10. Instructions for giving corectly feedbek - It should express with friendly tone -To be associated with check feedback -To be brief and straightforward -Do not make it on personal characteristics, but the behavior -We need to be short. Opširan feedback makes the recipients to understand the message -It should include another public to offer additional perspective -Even an audience should be encouraged to find an alternative path to achieve a certain goal
11. `` YOU`` and ``I`` messages YOU messages - provide grade-other person -Often cause resentment and defensive behavior I message - describe a message-type behavior that threatens us or disturbing - Express the results of such behavior - Feelings that cause this kind of behavior active passive
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17. Difficulties in the process of communication - Organizational difficulties - Difficulties related to the formulation of messages - Difficulties related to psychological profile participants
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21. Determination of the objectives of communication 1. Best of companies 2.Better information within the organization and in the environment 3.Motivation employees 4.Motivation customers, customer 5.Increase sales, demand for service
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36. Why are we here? YOU? WE ? - to inform you, and not persuaded? - To help you analyze your own values!
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55. Formula: S UCCES in life: C = G X K X A SUCCESS entrepreneurship: C = W X A X E . C .
70. HERTZBERG `S S cale Hygiene FACTORS Salary Terms and conditions Policy and procedure Relations with managers Job security Relations with colleagues Bad good unsatisfied No satisfaction Motivation factors Achievement Recognition Work by themselves Progress Development and learning Bad good unsatisfied satisfaction
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75. EQUALITY THEORY Person who compares Inputs that the person investing in the organization: work, experience, education Outputs that the person receives investment inputs: financial and non-financial rewards (recognition, status) Reference person or group - a person or group for comparison The experience of the person or organization from outside Colleagues from the same organization Colleagues outside the organization Inputs reference person Outputs reference person
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77. THEORY of Expectations Motivation as a cognitive process in which individual rational and freely decide (real elections) that I will take that behavior and, depending on its assessment of the effects of behavior Motivation as a resultant of three factors: - Expectation - the belief that a certain individual behavior and investment efforts lead to the results of the first order (performance) - Instrumental - perception of the probability that the results of the first order lead to the results of the second order (award) - Valence - preferences that individual has a certain type of award
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80. NATIONAL CULTURE AND M OTIVATION National culture with a high Uncertainty Avoidance cause strong security needs with the motivation of employees With the so-called culture. "Male values" which are in addition to individual imply a high intensity of the needs of achievement, development and implementation. And the so-called collectivist. "Women's" culture in favor of the needs of its members over other types of needs .
107. Form of organizing work-a relatively new (often used as a synonym for the group) TEAM formal group whose members have complementary skills and competencies, gathered around a common goal or set of objectives for the achievement of which all are equally responsible.
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113. Efficiency teams Since teams are one type of group, factors that affect the performance of groups affected by the efficiency of the team. According to one: 1. Education to attend team members 2. Readiness management to share information with team 3. Giving the authority team needed for making decisions and independence of the work 4. Awarding
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119. Types of managers (A d izes ): - Lone rider - Bureaucrat -Incendiary (always new ideas) - Super-follower -Useless man
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125. Hierarchy enterpreneours skills Managing stress time management set of priorities and goals self-consciousness
126. New management philosophy -Man is treated as a complex and unique entity, emotional and irrational, not only will be rational. - Requires the manager-confidence, decentralization and distribution of information and knowledge, education and skills training, clear roles and responsibilities, freedom of action, feedback, motivation and resources necessary for action, a framework for the operation of the business priorities and objectives that all employees must know . New management philosophy
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