 5 Dimensions of emotional competence of leader

1. Self awareness (emotional awareness, accurate self assessment) 2. Self Regulation (self-control, trustworthiness, conscientiousness, adaptability, innovation) 3. Motivation (achievement drive, commitment, initiative, optimism) 4. Empathy (understanding others, developing others, service orientation, leveraging diversity, political awareness) 5. Social skills (influence, communication, conflict management, leadership, change catalyst, building bonds, collaboration/cooperation, team capabilities)

Internal Change Agents Advantages/Disadvantages

Advantages: More company knowledge May be more available Lower cost A known quantity Has more local control Has more authority Disadvantages: Too close to the problem May be biased May be part of the problem May be unwillingly

External Change Agents Advantages/Disadvantages

Advantages: More objective Has diverse experience Has a network Technically prepared Disadvantages: Less company knowledge Higher costs An unknown quantity Longer start-up time Bad management image

Interest-based bargaining

Also known as principled negotiations 1. Define the problem in a way that distinguishes it from the people involved. 2. Clarify the interests of the parties (as opposed to their positions on the issue) 3. Identify new and creative options beneficial to all parties) 4. Determine objective criteria to be used to evaluate fairness of outcome for all parties

Manager tasks

Attend to the work and resources of the organization - stewardship role. This includes obtaining, allocating, distributing, using, disposing and accounting for primary resources within their purview

Organizational Change Stages

Awakening - need for change, then resistance to change was dealt with by creating a sense of urgency Envisioning - create a vision of the future and mobilize commitment Re-architecturing - remove organizational boundaries that inhibit work, change the top management, involve all employees, develop employee skills and practice continuous improvement Repeating the cycle

Schein's thoughts on culture

Culture is hard to define, hard to analyze and measure, and hard to manage. Proper understanding of culture will lead to various benefits: -understand the subcultural dynamics within the organization -understand how new technologies influence the organization -understand how to manage across national and ethic boundaries -understand the culture can be a prime source of resistance to change.

Change Process and Causes for Resistance to Change

Current State - likes the current condition, indicates time is wrong, poor history of change Change Process - don't like change, poorly communicated, wrong people, method and timing Future State - future status unknown, fear of failure, additional workload

empowered organizational structure

Customers on top, management in support role to help employees in their role of satisfying customers; management is on the bottom

Kotter's Strategy for dealing with change resistance

Educate & communicate the change Enlist employee participation in the project Provide support efforts such as training or counseling Have a negotiated arrangement for change Use manipulation to obtain support Use threats or direct force only as a last resort

Peter Senge's likening of boiling frog and transformational change

Frog suddenly placed in boiling water (transformational change), frog scrambles out. Frog placed in room temperature water will not upset frog, but calms it. Water can be gradually heated to boiling. As heat increases, frog will become groggier and can't climb out. When water is boiling, transformational change is now complete Frog's internal apparatus senses the change as survival threat and seeks to avoid it. Use a slow, gradual process while paying attention to the subtle reactions from employees

Managers have 3 basic roles

Interpersonal roles Informational roles Decisional roles

visual method to identify change constraints

Interrelationship diagram (managing change is complex as must of what must be changed is intangibles like beliefs/behaviors/policies). These are harder to identify and managing but visual models help in their understanding. Tree diagram

Vision-Involvement-Persistent (VIP)

Kouzes & Posner - 3 phase leadership model (vision-involvement-persistence). Leader has visions of exciting, highly favorable future for organization. Leader involves many others to make it a reality. Takes hard work and persistence to stay the course.

Stephen Covey's thoughts on leaders

Leadership focuses on doing the right thing; managers focuses on doing things right.

Schein's Level of Defining Culture Within an Organization

Level One - Artifacts - level people observe by walking around the company (architecture, décor and behavior) Level Two - Espoused Values - strategies, goals and philosophies of company. One has to question individuals to understand how and why things are done the way they are done. Level Three - Shared Tacit Assumptions - unconscious, taken for granted beliefs, thoughts and feelings of the company. They may have been passed down from the company founder to new hires.

traditional hierarchical structure of management

Management on top, customers on bottom, employees squeezed in between

Primary categories of resources

Money Time People Material Physical assets (equipment, facilities, land, water) Information Intellectual property

Mintzberg Thoughts on Manager Jobs

Planning, organizing, coordinating and control activities aren't well defined into a daily routine. Rather, the manager goes through very fast passed work day of disjoined meetings, activities, phone calls and interviews. CEOs generally conduct half of their activities in 9 minutes duration, with only 10% of their activities exceeding one hour.

Typical managerial competencies

Technical (value streams, techniques & tools, resource planning, process planning/auditing, process benchmarking, information technology, knowledge management) Business (strategic planning, customer relationship management, finance, metrics, risk analysis & management, project management, performance management, organizational structures, marketing, processes, legal requirements, ethics issues, stockholders/ownership issues, supply change management) People (personality types, managing styles, diversity issues, behavior management, interacting, communicating) Human Resource (hiring, training, affirmative action, benefits, rewards/recognition, compensation, safety/well-being, professional development) Environmental (factors affecting the world; politics/power issues; earth sciences, competition)

Addition items affecting negotiations

Timing - both long term and short-term. Negotiations that recur on a long-term periodic basis (e.g., labor agreements), the years between sessions allow the parties to store up their frustrations and release them just as they come together to forge a new contract. Although, allowing a break between negotiation sessions allows parties to back off from what may be an emotional discussion and reflect on their primary purposes. Environment - should be conducive to open discussion and allow all involved to see each other face-to-face. Rather than presenting to each other, both parties should focus on a conversation with each other (listening in order to understand the other person's view point is a key requirement). Ground Rules - or third-party mediator may be useful if the negotiations involve a highly controversial or emotional subject. Time -ensuring the project team members get the release time needed to work on the project. Different cultures - can be a challenge but essential in a growing global marketplace

traditional vs. empowered organization

Traditional Organization: Employee's primary focus is on management. Management's role is monitoring and controlling. Management-employee relationship is boss-to-subordinate Empowered Organization: Employee's primary focus is on customers. Management's role is facilitating and coaching. Management-employee relationship is peer-to-peer.

Kurt Lewin Change Model

Unfreeze (stop old behaviors) Movement (change those behaviors) Re-freeze (may be called freeze, embed new behaviors)

Classical Change Process Model

Unfreeze - unfreezing the existing behavior patterns and practice of the work group. This is where resistance to change appears and must be dealt with. Movement - move people/practices to a new arrangement. This could be accomplished through training or technology. Refreezing - at the proper moment in time (with the skills, technology or practices in place) the process, including the people, are refrozen. This is where the company wants to be. A process, procedure, or department is now aligned for optimum organizational effectiveness.

Schermerhorn Thoughts on Union Membership

Union membership is dropping now to only about 15% of the workforce. A labor union is an organization to which company employees belong and collectively bargains with employers. Schermerhorn's tips with dealing with unions: •Develop effective communications with subordinates and union officials •Read and understand the labor agreement •Resolve problems before they hit the grievance stage •Share goals with the union to develop a team atmosphere

Robbins & Ivancevich thoughts on National Cultures

Used results of Hofstede's work they created a four value framework. 1.Power distance - amount of respect for formal authority existing in society (eg., more respect shown to superiors in Malaysia than in Denmark). 2.Uncertainty avoidance - society has a need to reduce ambiguous situations (some managers may take less risks/ employees less aggressive 3.Individualism - tendency of people to fend for themselves and their family (US has highest level of individualism. Japan has collectivism tendency). Using above, US would be ranked as: 1.Power distance: low (treat everyone as equals) 2.Uncertainty avoidance: medium (we like working in unstructured situations) 3.Individualism/Collectivism: individualism (not as big appetite for teams) 4.Masulinity/Feminity: masculine (material goods, hard working life style) Be careful not to over generalize.

VIP

Vision-involvement-persistent

Unsuccessful conflict resolution

When one/both parties: a) defines conflict as win-lose strategy b) Pursues his or her own goals or hidden agenda c) Forces the other party into submission d) Increases power by emphasizing independence from the other party and the other party's dependence on them e) Tries to arrange contracts based on power relationship f) Uses inaccurate or misleading communications g) Overemphasizes needs, goals, and position in the opening offer h) Avoids empathy and understanding of others' positions, feelings, and frames of reference I) Would rather both parties lose (lose-lose) than have the other party get his/her own way

manager

a person who manages and is responsible for resources (people, material, money, time); focuses on doing things right

requirements of employee engagement

a) A work environment and managing style that supports empowerment b) Training in the skills necessary in order to carry out the additional responsibilities c) Access to information on which decisions can be made d) Willingness and confidence on the part of the employee to take on greater responsibility

Keys to effective situational leadership

a) Being able to determine, situation to situation, most appropriate leadership style to apply b) Realizing there is no one-size fits all style c) Realizing there are other factors that influence performance (performer's mental/physical health, events in personal life, coworker influence, lack of materials/tools/equipment, inadequate working conditions)

Change agents roles/techniques

a) Coaching top management to: create an environment where change can take place with minimum resistance; develop and support an improvement plan; provide resources to implement b) Support & advise management how to: deal with technical issues, cope with intellectual/emotional resistance; measure, monitor and report progress; handle behavioral issues; provide performance feedback (reinforcing top management for decision it made and reinforcing work of those implementing the change, using change agent as facilitator, as needed) c) Managing a specific project or segment a large project to: (fill in where no other suitable resource person is available, serve as role model for other project management efforts) d) Guiding development of a network to: support the implementation of change; deploy the principles and practices for managing change throughout the organization e) Guiding the assessment of results and closure of change: reviewing lessons learned, evaluating economic case for change, documenting the change

Drucker's 4 Tasks of Management

a) Economic Performance - business enterprises exist for purpose of economic performance - profitability (other society needs can't be fulfilled without a surplus of economic resources) b) Make Work Productive & Worker Achieving - performance accomplished through work; achieving implies consideration of human resource as human being as and not as things c) Managing Social Impacts & Social Responsibilities of Enterprise (no institution can exist outside of community & society) d) Managing Within Dimension of Time (consider both present and future, both short and long run)

Methods for reducing effects on the organization's ability to change

a) Lack of cross-functional collaboration b) Lack of authority c) Inward focus d) Internal competition for resources or rewards e) Lack of understanding f) Slow decision making g) Lack of willingness to invest for the long term h) Wanting results fast I) Be selective in what to take on first j) Poor history of change k) Learn from errors l) Fear of the unknown m) Provide support for change

Management functions grouping

a) Planning (map unit's processes/interfaces with other work units; define work unit's performance objectives, linking to organizations mission, strategic goal & objectives, identifying actions & activities needed to achieve the unit's objectives) b) Organizing (acquiring/assembling resources needed to meet objectives, establishing structural framework (systems/procedures) for managing the unit's processes and resources) c) Staffing (selecting hiring, assimilating, training personnel to achieve unit's objective; developing unit's individual/collective competence level to meet/exceed organizations objectives; retain high performers by creating motivating environment d) Directing (direct actions/activities of unit's performance in achieving objectives; provide support needed by unit's performers in realizing the product or service produced by the unit e) Controlling (monitoring unit performance and comparing actual results of plan; taking appropriate corrective actions as needed, identifying areas for continuous improvement)

Internal employee job motivation

a) Receive sufficient skills training and knowledge to succeed in job assigned b) Know what level of performance and result is expected of them c) Be provided with appropriate tools, equipment, and a workplace conducive to producing a quality product or service within a safe, secure/healthy environment d) Experience responsibility for results of work e) Experience a challenge, but not be overwhelmed f) Have authority to make decisions commensurate with the job responsibilities and personal competence g) Experience work as contributing value h) Know how results of personal work contribute to the organization I) Know how work is measured and evaluated j) Have the opportunity to improve the processes used in the work k) Know management is aware of, supports, and appreciates the work

Manager Roles

a) Strategist - establish direction through strategic planning and deployment of plan's goals/objectives b) Architect - builds structure that supports strategic goals/objectives c) Organizer - of people, ideas, and things to achieve objectives d) Business generator - grows/sustains business by creating and retaining satisfied customers e) Value creator - adds value to processes/products/services f) Innovator - continually seeks to introduce/improve/replace processes/product or services to further strategic goals g) Administrator - optimizes use and results obtained from available resources h) Entrepreneur - re-deploys resources from poor producing activities to activities producing i) Supporter - visibly, personally involved and reinforcement of objectives j) Ethicist - embrace principles, standards, morals, norms of society where organization operates k) Environmentalist - high regard for environment (responsible use of land/air/water/wildlife) l) Mentor - is a role model and guidance of future managers m) Motivator - stimulates others, create positive work environment n) Coach - sets an example and guides o) Trainer - imparts knowledge and teaches p) Communicator - keeping others informed q) Integrator - integrates disassociated people & processes r) Harmonizer - balances/harmonizes functions s) Controller - oversees financial affairs t) Evaluator - metrics, evaluates performance, output, contribution towards goals of company and societal need

Factors of Hersey & Blanchard's situational leadership model

a) Task Behaviors (level of work-related detail & guidance a leader must provide to a performer; extent to which direct action must be taken with the performer) b) Relationship behavior (extent of the communication required with the performer, amount of interpersonal support given a performer) c) Employee maturation/readiness (ability a performer has to assume a task; willingness of the performer to assume the task)

4 Orientations to negotiation

a) win-win b) win-lose c) lose-win d) lose-lose

Types of Organizational Change

a)Strategic - changes occur when the company shifts its direction and resources towards new businesses or markets b)Technological - changes occur when the company decides that automation or modernization of key processes are essential for overall competitiveness c)Structural - changes occur when the company undergoes a management delayering process, or goes from a functional structure to a product structure d)Changing the attitudes and behaviors of company personnel is often undertaken through organizational development techniques.

Benefits of Win-Win approach in conflict management

a. A unified direction - a platform for achieving the organizations goals/objectives b. Higher employee satisfaction, especially when active listening is used and the search for alternatives is expanded c. Improved health and safety of employees due to encountering less stress in their lives

interrelationship diagraph

allows a team to identify, analyze, and classify the cause-and-effect relationships that exist among a set of issues Steps - first develop an affinity diagram, then analyze and organize the components into their respective relationships (e.g., positive or negative, cost etc.). Advantage - allows a group to develop a common view of how something is working/should work. Model can be used as a diagnostic tool to guide collection of data to determine which components of the system are not involved in the situation, how they are interrelated, which have the most leverage, and which will or may block the desired outcome.

leader

an individual recognized by others as the person to lead an effort; may not hold an officially designated management type position or may not have anyone official reporting into them; a leader leads people; leadership focuses on doing the right things

Maslow's Hierarchy of needs

assumes that once humans satisfy the basic, physiologically driven needs, they will then be motivated by higher-level needs, and this process will continue until achieving self-actualization. Stage 1 - Physiological Process - Needs: to eat, sleep, have shelter Stage 2 - Safety Process - Needs: to have economic and physical security Stage 3 - Belonging Process - Needs: to be accepted by family and friends Stage 4 - Esteem Process - Needs: to be held in high regard; status Stage 5 - Self-actualization - Needs: to be one's best

empowerment

based on the belief that employees have the ability to take on more responsibility/authority than traditionally, and that heightened productivity and better quality of work-life will result

Principled negotiation

based on win-win orientation includes: 1. separating people from the problem 2. focusing on interests, not position 3. understanding what both sides want to achieve 4. inventing options for mutual gain 5. insisting on objective criteria

identifying constraints using a tree diagram

break the situation down into component parts using a logic tree diagram. It may ignore some branches; uses a top-down approach to analyzing situation (enhanced by involving key stakeholders in developing the model and in gather information to identify constraints for which action will be taken). Uses top-down approach to analyzing the situation.

job enlargement

changing the scope o the job to include a greater portion of the horizontal process

High task, high relationship leadership style

decisions explained, opportunity to clarify & ask questions (selling mode) e.g., a newly trained operator is trying to apply training to the task at hand, but doesn't understand the need to follow the prescribed sequence of steps and requires supervisory support

Kouzes & Posner's definition of leadership v. management

define leadership as a shared responsibility, and state the difference as "managers ... get other people to do, but leaders get other people to want to do". Leaders "do the right thing".

Exempt vs. Non-Exempt employees

defined by labor laws. exempt - employees free from certain laws pertaining to hours and compensation non-exempt - employees covered by laws relating to hours worked and compensation Managers are typically exempt (however, the nature of one's work and compensation received are key determinants of exempt vs. non-exempt status).

effort/impact approach to consensus problem resolution

disadvantage - objective data must be obtained

Schein's Model of Organizational Culture

divides organizational culture into three levels: Artifacts: these "artifacts" are at the surface, those aspects (such as dress) which can be easily discerned, yet are hard to understand (visual organizational structures and processes) - hard to decipher; Espoused Values: beneath artifacts are "espoused values" which are conscious strategies, goals and philosophies (espoused, justifications); Basic Underlying Assumptions: unconscious, taken for granted beliefs, perceptions, thoughts and feelings (ultimate source of values and action)

Bennis thoughts on leadership

doing the right thing (leadership=effectiveness) vs. doing things right (management=efficiency)

Manager caution related to motivation

don't assume what stimulated motivation for an individual in one situation or time frame will continue to motivate the next time. Also, what provides motivation for one person may not do so for another.

Deming's thought on organizational change

emphasized the role of change agents: "A system can not understand itself. The transformation requires a view from the outside".

organizational leader

holds a position with managerial or supervisory responsibilities; exhibits leadership qualities that enable them to accomplish more than the position calls for; perceived as a leader by subordinates/peers/bosses for exhibiting: knowledge, skills, experience, charisma, action, convincing speech, empathy, ethics, empowerment, collaboration, support, trust, multi-dimensional personality

High relationship, low task leadership style

ideas shared, encouragement provider, leader as coach (participating mode), confidence builder e.g., a trained operator is hesitant to assume full responsibility for the entire task assigned and needs help to build confidence

job enrichment

increasing the depth of the job at higher levels of the organization

change agent

individuals who play a specific role in the planning and implementation of the change management process; may be inside or outside

Permanent White Water

is used as a metaphor to describe the organizations and society in which we work and live. It is a vivid image to express continual change and uncertainty. Things are always changing, and always uncertain. It's like going through whitewater in a small boat... With the acceleration of change in the world, the situation can be described as being in "permanent whitewater". The waters do not calm down, which means that our change is never complete.

equity theory

job motivation depends on how equitable the person believes the rewards (or punishment) to be

Herzberg's categorization of work motivators

job satisfaction and job dissatisfaction are not opposites. The opposite of satisfaction is no satisfaction. The opposite of dissatisfaction. Remedying the causes of dissatisfaction will not create satisfaction. Nor will adding the factors of job satisfaction eliminate job dissatisfaction (e.g., a hostile working environment, giving them a promotion won't make them satisfied. If you create a healthy work environment but don't provide team members with any of the satisfaction factors, the work they are doing will still not be satisfying. Dissatisfiers - factors such as work conditions, salary, company policies and relationship with one's supervisors (hygiene factors since they create dissatisfaction if not adequately addressed, correcting the deficiencies would not create satisfaction) Satisfiers - responsibility, achievement, advancement, recognition

transformational leadership

leader articulates vision and values necessary for organization to succeed; charismatic leader but elevates the goals of subordinates and enhancing their self-confidence to achieve goals

Transactional leader

manager views the relationship as getting work done through clearly defining tasks and responsibilities, providing needed resources; contractual relationship with reward +ve/-ve associated with achieving desired goal

Cause leader

may work behind the scenes or be highly visible to followers; uses personal motivation and power of persuasion to encourage followers to take physical action against a targeted group; this leader has strong communication and stimulates emotions has high stamina; ma be a "hired gun" who looks and talks like the followers

McClelland Achievement Motivation

need challenging, but not impossible projects. They thrive on overcoming difficult problems or situations. People motivated by achievement work very effectively either alone or with other high achievers. They want feedback, they always want to improve.

Kurt Lewin Change Model

provide guidance on how to go about getting people to change: a manager will implement new processes and re-assign tasks, but change will only be effective if the people involved embrace it and help putting it into practice it. Unfreeze - "ready to change". Unfreezing means getting people to gain perspective on their day-to-day activities, unlearn their bad habits, and open up to new ways of reaching their objectives. Basically, the current practices and processes have to be reassessed in order for the wheels of change to be set in motion. Change - "implementation" Once team members have opened up their minds, change can start. In order to gain efficiency, people will have to take on new tasks and responsibilities, which entails a learning curve that will at first slow the organization down. A change process has to be viewed as an investment, both in terms of time and the allocation of resources: after the new organization and processes have been rolled out, a certain chaos might ensue, but that is the price to pay in order to attain enhanced effectiveness within the structure. Freeze (original terminology)/Refreeze- "making it stick". Change will only reach its full effect if it's made permanent. Once the organizational changes have been made and the structure has regained its effectiveness, every effort must be made to cement them and make sure the new organization becomes the standard. Further changes will be made down the line, but once the structure has found a way to improve the way it conducts its operations, "re-freezing" will give the people the opportunity to thrive in the new organization and take full advantage of the change.

intrinsic motivation

qualities of work itself or of relationships/events/situations that satisfy basic psychological needs (such as achievement, power, affiliation, autonomy, responsibility, creativity, and self-actualization) inn a self-rewarding process

McClelland's Motivation Theory

regardless of gender, culture or age, we all have 3 motivating drivers: 1. Achievement: desire to do something better or more efficiently, takes calculated risks to accomplish goals, likes regular feedback on their progress and achievements (both +ve and areas of improvement as they want to improve), often likes to work alone 2. Power: enjoy competition and seek confrontation, wants to control and influence others, likes to win arguments, enjoys competition and winning, enjoys status and recognition 3. Affiliation: desire to be liked by others, wants to belong to group, will go along with whatever the rest of group wants to do, favors collaboration over competition, doesn't like high risk or uncertainty. One of these will be our dominant motivator. This dominant motivator is largely dependent on our culture and life experiences.

Low relationship, low task

responsibility for decision & implementation turned over to employee (delegating mode); e.g., an experienced operator knows what to do and how to do it, as well as how to troubleshoot a problem should one occur, and assumes full responsibility for the task assigned without requiring direct supervision

Aubrey & Felkin's Survey to evaluate perceived benefits of employee involvement

significant improvement in attitudes and behavior, improved customer service (e.g., Baldridge Award)

High task, low relationship leadership style

specific instructions and close performance supervision (telling model); continual supervision until skills developed e.g., new/transferred employee is assigned a task that has no prior training and needs continual supervision until skill is developed.

extrinsic motivation

the satisfaction of either material/psychological needs that is applied by others or the organization through pre-action incentive or post-action reward

McClelland Power Motivation

there are 2 groups: personal and institutional. Personal - want to control others Organizational - like to organize the efforts of a team to further the company's goals. Power motivators work best when they are in charge. Because they enjoy competition, they do well with goal-oriented projects or tasks. They are often effective in negotiations or situations in which another party must be convinced of an ideal or goal. When providing feedback, be direct and keep them motivated by helping them further their career goals.

change management

usually involves negotiation in eliminating organizational roadblocks and managing constraints. Change management will involve conflict resolutions. Conflict can sometimes be energizing and can unlock creativity.

reinforcement theory

what people do depends on what trigger a behavior initially (the antecedent) and the consequences that have in the past resulted form such behavior, or the consequences the performer believes will happen as a result of a behavior (B.F. Skinner)

expectancy theory

what people do is based on what they expect to gain from the activity (Victor Vroom)

McClelland Affiliation Motivation

work best in a group so ideally will be integrated into a team (vs. working alone) whenever possible. They don't like uncertainty and risk (assign to less risky projects). When providing feedback, be personal. It's important to give balanced feedback, but start appraisal by emphasizing their good working relationship and your trust in them, they'll likely be more open to hear what you say. These people often don't want to stand out, so may want to praise them individual rather than in front of others.

Time Thieves Managers Should Avoid

•Indecision or failure to delegate •Lack of confidence or failure to delegate •Devoting time to trivia instead of primary objectives •Permitting a contrary desire to weaken a principal purpose •Dwelling on the negative rather than the positive

Common types of organizational change

•TRANSFORMATIONAL/RADICAL CHANGE. •INCREMENTAL CHANGE. •DEVELOPMENTAL CHANGE. •REMEDIAL CHANGE. •TRANSFORMATIONAL CHANGE. •PROCESS & SYSTEM CHANGE. •PEOPLE & CULTURE CHANGE. •STRUCTURAL CHANGE.