CHAPTER 5 DISCUSSION QUESTIONS 1) What 3 questions should everyone in an organization be able to answer "yes" to? 2) How did Alcoa put Drucker's ideas about putting people(employees) first into practice? 3) Between 1987 & 2000, Alcoa's lost workday rate fell from 1.87 days to how many? 4) In 2005 how many times better than the national average was Alcoa's lost workday rate? 5) In your opinion, what is the difference between efficiency & effectiveness? 6) In your opinion, what are the most effective ways for a manager to motivate his/her employees? 7) What is Whole Foods method for successfully finding the right people? 8) What are Drucker's 5 rules for hiring people? (They are listed in the box.)
“ MANAGEMENT IS ABOUT HUMAN BEINGS. ITS TASK IS TO MAKE PEOPLE CAPABLE OF JOINT PERFORMANCE, TO MAKE THEIR STRENGTHS EFFECTIVE & THEIR WEAKNESSES IRRELEVANT.”
<ul><li>WHAT DO EMPLOYEES EXPECT FROM THEIR MANAGERS? </li></ul><ul><li>-EVERY PERSON IN AN ORGANIZATION SHOULD BE ABLE TO ANSWER YES TO 3 QUESTIONS: </li></ul><ul><li>ARE YOU TREATED EVERY DAY WITH DIGNITY & RESPECT BY EVERYONE YOU ENCOUNTER? </li></ul><ul><li>ARE YOU GIVEN THE THINGS THAT YOU NEED (EDUCATION, TRAINING, ENCOURAGEMENT, SUPPORT) SO THAT YOU CAN MAKE A CONTRIBUTION? </li></ul><ul><li>DO PEOPLE NOTICE THAT YOU DID IT? </li></ul>
HOW DID ALCOA PUT DRUCKER’S IDEAS ABOUT “PUTTING PEOPLE FIRST” INTO PRACTICE? -MADE A CONNECTION BETWEEN HUMAN VALUES, EMPLOYEE SAFETY, & FINANCIAL SUCCESS. -SOUGHT OUT TO BE THE FIRST 100% INJURY FREE WORK PLACE.
WHAT IS THE DIFFERENCE BETWEEN EFFICIENCY & EFFECTIVENESS? EFFICIENCY: -THE ABILITY TO GET THINGS DONE. (MANUAL WORK) EFFECTIVENESS: -THE ABILITY TO GET THE RIGHT THING DONE. (KNOWLEDGE WORKERS) WHY DOES MANAGEMENT NEED TO APPROACH KNOWLEDGE WORKERS & SERVICE WORKERS DIFFERENTLY FROM THE TRADITIONAL BLUE-COLLAR WORKER?
WHAT MUST MANAGEMENT OFFER KNOWLEDGE WORKERS? THE OPPORTUNITY TO: 1) COMBINE THEIR EXPERTISE WITH OTHER PEOPLE’S COMPLIMENTARY SKILLS, INSIGHT, & RELATIONSHIPS. 2) WORK TOWARD A MISSION THAT HAS AN IMPACT ON THE CUSTOMER. 3) BE ABLE TO MEASURE THEIR EFFECTIVENESS.
“ WHAT DIFFERENTIATES ORGANIZATIONS IS WHETHER THEY CAN MAKE COMMON PEOPLE PERFORM UNCOMMON THINGS.” PEOPLE NEED TO BE PLACED IN THE ORGANIZATION WHERE THEIR STRENGTHS CAN PERFORM
AS MANAGERS, HOW CAN WE MOTIVATE OUR KNOWLEDGE WORKERS SO THAT THEY WILL BE EFFECTIVE & ENGAGED EMPLOYEES? “ PEOPLE WORK JUST HARD ENOUGH NOT TO GET FIRED.” PETER GIBBONS
<ul><li>FIRST, WE MUST RECOGNIZE THAT PEOPLE ARE AN ORGANIZATION’S MOST VALUABLE ASSET. </li></ul><ul><li>-PEOPLE: CUSTOMERS & EMPLOYEES </li></ul><ul><li>SECOND, WE MUST FIGURE OUT WHAT MOTIVATES EACH OF OUR INDIVIDUAL EMPLOYEES. </li></ul><ul><li>-MOTIVATION: EXTRINSIC & INTRINSIC </li></ul>
<ul><li>IMPLICATION FOR MANAGEMENT </li></ul><ul><li>If Maslow's theory holds, there are some important implications for management. There are opportunities to motivate employees through management style, job design, company events, and compensation packages, some examples of which follow: </li></ul><ul><li>Physiological needs: </li></ul><ul><li>-Provide lunch breaks, rest breaks, and wages that are sufficient to purchase the essentials of life. </li></ul><ul><li>Safety Needs: </li></ul><ul><li>-Provide a safe working environment, retirement benefits, and job security. </li></ul><ul><li>Love/Belonging Needs: </li></ul><ul><li>-Create a sense of community via team-based projects and social events. </li></ul><ul><li>Esteem Needs: </li></ul><ul><li>-Recognize achievements to make employees feel appreciated and valued. Offer job titles that convey the importance of the position. </li></ul><ul><li>Self-Actualization: </li></ul><ul><li>-Provide employees a challenge and the opportunity to reach their full career potential. </li></ul>