MGT 301 Exam 3
The Holbein Law of Connection:
"Before a leader can touch a person's heart, he has to know what's in it. He learned by listening"
Maxwell describes authentic/genuine charisma, not superficial charisma...
"How can you have charisma? Be more concerned about making others feel good about themselves than you are making them feel good about you" Is it a skill? Can it be built or is it born?
"refocus your attention: it is on you, your material or you audience?"...
"I don't teach lessons, I teach students" focus on audience
What did Boeing's Vice President of Operations say?
"I have never fired anyone in 30 years for engineering failures, but only for human failures"
William James said,
"If you look at the lives of people in any profession who achieve lasting success, you will find that they almost always possess a positive outlook on life"
Bill Bradley was told,
"Just remember that if you're not working at your game to the utmost of your ability, there will be someone out there with equal ability. and one day you'll play each other, and he'll have the advantage."
Michaelangelo
"Michaelangelo commits heresy!" he committed heresy to the conventional cultural wisdom of today by being committed to tasks when it wasnt his passion" but, once he accepted the assignment, he thoroughly committed himself to it his talen created the potential for greatness, but without commitment, his influence would have been minimal LESSON by Holbein: duty to honoring a purpose higher than yourself gives you the power of commitment to work through things that are not your "passion". you do not necessarily have to like what you are doing to do great work. (contradict do what you love) "focussed on something bigger than myself"
Martin Lloyd Jones said,
"Most unhappiness in life is due to the fact that you are listening to yourself rather than talking to yourself"
Conrad Hilton said,
"Success seems to be connected with action. Successful people keep moving" "initiators dont wait for other people to motivate them. they know it is their responsibility to push themselves beyond their comfort zone" (strong internal locus of control)
William James said,
"The greatest discovery of my generation is that human beings can alter their lives by altering their attitude of mind"
Victor Frankl, death camp survivor, said,
"The last of our human freedoms is to choose our attitude in any given circumstances"
Denis Waitley said,
"The winner's edge is not in a gifted birth, a high IQ, or in talent. The winner's edge is all the attitude, not aptitude"
Pres John Kennedy said,
"There are risks and costs to a program of action, but they are far less than the long range risks and costs of comfortable inaction." Holbein adds "Great ships are always safe if they stay in harbor. But that is not why we build great ships"
William Gladstone and Benjamin Disraeli
"When I left the dining room after sitting next to Mr. Gladstone, I thought he was the cleverest man in England. But after sitting next to Mr. D, I though I was the cleverest woman in England." Most people think of charisma as something mystical, almost undefineable. They think its a quality that comes at birth or not at all. but thats not true. charisma is plainly the ability to draw people to you. and like other character traits, it can be developed. Mr. D said "the greatest good you can do for another is not just to share your riches but to reveal to him his own" leaders = dealers in hope
Napoleon said,
"if you want to connect with people, keep it simple. Be clear!! be clear! be clear!" Holbein adds " remember KISS keep it short and sweet or Keep it simple, stupid.
A Cherokee saying states,
"listen to the whispers and you won't have to hear the screams" (Mantra of the authentic leader"
"credibility precedes great communication"...
"there are two ways to covey credibility to your audience. first, believe in what you say, second, live what you say. that is, have integrity
Method #4: McCleland Ideas
(white collar highly, educated professionals have 3 primary needs that motivate them) 1. Need for achievement; give them challenging work 2. Need of affiliation; work with other similar professionals 3. Need for power over decisions
Method #9: Money motivates people - Merit Pay
1. Bonus 2. Piece Rate Pay 3. Commissions 4. Profit Sharing 5. Employee Stock Ownership
2 types of Training:
1. Classroom instruction - for technical routines 2. On the job training - richer set of skills
Why corporations value teamwork?
1. Companies are more responsive to customers 2. There's an increased level of innovation 3. Teamwork correlates with increased employee satisfaction and motivation
4 types of people in terms of commitment:
1. Cop outs 2. Holdouts 3. Dropouts 4. All outs
4 Stages of Team Development
1. Forming - building relationships of trust, this is done through socializing 2. Norming - establishing a common value and shared priorities 3. Storming - members disagree constructively, but because of forming and norming, they know each other well enough to get through it. Differences can now be productive. 4. Performing - doing the actual work * must be done in order * if the teams results start to fail or falter or fall behind, recycle to the forming stage PRACTICALLY NOT THEORETICALLY
2 types of Development:
1. Job rotation among a variety of departments and functions 2. Formal education credits (tuition reimbursement)
Three Alternative Views on Motivation
1. Morally/practically it is impossible to manipulate a person's motivation - their individual psychological state 2. Therefore, hire people with intrinsic motivation - people with a strong work ethic 3. As a boss, be aware: The main thing that we are after is not motivation in and of itself, it is high job performance. Motivation is required for high job performance, but so are employee capabilities (through training), as well as paper circumstances (be a coach and a facilitator as Mark Parker Follett) *Motivation is not end goal --> high performance is * You can't manipulate, not moral
Method #2: Abraham Maslow's Hierarchy of Needs:
1. Physical needs: we need a living wage for food, clothing, and shelter 2. Safety needs: we need security 3. Social needs: we need to interact with others 4. Esteem: we need to be proud of ourselves (so recognize and praise employees) 5. Self actualization: we need to realize our full potential (give people challenges) The main lesson from Maslow is to know each employees' individual, personal needs by getting in touch with him/her. (Different than psychology)
Method #7: Operant Conditioning by B.F. Skinner
1. Positive reinforcement: "getting a desirable outcome for performing a correct behavior" 2. Negative reinforcement: "eliminating undesired outcomes once the desired behavior occurs" (take employee off probation) 3. Punishment: "administering a negative outcome in consequence of an undesired behavior" 4. Extinction: "eliminating the performance of a dysfunctional behavior by removing whatever is reinforcing it"
Labor Relations
1. THE NATIONAL LABOR RELATIONS ACT gave unions power to represent individuals to management. This is called "collective bargaining" and it gives employees far more power in dealing with management than trying to bargain individually. 2. THE FAIR LABOR STANDARDS ACT restricted child labor, established a minimum wage, and set a maximum on working hours. 3. THE EQUAL PAY ACT required that men and women doing equal work get equal pay. This is called "comparable worth". Yet, even today, women are paid roughly 70% of what men earn in similar jobs. 4. THE WORK PLACE SAFETY ACT established the occupational safety and health administration to mandate procedures for safe working conditions.
Negotiations with unions most often focus on...
1. work hours 2. wages 3. benefits 4. working conditions 5. job security 6. grievance procedures
Who judges an employees' performance?
1. your boss 2. your subordinates 3. your peers/colleagues 4. your customers/clients 5. yourself too
Validity
A selection tool is valid to the extent that it predicts future job performance
The only real measure of commitment is...
ACTION
Performance Appraisal
Appraisal: judging, evaluating an employees job performance 1. Trait Appraisal: most common and most useless, judging people based on subjective personal opinion, not performance 2. Behavioral Appraisal: do employees follow instructions? look a their actions 3. Results Appraisal: (most objective) judgement based on what people have actually accomplished. CON: if this is the only method a manager uses, it might lead to unethical behavior. Also, it occurs after the fact so the manager can't correct performance as its happening.
Method #1: EIV
Create in the mind of your employees. 1. Expectation: hard work procedures good results 2. Instrumentality: good results will be rewarded 3. Value: they will like the reward
Performance Feedback
Formal: through a set procedure at a set time Informal: whenever you can 1. praise the employee 2. be specific 3. focus on correctable behavior 4. give them suggestions 5. set a timetable for improvement 6. express confidence in them
Team Building and Teamwork
Group: "Two or more people who interact" Team: "A group whose members work intensely with each other in order to achieve a common purpose" * All teams are groups, but not all groups are teams
Method #3: Herzberg's Ideas
He believed there was something missing from Maslow's 5 needs. Maslow's 2 lower needs (physical/safety) he called "hygiene needs". These needs do not motivate people but they do play an important role in motivation. Their absence demotivates people.
How to measure your own level of commitment?
Look at you calendar and checkbook. there you will see what you are truly committed to
Neuroplasticity
Our brain structure is also subject to our choices and actions. Just as with DNA triggers, the things that we do habitually, the environments that we choose, what we persist in listening to or thinking, shape our brains
Method #5: Need for Fairness/Equality/Justice
P (my O/I) > P (their O/I) P = perception or point of view O = out take (what is obtained from job) I = input (what is put into the work) Am I getting as much out of this job as I am putting into it?
Method #8: Vicarious Learning/Social Learning/Role Modeling
Set a good example as a leader yourself. You are a role model. Also, show your employees others who are doing things right.
DNA Triggers
The impact of our DNA on our behavior is switched on and off by our choices and actions. The things that we do habitually, the environments we choose, what we persist in listening to or thinking, can trigger or inhibit DNA's influence
Training and Development
Training is for lower level employees and development is for managers. Training involves short term, technical methods so that people know how to perform their current jobs. Development is long term, holistic method so that employees are enabled to take on new duties and meet new challenges into the future.
Philip Stanhope, the earl of Chesterfield,
believed many a man would rather you heard his story than granted his request. or, in holbein's terms, even though you can not give everyone everything they want all of the time, at least listen to them and hear them out
Peter Drucker, the father of American management,
believes that 60 percent of all management problems are result of faulty communications
Much of who we are is in our choices,
not in our biology.
I would say that the overwhelming majority of communication problems come from
poor listening
As a leader you will face plenty of obstacles and opposition,
there will be times when commitment is the only thing that carries you forward"
Keep in mind that you have two purposes for listening:
to connect with people, and to learn
Jeff Bezo - DOGMA
when you believe in other people's thoughts
"effective communicators focus on people with whom they're communicating...
who is my audience? what are their questions" if you want to become a better communicator, become audience oriented.
Good leaders are the kind...
you want to follow.