Plan for positive influence

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Organizational plan for creating change in organization factoring in employees attitudes, personalities, values, and beliefs

Organizational plan for creating change in organization factoring in employees attitudes, personalities, values, and beliefs

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  • Attitudes reflect how we feel about something and give warnings of potential problems and influence behavior (Robbins & Judge, 2011, p. 89). Satisfied and committed employees have lower rates of turnover, absenteeism, and withdrawal behaviors. They also perform better on the job (Robbins & Judge).
  • The most important thing managers can do to raise employee satisfaction is focus on the intrinsic parts of the job, such as making the work challenging and interesting (Robbins & Judge, 2011). The team morale and attitude can also be improved by providing positive feedback and evaluation during each step of the process while before, during, and after working on each aspect of the project. The team leader in essence is a cheerleader and is integral to team morale.
  • Team members should be encouraged to express their emotions in a healthy, positive manner. Unresolved emotions can lead to emotional dissonance which will affect the team as a whole, and has the potential to create conflict and inhibit productivity.
  • One needs to evaluate the job, the work group, and the organization to determine the optimal personality fit (Robbins & Judge, 2011, p. 135). Personality surveys can be administered to the team in order to best understand their personalities. The assessments can be discussed individually and as a group, to figure out the strengths and weaknesses of each team member.
  • MotivationDifferent personalities might affect what motivates people to participate in the workplace. Creative personalities see the workplace as a place to experiment with new ideas, achieve different solutions or incorporate artistic elements into products (Drew, 2011, p. 1). Communicators may be motivated to discuss and debate business decisions. People with compassionate-focused personalities may view their work as serving humanity or making the world a better place (Drew). Competitive employees may view the workplace as an arena where they hope to beat out others to demonstrate their ability. Although motivations may reflect a mixture of several work-related goals, playing to people's strengths can boost motivation and result in better products and services. For example, assigning a competitive type employee the task of developing a campaign to beat out your primary competitor might be successful.Interpersonal RelationsPersonalities also affect workplace behavior when it comes to interpersonal relations. Type A personalities tend to do things quickly, feel rushed, and may be angry or hostile. Type B personalities take a more relaxed approach, completing one thing at a time and expressing their feelings (Drew, 2011, p. 1). In some ways, personality differences can facilitate interpersonal relations. People might enjoy interacting with individuals whose personalities complement their own. But personality differences can cause problems. Type A personalities might appear overbearing to Type B personalities, causing friction. Type B personalities might seem too emotional to Type A personalities (Drew, p. 1).Work EthicFor example, someone with a free-wheeling, fun-loving personality may struggle to buckle down, meet deadlines or be a shrewd negotiator when discussing contracts (Drew, 2011, p. 1). “Employers should take care to establish strong principles to guide work ethic choices in the workplace no matter what personality types are employed” (Drew, p. 1).FriendlinessAmong the many traits that make up an employee's personality, one of the most important when customer service and co-worker relations are concerned is friendliness. Friendly employees effortlessly communicate with co-workers and customers, resulting in higher customer satisfaction and better workplace communication (Miksen, 2011, p. 1). Like employees with positive attitudes, friendly employees extend their friendly personality to those they meet, which can lessen the stress at work and lock in a sale when dealing with customers (Miksen, 2011).Self-AssessmentSome people naturally assess their own performance in the workplace, setting goals and identifying areas for improvement (Drew, 2011, p. 2). Others may focus on the task at hand, not reflecting on the past or planning for the future. Self-assessment can be a valuable tool for improving abilities. Employers may offer training and workshops to help employees better understand their strengths and weaknesses in the workplace (Robbins & Judge, 2011).
  • “Values are difficult to observe in others, as they are inner concepts often buried in the human psyche and not readily accessible by the conscious mind” (McCann, 2003, p. 1). When these values are violated, the conscious mind takes over and appropriate behavior occurs to defend this attack (McCann, 2003, p. 1).The Window on Work Values helps explain why problems exist within any group of people working together. Valuetypes define core frameworks that people hold and for which they are prepared to expend considerable energy in either promoting or defending.
  • For teamwork to be effective, one needs to understand individual working values as these influence motivation and the way people work (Robbins & Judge, 2011, p. 157). The Window on Work Values Profile offers important insights into how things actually get done on the team, helping all gain perspective and understanding on how the team interrelates and works together, as well as how they fit with the culture of the workplace (Team Management Systems Development International [TMSDI], 2012, para. 1). Most people will hold three or four of the values reasonably strongly. “Because of the structure of the model, these values are more likely to be concentrated in one particular section, giving rise to key value patterns which are useful in understanding and predicting individual and group behavior” (McCann, 2003, p. 1).
  • Clarify organizational objectives. If employees don't know what they are working toward, you can't expect them to feel motivated and inspired (Mack, 2011, p. 1). During the first few meetings, the team will lay out a clear set of objectives, including goals, strategies and an appropriate time line. Convey clear expectations and provide instructions. When employees are given an assignment but are unsure what to do or why it is needed, their motivation will be affected (Larmore, n.d., para. 5). Employees must have clear instructions on what should be done so they know how to complete the task without difficulty. They should also be provided with all the necessary tools for getting the task done. This lets employees know what you expect from them as a unit (Mack,para. 1).Encourage cooperation by offering rewards based on team results. If employees have an incentive to work together, it will be to their advantage to work toward healthy employee relationships and maintain a motivated atmosphere (Mack, 2011, para. 2).Develop healthy competition by rewarding employees who model attributes you want others to adopt. If promotion isn't an option, offer financial incentives, such as bonuses or raises, as well as public recognition, all of which foster traits that contribute to the effectiveness of your organization (Mack, 2011, p. 1).
  • Provide team members with a positive atmosphere in which collaboration and supporting each other is encouraged. When employees are cheering each other on, supporting each other when help is needed or recognizing the hard work of others, they are motivated to work harder and challenge each other (Larmore, n.d.,para. 4).Continue team-building activities on an ongoing basis. Schedule outings and activities to build camaraderie and encourage people to get to know each other outside of work. Employees who value each other tend to work more productively back on the job (Duggan, 2011, para. 5). Fewer conflicts, misunderstandings and areas of confusion result. Ask for feedback so you can repair underlying causes of low morale and decreased motivation. For example, if improper conduct -- such as safety violations and mental or physical harassment -- goes unreported or undisciplined, employee morale will suffer (Mack, 2011, p. 1). Listen to employee feedback to identify problems, and then take the steps to remedy the situation.
  • Financial rewards may have short-term effects. Review your incentive system periodically to determine which methods are effective and which you should discard. There's no point in devoting resources toward motivational strategies that don't result in performance or morale improvements (Mack, 2011, p. 1).
  • Formal and informal recognition tie into an employee's need for esteem and respect. Manager compliments on quality work assignments, formal recognition of high achievers and the informal compliments from peers serve as incentives for employees and help create a positive work environment (Acevedo, 2011, para. 4). Organizations may formally recognize employees with awards, certificates, in meeting announcements or through highlights in company distributions (Acevedo).
  • When the team is mired with obstacles, unable to function, and lacks motivation; as a team leader, you need to focus them on the future opportunities that this project represents. Providing opportunities for professional growth, education, and guidance are used as incentives by organizations (Acevedo, 2011, para. 4). Mentoring, leadership training programs, tuition reimbursement, job rotation and employee development programs can enhance an employee's perception of his value to the company. Employees who feel valued are more engaged and motivated to improve their skills and present higher-quality work (Acevedo, 2011, para. 5).
  • Retaining valued employees may be accomplished through benefit-related incentives (Acevedo, 2011, para. 3). Discounted or free gym memberships, lower-cost health insurance premiums, on-site day care, dry-cleaning services and even massage options can differentiate a company from competing firms. Employees who enjoy a high level of benefits may have incentive to stay with the organization rather than looking for alternative employment. Organizations can detail the value of benefits through a yearly "reward" statement that lists the monetary reward of benefits employees receive above their base pay (Acevedo, 2011, para. 3).

Transcript

  • 1. Plan for Positive Influence By Tosin Ola
  • 2. Introduction• This presentation will – Address specific differences in attitudes, emotions, pe rsonalities and values – Address how each difference affects behavior – Create a plan that will increase the team’s motivation, satisfaction and performance
  • 3. Attitudes• Attitudes are evaluative statements—either favorable or unfavorable—about objects, people, or events• There are three components of an attitude – Cognitive (evaluation) – Affective (feeling) – Behavioral (action)
  • 4. Attitudes Affect• Job satisfaction• Job involvement• Psychological empowerment• Commitment
  • 5. Emotions• Emotions are intense feelings directed at someone or something.• In the workplace, team members may portray alternate emotions to what they are truly feeling• Positive and negative emotions can be transferred from one team member to the whole team and affect the project• Team members should be encouraged to portray, discuss, and manage emotions in a positive, supportive environment
  • 6. Emotions are Affected by• Intensity and Stress• Weather and Time of day• Social activities• Sleep and Exercise• Age and Gender• Personality and culture
  • 7. Personality• Personality is the sum total of ways in which an individual reacts to and interacts with others.• There are several types of personality theories and tests that can be administered. The most common are the: – Myers-Briggs Type Indicator – Big Five Personality Behavior – Type A/Type B Personality Behavior
  • 8. Personality Affects• Motivation• Interpersonal relations• Work ethic• Friendliness• Productivity• Self-assessment
  • 9. Values• Values are concepts or beliefs which people use to guide their behavior in the workplace. – A values survey can be administered to all group members for each to understand their value system and how this interacts with the team’s value system – Window on Work Values Model by Dr. Dick McCann identifies 8 core value systems that drive personal decision-making
  • 10. Window on Work Values• Values influence motivation and productivity• Personal values should be compatible with organizational values• McCann Window on Work Values (TMSDI, 2012, figur e 1)
  • 11. Steps to Create Positive Influence• Identify the team dynamic, personality/value system of each member, and how their skill set fits into the team objectives• Clarify organizational objectives and set weekly, monthly, quarterly goals until the project is completed• Convey clear expectations and provide instructions and necessary tools• Encourage cooperation by offering rewards based on team results• Develop healthy competition by publicly rewarding team members who model attributes that others should adopt
  • 12. Steps to Create Positive Influence (cont.)• Foster a positive and supportive team environment where team members are comfortable expressing their values, attitudes, personality and emotions• Encourage team building exercises and excursions• Encourage open communication across all channels i.e. between customers, management, and the team• Monitor progress, productivity, and team results on a regular basis• Ask for team feedback to identify and repair low morale and decreased motivation
  • 13. Financial Incentives• Review incentive system to determine effective methods and restructure program as needed• During the course of this project, the team may receive: – Performance incentives – Bonuses for meeting goals or targets – Group incentives for teamwork and performance – Gift cards, travel vouchers, electronics
  • 14. Recognition• Create a positive work environment with recognition for a job well done• Provide encouragement even when the team reaches an obstacle• Encourage team to provide compliments to each other• Formal recognition of high achievers• Awards, certificates
  • 15. Focus Team on Opportunities• Networking opportunities• Education and employee development• Mentorship programs• Leadership training programs• Opportunity to improve/increase their skill set
  • 16. Other Possible Benefits• Tuition reimbursement• Discounted or free gym memberships• Lower-cost health insurance premiums• On-site daycare• Dry cleaning services• Massage/spa day
  • 17. Conclusion• People react differently in the workplace depending on their personalities, values, attitudes and emotions.• Incentives, opportunities, benef its and recognition can help maintain positive growth on a team• A good team leader will be able to effectively use the principles of positive influence to increase the team’s motivation, productivity and morale
  • 18. ReferencesAcevedo, L. (2011). How organizations motivate employees with incentives. Retrieved from http://www.ehow.com/info_8196237_organizations-motivate-employees-incentives.htmlDrew, B. (2011). How personality affects behavior in the workplace. Retrieved from http://www.ehow.com/info_8323506_personality-affects-behavior-workplace.htmlDuggan, T. (2011). How to motivate productivity. Retrieved from http://www.ehow.com/how_12108749_motivate-productivity.htmlGetty Images. (2012). Keywords ―Team‖, ―Emotions‖, ―Success‖. Retrieved March 11, 2012 from http://gettyimages.comLarmore, C. (n.d.). How to motivate employees without pay. Retrieved from http://www.ehow.com/how_7549686_motivate-employees-pay.html
  • 19. References (cont.)Mack, S. (2011). How to improve motivation and rewards in the workplace. Retrieved from http://www.ehow.com/how_10001781_improve-motivation-rewards-workplace.htmlMcCann, D. (2003). Understanding workplace behavior: we are all individuals and at work we act in different ways. Luckily there are some identifiable trends which managers can use to promote workplace harmony and productivity. Journal of Banking and Financial Services. Retrieved from www.findarticles.comMiksen, C. (2011). Personality affects work behavior. Retrieved from http://www.ehow.com/info_8664536_personality-affects-work-behavior.html#ixzz1onzeFdNYRobbins, S. P., & Judge, T. A. (2011). Organizational behavior (14th ed.). Upper Saddle River, NJ: Pearson/Prentice-Hall.Team Management Systems Development International. (2012). Window on Work values profile. Retrieved from http://www.tmsdi.com/profiles/window-on-work-values/