2. Achieving a Motivated Work Force Know thyself Know your employees Establish a positive attitude Share the goals Monitor progress Develop interesting work Communicate effectively Celebrate success
3. Employee Survey Personality characteristics Management styles Job attitudes The work
8. Empowerment Everyone must understand the need for change The system needs to change to the new paradigm The organization must enable employees
9. Types of Teams Process improvements team Cross-functional team Natural work team Self-directed/self-managed work teams
10. Characteristics of Successful Teams Sponsor Team charter Team composition Training Ground rules Clear objectives Accountability Well-defined decision procedures Resources Trust Effective problem solving Open communication Appropriate leadership Balanced participation Cohesiveness
11. Work Cited Author, A. A., & Author, B. B. (Year of publication). Title of chapter. In A. Editor & B. Editor (Eds.), Title of book (pages of chapter). Location: Publisher.
Editor's Notes
Know thyself –managers must understand their own motivations, strengths, and weakness.Know your employees-With a knowledge of the employees’ interest, the manager can help achieve them within the business context. As the manager learns more about the employee, he/she can assist the employee in directing their efforts toward satisfying their goals and well-being. Establish a postive attitude- Managers should treat ideas and suggestions as priceless treasures and implement them immediately whenever possible.Share the goals- A motivated work force needs well-defined goals that address both individual and organizational needs.Monitor progress-managers should periodically review performance.Develop interesting work-Managers should consider altering the employees assignments by means of job rotation, job enlargement, and job enrichment.Communicate effectively provides employees with knowledge about their work unit and the organization rather then “grapevine” information.Celebrate success-Recognizing employee achievements is the most powerful tool in the manager’s toolbox.
Process improvements team- The members of a process improvement team represent each operation of the process or sub-process.Cross-functional team- A team of about six to ten members will represent a number of different functional areas such a engineering, marketing, accounting, production, quality, and human resources.Natural work team- This type of team is not voluntary-it is composed of all the members of the work unit.Self-directed/self-managed work teams-They are an extension of natural work teams without the supervisor.
Sponsor is a member of the quality council, thereby providing organizational support.Team charter is a document that defines the team’s mission, boundaries, the background of the problem, the teams authority and duties, and resources. It also identifies the members and their assigned roles-leader, recorder, timekeeper, and facilitator(optional).Team composition is the size of the team should rarely exceed ten people except in the case of natural work teams or self-directed teams.Training- members should be trained in problem-solving techniques, team dynamics, and communication skills.Ground rules is teams must develop its rules of operation and conduct. There should be an open discussion on what will and will not be tolerated.Clear objectives is the criteria for success should be agreed on with management.Accountability is the team is accountable to perform.Well-defined decision procedures is acceptable, and timely decision have to be made by the team.Resources- The team cannot be expected to perform successfully without the necessary tools. The important thing is access to information.Trust- Management must trust the team to perform the task effectively. There must also be trust among the members and a belief in each other.Effective problem-solving are decisions that is based on the problem-solving method.Open communication- Members actively listen, without interruption, to other members, speak with clarity and directness, ask question, and say what they mean.Appropriate leadership- All teams need leadership- whether imposed by the quality council, or whether someone emerges as a leader figure as the life of the team progress, or whether the leadership changes as the team matures.Balanced Participation- All members must become involved in the team’s activities by voicing their opinions, lending their knowledge, and encouraging other members to take part.Cohesiveness
