People act based on the ideas and intensity of emotions associated with those ideas. Management involves clearly defining roles and game plans on paper. Leadership keeps game plans top of mind, builds intrinsic and external motivation, and ensures people are having fun while acting out game plans, for improved results. The document discusses human psychology and performance principles for developing perfect game plans and maximizing results through management and leadership.
MGT 312 RANK Lessons in Excellence / mgt312rank.comkopiko42
FOR MORE CLASSES VISIT
www.mgt312rank.com
MGT 312 Week 1 Organizational Behavior in the Workplace
MGT 312 Week 2 Diversity and Personality at Work
MGT 312 Week 2 Big Five Personality Types
Kulwinder Singh on importance of emotions in Corporate World in Atyaasaa - No...Kulwinder Singh
While discussing this topic with my eleven year old son Aman Singh, I was told, “Things can never be black or white, there has got to be some grey.” I was stunned by his intelligent remark, and incredibly proud of him.
When you hire a person, you hire the whole package, including emotions. We often
categorize our feelings into emotions, moods and dispositions. We feel short-term
responses to stimuli are emotions, while moods generally last longer. Additionally, we
bucket a person’s overall approach to life as a personality or trait.
In the corporate world, it is strictly unprofessional to express emotions. Yet, professionals
are expected to demonstrate passion towards their work. The disconnect lies here. It’s
equivalent to desiring one side of a coin and discarding the other.
Peter's learning orgn talks about the different elements for success in organisation. an organisation grows successfully if it adheres to the structure envisaged by Peter Senge.
Align Group - Creating Positive Organisationsboonseong
Every worker, if motivated appropriately, is capable of generating the highest level of productivity based on discretionary effort - we call this "human-level productivity'". Find out how an organisation set up that is biased in positivity helps to create the conducive environment for its people to flourish at work.
MGT 312 RANK Lessons in Excellence / mgt312rank.comkopiko42
FOR MORE CLASSES VISIT
www.mgt312rank.com
MGT 312 Week 1 Organizational Behavior in the Workplace
MGT 312 Week 2 Diversity and Personality at Work
MGT 312 Week 2 Big Five Personality Types
Kulwinder Singh on importance of emotions in Corporate World in Atyaasaa - No...Kulwinder Singh
While discussing this topic with my eleven year old son Aman Singh, I was told, “Things can never be black or white, there has got to be some grey.” I was stunned by his intelligent remark, and incredibly proud of him.
When you hire a person, you hire the whole package, including emotions. We often
categorize our feelings into emotions, moods and dispositions. We feel short-term
responses to stimuli are emotions, while moods generally last longer. Additionally, we
bucket a person’s overall approach to life as a personality or trait.
In the corporate world, it is strictly unprofessional to express emotions. Yet, professionals
are expected to demonstrate passion towards their work. The disconnect lies here. It’s
equivalent to desiring one side of a coin and discarding the other.
Peter's learning orgn talks about the different elements for success in organisation. an organisation grows successfully if it adheres to the structure envisaged by Peter Senge.
Align Group - Creating Positive Organisationsboonseong
Every worker, if motivated appropriately, is capable of generating the highest level of productivity based on discretionary effort - we call this "human-level productivity'". Find out how an organisation set up that is biased in positivity helps to create the conducive environment for its people to flourish at work.
or the first time ever there is a comprehensive theory of organization that places human performance in its rightful place as the driver of strategic roll out and success.
* "Undiscussables" are collective, unconscious behaviors
*Difficult to uncover
*Aware of isolated problems
*Cannot connect the dots
*Wrong conclusions about team inefficiencies & poor performance
Is Understanding Employee Psychology the Secret to Boosting Engagement?Kashish Trivedi
Employee psychology is focused on why an employee behaves the way they do while performing their role.
This practice categorizes employee behaviors into predictable patterns. By studying those patterns, managers can effectively deal with both individual employees and entire teams.
Understanding employee psychology is incredibly beneficial to companies as it provides insight into an organization’s greatest asset (their employees). This empowers managers to effectively deal with different employee personality types.
Employee behaviors have been classified and put into predictable patterns understood as employee psychology. In better understanding employee psychology, managers can identify the most effective way to deal with both individual employees and teams of workers.
Uber Professional Development Program Proposal As.docxmarilucorr
Uber: Professional Development Program Proposal
Assignment 2: Program Proposal for Uber
Teresa Pride
August 21, 2018
BUS 520: Leadership and Organizational Behavior
Prof. Dennis Carlson
Strayer University
Emotional Intelligence and Motivation
The emotional intelligence of a person is composed of emotional building blocks called emotional skills. An effective manager requires these emotional skills to enhance the performance of their workforce and improve their satisfaction at the workplace. The key building blocks that boost the performance of the employees and their satisfaction at the workplace include emotional self-awareness, self-actualization, self-regard and self-perception. The management team should ensure that the workforce is motivated through job satisfaction and that they can put in more effort to ensure that the company achieves its goals and objectives (Gunu & Oladepo, 2014).
According to Goleman (1995), emotional intelligence is "the abilities such as being able to motivate oneself and persist in the face of frustrations; to control impulse and delay gratification; to regulate one's moods and keep distress from swamping the ability to think, and to emphasize and to hope." He later refined his definition in 1998 to "the capacity for organizing our own feelings and those of others, for motivating ourselves, and for managing emotion well in ourselves and in our relationships" (Goleman, 1998). He viewed emotional intelligence as a skill which is divided into two broad areas; personal competence which entails self-motivation and self-regulation. The other one is social competence which exemplifies the management of relationships, that is, social skills and compassion. Emotional intelligence is a vital skill that can influence the performance of the workforce and affect their emotions. Based on the broad research on EI, we can define it as having the ability to identify the emotion, integrate it to expedite thoughts and promote personal growth of the people.
Positive reinforcement is a tool of motivation which is a reward for doing something good. The tool is mostly utilized when an employee performs beyond the set standards of the organization. The management team can also use it by promoting competition among groups. Those groups that excel are rewarded by management, whereas most companies use bonuses to reward hard-working employees.
Negative reinforcement is also a motivation tool in the form of a penalty. Employees who fail to meet the company's expectations in form of poor performance will feel the effect of negative reinforcement. This tool can also be applied when the employees fail to execute compulsory duties at their place of work. Lastly, the tool can be applied when the company's employees break the policies and procedures of the organization. For instance, when employees fail to follow the inventory retrieval procedures, which can lead to the destruction of stock, they will be penalized.
Emotional ...
Running Head MOTIVATING PROJECT TEAM STRATEGY 1.docxtodd581
Running Head: MOTIVATING PROJECT TEAM STRATEGY 1
Motivating Project Team Strategy
Marchello Williams
HR Project Management MPM468-1804B-01
11/28/18
Motivating Project Team Strategy
Binder (2016) defines motivation as the potency that initiates, escorts and conserves goal-oriented performance. It is a psychological trait. The method I will employ in the determination on how my team members will be motivated is the Atman test. Atman test can be defined as a scientifically authenticated psychometric instrument that measures characteristic of character. This method is based on the personality theory factors.
Atman test accounts for 11 dimensions of individual personality through grouping them into five sections which include; thinking structure, motivation, leadership, sociability, and resistance to stress. In order to carry out a successful motivating assessment, one needs to understand what motivates the employees as well as what demotivates them, hence the reason why dimensions that are out of motivation are included in this test to equip the motivator with the full picture of employees personality.
To carry out an assessment with this method, employees are required to fill the Atman platform, which can be done from any computer, thereafter the motivator goes back to the platform and views the employee's results. Atman platforms evaluate 11 dimensions of the bipolar scale. For instance, the sociability scale depicts the state of the employee between being introverted and being extroverted. Nature scale, on the other hand, depicts what motivates employees in one hand as well as demotivating them from the other hand.
Atman test reveals to the motivator the kind of employees available. They can either be team oriented or result oriented. The test also reveals if the employees are traditional or adaptable. Result oriented employees will be motivated to attain the aimed results. Team oriented, on the other hand, cannot be motivated directly, this motivation can demotivate them. Traditional employees who are used to work as per their policies fail to catch up in structured work plans, this will demotivate them. Adaptable employees catch up with any structure thus easily motivated.
Describe the theory that most closely aligns with how you intend to motivate your team.
The Big five theory is the one that most closely aligns to Atman test motivation assessment. Big five theory refers to a research in the field of psychology which that is founded from the notion that common personality traits are captured by five dimensions, the O-C-E-A-N mnemonic. This mnemonic stands for openness to experience, conscientiousness, extroversion, agreeableness, and neuroticism (Turner, 2014).
Openness to experience
High scorers in this dimension are curious, nontraditional and creative in general and they easily break the mold of typical approaches because of their intellectual curiosity. Low scores in this dimension are conventional and tend .
Running Head MOTIVATING PROJECT TEAM STRATEGY 1.docxglendar3
Running Head: MOTIVATING PROJECT TEAM STRATEGY 1
Motivating Project Team Strategy
Marchello Williams
HR Project Management MPM468-1804B-01
11/28/18
Motivating Project Team Strategy
Binder (2016) defines motivation as the potency that initiates, escorts and conserves goal-oriented performance. It is a psychological trait. The method I will employ in the determination on how my team members will be motivated is the Atman test. Atman test can be defined as a scientifically authenticated psychometric instrument that measures characteristic of character. This method is based on the personality theory factors.
Atman test accounts for 11 dimensions of individual personality through grouping them into five sections which include; thinking structure, motivation, leadership, sociability, and resistance to stress. In order to carry out a successful motivating assessment, one needs to understand what motivates the employees as well as what demotivates them, hence the reason why dimensions that are out of motivation are included in this test to equip the motivator with the full picture of employees personality.
To carry out an assessment with this method, employees are required to fill the Atman platform, which can be done from any computer, thereafter the motivator goes back to the platform and views the employee's results. Atman platforms evaluate 11 dimensions of the bipolar scale. For instance, the sociability scale depicts the state of the employee between being introverted and being extroverted. Nature scale, on the other hand, depicts what motivates employees in one hand as well as demotivating them from the other hand.
Atman test reveals to the motivator the kind of employees available. They can either be team oriented or result oriented. The test also reveals if the employees are traditional or adaptable. Result oriented employees will be motivated to attain the aimed results. Team oriented, on the other hand, cannot be motivated directly, this motivation can demotivate them. Traditional employees who are used to work as per their policies fail to catch up in structured work plans, this will demotivate them. Adaptable employees catch up with any structure thus easily motivated.
Describe the theory that most closely aligns with how you intend to motivate your team.
The Big five theory is the one that most closely aligns to Atman test motivation assessment. Big five theory refers to a research in the field of psychology which that is founded from the notion that common personality traits are captured by five dimensions, the O-C-E-A-N mnemonic. This mnemonic stands for openness to experience, conscientiousness, extroversion, agreeableness, and neuroticism (Turner, 2014).
Openness to experience
High scorers in this dimension are curious, nontraditional and creative in general and they easily break the mold of typical approaches because of their intellectual curiosity. Low scores in this dimension are conventional and tend .
1. Ideas we use to ‘look’ and ‘see’ situations are on a
frame that represents the structure of our psycholo-
gy. The ideas on the frame are our unique point of
view. The emotions associated with the ideas are the
intensity with which we feel and act out the ideas.
The ideas we apply are called the game plan. The
emotions associated with the ideas are our engage-
ment with the game plan. The psychological equa-
tion is Game plan (focus + clarity) + Engagement =
Result. This says we can lift results by improving
the game plan, that is improving our ideas (focus)
and clarity of that focus, or by increasing our en-
gagement (emotions associated with our ideas), or
both. (For a full discussion on human psychology
see Newsletter 8.)
Psychological principle 1: The clearer in
mind the more effective our action.
1. Current effort and current game plan deliv-
ers the current result.
2. If we build a better game plan apply current
effort, we get an improved result.
3. If we build a perfect game plan and apply
current effort, we get a much improved re-
sult. (For a discussion on perfect human
performance see Newsletter 10.)
Psychological principle 2: If we increase the
effort with a better game plan we get a much
improved result.
1. If we apply improved effort to a better game
plan, we get a much improved result.
2. If we apply improved effort to a perfect
game plan, we greatly improved result.
There are now two major tasks. Management, think-
ing our what has to be done to have greatest chance
of success, and leadership, interacting with people
guiding them do what is needed with commitment
and energy.
Management is getting it clear on paper first.
Management is a crucial step done at one’s desk,
applying the goal-action principle to every role,
drafting the role specification on paper, sharpening
it, refining the business processes so the role is tight-
ly and smoothly integrated into the whole organiza-
tion. It is thinking out what the team needs to do to
enable the greatest chance of greatest success. (For
a full discussion applying the goal-action principle
in organizations see Newsletters 3, 4, 6, 7, 9, 11, 14
and 15.)
Leadership is guiding people to act out that
which they agree to on paper.
There is an important step between ‘definitely’
management and ‘definitely’ leadership, namely
having people agree that the role specification,
represents the greatest chance of greatest success in
the role. I prefer to see it as the last step on manage-
ment, where people asked to apply the intellect,
their experience and answer the question: If a per-
son acts out with commitment the ideal actions in
the role specification, would they achieve the re-
sults stated? There is no commitment, no emotion,
merely judgement. Hence management.
Leadership task 1: Keeping the game plan top of
mind.
The role specification is agreed, the person memo-
rizes it and adapts it to their personal skills and
style. It must be located on a frame which is how
the person ‘see’ their delivery of role, then and only
then will it act as the game plan orientating the
person to what they need to do each day at work. A
key leadership task to ensure the game plan is kept
top of mind.
Leadership task 2: Build intrinsic motivation.
Intrinsic motivation is the energy the person brings
to their personal work success. This is managed by
exploring with people their engagement and com-
mitment to their own work life success. (For a full
discussion on motivation see Newsletters 5, 8, 10,
11, 14.)
Leadership task 3: Build external motivation.
External motivation is the influence of the team
leader and the team on the energy the person ap-
plies to their work.
The first and crucial way to add positive emotional
energy to the game plan is to ensure the person is
having fun while acting out the game plan.
Having fun then supported by ensuring the
person is aware of the importance of their contribu-
tion, that they are doing a good job, and are an im-
portant part of team success.
People act upon the ideas they apply to ‘see’ any situation, the intensity of
that action determined by their emotions associated with those ideas.
Every person striving for perfect game plans perfectly delivered
Newsletter #18
Redefining leadership
Newsletter topics
1. Seeking new thinking.
2. How to double profits.
3. Goal—action.
4. Linking staff action to
strategy.
5. Human performance
driving results.
6. HR as rollout of strate-
gy.
7. Behavioral structure of
the organization.
8. Understanding human
psychology.
9. Linking people to be-
havioral structure.
10. Perfect human perfor-
mance.
11. Performance manage-
ment moving actual
toward perfect perfor-
mance.
12. Built in flexibility.
13. A scientifically proven
balanced solution to
human performance
as a driver of results.
14. Redefining engage-
ment.
15. Culture.
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
ment.
20. Why has it not been
done before?
21. Stop. Reflect. Chose
and improve.
22. Why can’t we do it
ourselves?
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
ready’ Executive.
26. Understanding human
motivation.
27. Building and imple-
menting an integrated
motivation policy.
28. Human capital.
29. Finding and develop-
ing talent.
30. Choosing better ideas.
Reading these newsletters you will gain
new insight into how to manage the link
between people and your organization so
that both benefit by increased results,
greater success, increased profits, more
fulfilling work, and greater satisfaction.
Contact: info@opdcoach.com to meet and explore how this system will lift results in your business.
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