“If You’re Happy and You Know It,GO TO WORK!”<br />A Guide to Promoting Morale in Your Office<br />Marissa Saenz, Ashley R...
About Us<br />Ashley<br />Marissa<br />
Texas State University – San Marcos<br />College of Education<br />9 Academic Advisors, 1 Administrative Assistant.<br />A...
Outline<br />Introduction<br />What is an Office Culture?<br />How do we influence an Office Culture?<br />Motivation<br /...
Office Culture<br />What is culture?<br />The behaviors and beliefs characteristic of a particular ______ group.<br />Cult...
Culture audit<br />Activity<br />
Individual – Team – Office Culture<br />Why is understanding our own office culture important?<br />Culture helps us under...
How do we influence our office culture?<br />Motivation<br />Expectations<br />Conflict<br />
How do we build a culture of recognition?<br />Recognition<br />Activities<br />Rewards<br />Programs<br />
Why should we build a culture of recognition?<br />To improve:<br />Morale<br />Motivation<br />Teamwork<br />Retention<br...
Job Satisfaction<br />Activity<br />
Job Satisfaction Survey Results<br />Interesting work<br />Opportunities for development<br />Enough information<br />Enou...
Motivation<br />What is Motivation?<br />The desire to do; interest or drive; incentive or inducement. <br />Theory of Mot...
Motivation: Individual<br />Break into 4 groups by using the numbers on your nametag. <br />Intrinsic Individual Motivatio...
Motivation:Team<br />Stay in your groups: <br />Intrinsic Team Motivation<br />(Ex: Mission, Vision, Goals…)<br />Extrinsi...
Motivation Basics<br />Myths about Employee Motivation & Tips for Improving Employee Motivation.<br />Handout in folder. <...
Expectations: Team<br />Write on the Blue Paw index card:<br />Think about your office (yourself and the other members of ...
Expectations: Individual<br />Write on theOrange Paw index card:<br />On one side, think about your expectations of:<br />...
cONFLICT<br />What is Conflict?<br />Discord of action, feeling, or effect; antagonism or opposition, as of interests or p...
One Question:Round 1<br />Activity:<br />What do you like about your job?<br />
One question:round 2<br />Activity:<br />How can understanding conflict help to boost morale in your office?<br />
Discussion Questions:<br />What did you notice during the activity?<br />Did you improve your time during the second round...
Recognition<br />Not just acknowledging the work, it is also about recognizing the person. <br />What is currently done at...
Rewards<br />Formal programs already in place:<br />Advisor of the Month. <br />Certificates of Appreciation.<br />Profess...
Office Morale<br />What is morale?<br />The confidence, enthusiasm, and discipline of a person or group at a particular ti...
Conclusion<br />Communicate<br />Identify what motivates us/each other<br />Establish clearly defined expectations<br />Ac...
Happy Advisors!<br />
Questions?<br />
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"If You're Happy and You Know It, GO TO WORK!" A Guide to Promoting Morale in Your Office

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This was presented at the National Academic Advising Association (NACADA) South Central Region 7 Conference - Oklahoma City, OK March 6th, 2011.

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  • disclosure
  • aspects of culture: Visible (Artifacts, Behaviors) and Invisible (Values, Attitudes, Assumptions, Beliefs)
  • Individual and team
  • Through recognition activities and programs (that support strategic goals)Recognition-acknowledgement, appreciation
  • Addresses the human element
  • Job
  • Define motivation – the reason(s) one has for acting or behaving in a particular way; briefly review theory (handout)
  • Intrinsic - Ex. helping students; Extrinsic - Ex. compliments, recognition, reward
  • Intrinsic – Ex. Mission, vision, goals; Extrinsic – model advising center, recognition, reward
  • Respective roles as part of a team
  • Tie into negotiation
  • 2 levels: the individual as a person, the individual as a contributing member of the team
  • "If You're Happy and You Know It, GO TO WORK!" A Guide to Promoting Morale in Your Office

    1. 1. “If You’re Happy and You Know It,GO TO WORK!”<br />A Guide to Promoting Morale in Your Office<br />Marissa Saenz, Ashley Ransom<br />Texas State University-San Marcos<br />
    2. 2. About Us<br />Ashley<br />Marissa<br />
    3. 3. Texas State University – San Marcos<br />College of Education<br />9 Academic Advisors, 1 Administrative Assistant.<br />Advisors rotate into a satellite office on the main campus. <br />One advisor at the Round Rock Higher Education Center.<br />University College<br />6 Academic Advisors, 1 Administrative Assistant. <br />All advisors are located in one location.<br />
    4. 4. Outline<br />Introduction<br />What is an Office Culture?<br />How do we influence an Office Culture?<br />Motivation<br />Expectations<br />Conflict<br />How do we create a Culture of Recognition?<br />Recognition<br />Rewards<br />Boosting Morale<br />Conclusion<br />Questions<br />
    5. 5. Office Culture<br />What is culture?<br />The behaviors and beliefs characteristic of a particular ______ group.<br />Culture. (n.d.). Dictionary.com Unabridged. Retrieved February 26, 2011, from Dictionary.com website: http://dictionary.reference.com/ browse/culture<br />
    6. 6. Culture audit<br />Activity<br />
    7. 7. Individual – Team – Office Culture<br />Why is understanding our own office culture important?<br />Culture helps us understand core values and behaviors of a group; it helps us maintain a sense of direction as a member of the group<br />Senn, L., & Hart, J. (2006). Winning teams-winning cultures. Long Beach, CA: Leadership Press.<br />
    8. 8. How do we influence our office culture?<br />Motivation<br />Expectations<br />Conflict<br />
    9. 9. How do we build a culture of recognition?<br />Recognition<br />Activities<br />Rewards<br />Programs<br />
    10. 10. Why should we build a culture of recognition?<br />To improve:<br />Morale<br />Motivation<br />Teamwork<br />Retention<br />Quality<br />Productivity<br />
    11. 11. Job Satisfaction<br />Activity<br />
    12. 12. Job Satisfaction Survey Results<br />Interesting work<br />Opportunities for development<br />Enough information<br />Enough authority<br />Enough help and resources<br />6. Friendly, helpful coworkers<br />See results of own efforts<br />Competent supervision<br />Clearly defined responsibilities<br />Good pay<br />Accel-Team. (2010). Application of employee motivation theory in the workplace. Retrieved February 26, 2011, from http://www.accel- team.com/motivation/practice_01.html <br />
    13. 13.
    14. 14. Motivation<br />What is Motivation?<br />The desire to do; interest or drive; incentive or inducement. <br />Theory of Motivation<br />Theory Handout<br />Motivation. (n.d.). Dictionary.com Unabridged. Retrieved February 26, 2011, from Dictionary.com website: http://dictionary.reference.com/browse/motivation<br />
    15. 15. Motivation: Individual<br />Break into 4 groups by using the numbers on your nametag. <br />Intrinsic Individual Motivation<br />(Ex: Helping Students…)<br />Extrinsic Individual Motivation<br />(Ex: Compliments, Recognition, Rewards…)<br />
    16. 16. Motivation:Team<br />Stay in your groups: <br />Intrinsic Team Motivation<br />(Ex: Mission, Vision, Goals…)<br />Extrinsic Team Motivation<br />(Ex: Model Advising Center, Recognition, Rewards…)<br />
    17. 17. Motivation Basics<br />Myths about Employee Motivation & Tips for Improving Employee Motivation.<br />Handout in folder. <br />
    18. 18.
    19. 19. Expectations: Team<br />Write on the Blue Paw index card:<br />Think about your office (yourself and the other members of your team) from the “stakeholders” (students, parents, department, Deans, etc.) point of view. What are their expectations from your office?<br />
    20. 20. Expectations: Individual<br />Write on theOrange Paw index card:<br />On one side, think about your expectations of:<br />Your job<br />Office/team members. <br />On the other side of the card, think about what others expectations may be for you.<br />
    21. 21.
    22. 22. cONFLICT<br />What is Conflict?<br />Discord of action, feeling, or effect; antagonism or opposition, as of interests or principles: a conflict of ideas.<br />Incompatibility or interference, as of one idea, desire, event, or activity with another: a conflict in the schedule.<br />Communication Breakdown…*<br />Conflict. (n.d.). Dictionary.com Unabridged. Retrieved February 26, 2011, from Dictionary.com website: http://dictionary.reference.com/browse/conflict<br />*Led Zeppelin. (1969).Led Zeppelin.<br />
    23. 23. One Question:Round 1<br />Activity:<br />What do you like about your job?<br />
    24. 24. One question:round 2<br />Activity:<br />How can understanding conflict help to boost morale in your office?<br />
    25. 25. Discussion Questions:<br />What did you notice during the activity?<br />Did you improve your time during the second round?<br />What did you learn during the first round that allowed for you to do that?<br />Do we usually take the time to ask questions when we’re in conflict with another? Why or why not?<br />How might asking questions change the course of the conflict?<br />
    26. 26.
    27. 27. Recognition<br />Not just acknowledging the work, it is also about recognizing the person. <br />What is currently done at Texas State:<br />College Newsletter: Gives an update on what everyone is currently doing/has done. <br />Student survey results. <br />The “Cone” of recognition. <br />Monthly/Birthday Potlucks<br />Individual Birthday Celebrations<br />
    28. 28. Rewards<br />Formal programs already in place:<br />Advisor of the Month. <br />Certificates of Appreciation.<br />Professional Development<br />Travel<br />Merit raise/Bonuses/Raise – Any monetary reward.<br />
    29. 29. Office Morale<br />What is morale?<br />The confidence, enthusiasm, and discipline of a person or group at a particular time.<br />Activity: <br />Recognition – A Self-Diagnostic Checklist<br />Morale. (n.d.). Dictionary.com Unabridged. Retrieved February 26, 2011, from Dictionary.com website: http://dictionary.reference.com/browse/morale<br />
    30. 30. Conclusion<br />Communicate<br />Identify what motivates us/each other<br />Establish clearly defined expectations<br />Acknowledge conflict<br />Recognize each other <br />Reward accomplishments<br />
    31. 31. Happy Advisors!<br />
    32. 32. Questions?<br />

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