Majority of mid level managers believe if they could manage employee payment directly they would have a real motivational power! THIS MANAGEMENT PHILOSOPHY IS CALLED “REWARD OR PUNISH”. To give a carrot or to beat with a carrot that is the question!

1. WHAT MOTIVATES US AT WORK?

2. MAJORITY OF MID LEVEL MANAGERS BELIEVE IF THEY
COULD MANAGE EMPLOYEE PAYMENT DIRECTLY THEY
WOULD HAVE A REAL MOTIVATIONAL POWER!

3. THIS MANAGEMENT PHILOSOPHY
IS CALLED “REWARD OR PUNISH”
TO GIVE A CARROT OR TO BEAT WITH
A CARROT THAT IS THE QUESTION!

4. THIS PHILOSOPHY
WAS BORN LONG
TIME AGO WHEN THE
WORLD WAS FLAT.
THAT’S WHY THERE
WAS ONLY ONE
THOUGH -
TO PUSH OR TO PULL

5. THINKING ON
THE FLAT
DIMENSION
ARGUMENTS
ARISE ONLY FOR
TWO ASPECT :
WHAT IS BETTER TO
PUNISH OR TO REWARD?
To pay UNIT based or
HOURLY based REWARD?

6. THIS PHILOSOPHY WAS FULLY APPLIED IN THE
WORKERS HEAVEN, IN USSR. AND RECEIVED A
HONOURABLE BEHAVIOURAL PSYCHOLOGY
NAME. PSYCHOANALYSIS WAS FORBIDDEN.
Behaviourists believed that
other people are a collection
of reflects. Therefore, using
Ivan Pavlov methods, that were
proved on the dogs, for the
workers reflects will be formed
and they will work efficiently.

7. IF YOU
REMEMBER IN
THE HEAVEN OF
THE WORKERS –
NOT TO WORK
WAS
FORBIDDEN!
The trial of the poet J. Brodsky
for not working

8. IVAN PAVLOV IS THE
FIRST RUSSIAN TO
RECEIVE A NOBEL
PRIZE. HE CREATED
A SCIENCE ABOUT
HIGHER NERVOUS
ACTIVITY
BUT FEW KNOW THAT
HONOURABLE
PROFESSOR LOOKED
VERY SKEPTICALLY AT
THE MINDS OF HIS OWN
COUNTRYMAN :
“ОБ УМЕ ВООБЩЕ, О
РУССКОМ УМЕ В
ЧАСТНОСТИ”
“On the Mind in General and the Russian Mind in Particular”

9. ONE MORE FACT FOR
THE YOUTH - IN USSR
CUSTOMER SERVICE DID
NOT EXIST. BECAUSE
YOU DO NOT NEED TO
HAVE CLIENTS WHEN
YOU HAVE A DEFICIT OF
EVERYTHING

10. TIMES
CHANGED –
3D PRINTERS
APPEARED
AND SOME EVEN
UNDERSTOOD WHAT IT
MEANS.
APPEARED NOT ONLY 3D
PRINTERS, BUT WITH THE FALL
OF THE USSR UTOPIA,
CUSTOMERS ALSO APPEARED!

11. WHILE CLIENTS
DID NOT EXIST –
EVERYONE
PERFORMED THE
ASSIGNED PLANS
THEREFORE, THE MAIN
MEASUREMENT
INDICATOR WAS HOW
MANY?
AND IT DID NOT
MATTER IF IT IS
PHYSICAL UNITS OR
TIME UNITS

12. THE TIME TO
MEASURE
CUSTOMER
SERVICE
IN 3D ERA KEY POINT
IS NOT HOW MANY
WAS PRODUCED BUT
HOW GOOD WAS THE
CUSTOMER SERVICE

13. 3D PRINTERS PROVED
THAT PEOPLE HAVE
MIND, PAVLOV IDEAS
IN BALTIC COUNTRIES
DISAPPEARED, BUT
MEASURUMENT
UNITS MOSTLY
STAYED THE SAME
Efficiency
evaluation
Try harder, please

14. IF IN THE 3D ERA YOU
WILL CONTINUE TO
MEASURE EMPLOYEES
THROUGH THE
APPROACH OF “HOW
MANY” - DO NOT BE
SURPRISED IF THINGS
WILL CONTINUE TO GO
BAD.

15. THOSE WHO LEARN
HOW TO COUNT
“HOW MANY” AND
WANT TO EARN
MORE ALREADY
LEFT BALTIC
COUNTRIES!
FOR HUNDREDS OF
YEARS PEOPLE LEFT TO
EARN MONEY TO OTHER
COUNTRIES

16. ALL 2D HR
MANAGEMENT
INSTRUMENTS IN
THE 3D ERA HAS
BECAME TOTALLY
OBSOLETE

18. FOR WHAT?
WHAT’S REALLY
MOTIVATES ME AND
MINE EMPLOYEES
AT WORK?

19. Survey
WE ASK TO WRITE MOST
IMPORTANT CRITERIA

20. WHAT MOTIVATES?
1. Interesting job, interesting projects; to do new things even if they will not be perfect; tolerance and
creativity; positive challenges, challenges XXXXX
2.Teamwork, good atmosphere; having fun with the team, Collaborative colleagues; have a team which
works, Supportive & Friendly colleagues XXXX
3. Feedback, Recognition, feeling important, valuable XXXX
4. Empowerment, Independent decision making, ability to make a change and improve things, trust,
absence of strict time control XXXX
5.Learning and development; new areas I learn, learning (internal growth) possibilities 3
6. Achievement of results, Contribution to the final result XXX
7. Responsibility, Job I do & responsibilities I have X
8. Self fulfilment, doing something meaningful X
9. Success, Succeeding in building what I have planned to build and winning. X
10. Money, Remuneration / bonuses X
11. Work environment & culture
12. Opportunities which I get everyday
13. Have clear expectations and understanding what is success
14.Possibility to develop, inspire and encourage others
15. Visionary leader

21. WHAT DEMOTIVATES?
1.Demotivated colleagues around creating bad atmosphere, bad quality work, low
quality in working culture (keeping deadlines, quality of information etc), passiveness,
bad atmosphere in the office; pointing with fingers, rumours in the corridors XXXXX
2.Bureaucracy, non value adding activities. Politics. Too many procedures/paperwork
3. Internal competition, internal unhealthy competition
4. Lack of fairness; Unfairness
5. Lack of one direction. The lack of one goal
6. Lack of recognition. Recognition and rewards
7. Some stubborn people
8.Criticism culture
9.Inadequacy
10. Disrespect
11.Top down decisions
12. Injustice
13. Difficult relationships

22. CONCLUSION
MAJORITY OF THE
MOTIVATION CRITERIA'S
ARE RELATED WITH THE
COLLECTIVE
ATMOSPHERE, INTEREST
AND OTHER SOFT
FACTORS. IT IS TOTALLY
DIFFERENT FROM WHAT
IS IMPLIED IN COMMON
USE.

23. The mind is in
the heart, the
brain act as
blood cooling
device.
Aristotelian
illogical logic!

24. FROM HOW MANY?
TO HOW?,
IS THE REAL
TRANSFORMATIONAL
BREAK

25. LET’S DISCUSS HOW
TO IMPLEMENT
COOPERATION,
TEAM WORKING,
TRUST - TO ACHIEVE
OPERATIONAL
EXCELLENCE, DRIVE
PROFITABILITY
GROWTH AND WIN
A CLIENTS HEARTS?

26. THIS IS THE MEANING OF
MANAGEMENT IN THE 3D ERA
NOT TO TRY AS
STRONGLY AS
POSSIBLE TO EXPLOIT
“HUMAN RESOURCES”
but HELP EMPLOYEES
TO LIVE A
MEANINGFUL LIFE

27. KAIZEN,
INNOVATIONS OR
CONTINUOUS
IMPROVEMENT AT
WORK IS
POSSIBLE ONLY
WITH THE
EFFORT OF THE
WHOLE TEAM
AND NOT A
SINGLE PERSON !

28. IN THIS NEW ERA,
YOU NEED TO HAVE
MEASUREMENT
SYSTEM THAT DAILY
MEASURES
CUSTOMER SERVICE
AND PEOPLE
THINKING

29. The Bhutanese believe that the path to happiness is not money-related

30. What if we will start to climb to
motivation and self-realization Peak
from a simple questions, Interesting
on work or Not?

31. IF THINGS BECOME TOO COMPLEX, IT IS
NECESSARY TO STEP BACK A FEW STEPS, YOU
WILL SEE MORE AND FIND INNATE,
INHERENT NATURE, SIMPLICITY.
Source – “God, Quantum physics, Organizational structure and Management style”

32. IN ALL DEALINGS
WITH PEOPLE IT IS
ESSENTIAL TO HAVE
A FRESH APPROACH.
ONE SHOULD
CONSTANTLY GIVE
THE IMPRESSION
THAT HE IS DOING
DAILY SOMETHING
EXCEPTIONAL.
IT IS SAID THAT
THIS IS POSSIBLE
WITH BUT A LITTLE
UNDERSTANDING.
HAGAKURE

33. FLOW MANAGEMENT
MOTIVATION SYSTEMS
Darius Radkevicius
Mob: + 370 698 41027
darius.radkevicius@gig-europe.eu
You can order a book
http://www.versloknyguklubas.lt/en/product/dievas-kvantine-fizika-
organizacijos-struktura/