From Internalconsistency.com, these slides from a webinar highlight how employee recognition empowers employees to perform while management by exception only reinforces compliance. Motivate employees with frequent recognition to create a culture of engagement.
Bret L. Simmons gave a presentation on leadership progress at Grace Church Reno. He discussed priorities, fundamentals of behavior and motivation at work, and principles of leading others toward meaningful progress. Specifically, he emphasized that daily events can significantly impact employees' inner work life and motivation. Leaders should focus on supporting progress through goal setting, autonomy, resources, and emotional support to foster positive inner work lives. Finally, Simmons discussed the importance of interdependent relationships and shared organizational purpose to effective leadership.
Organizational Behavior - “All organisations would benefit from hiring the sm...Vinita Prasad
The document discusses Microsoft's philosophy of prioritizing intelligence in hiring and how this has benefited the company. It emphasizes that the smartest people are able to solve problems in innovative ways and have greater diversity of thought. However, it also notes that while intelligence is important, other qualities like work ethic and being a team player are also critical. The document then discusses examples of when highly intelligent employees can be problematic if they are heretics who try to undermine the company, are unreliable "flakes", or are disruptive "jerks". It argues that while you may tolerate these issues in exceptionally valuable employees, most companies can only handle a few such people at most.
A quick look at people issues, when leading organizational change. The basics can be overlooked in complex situations. Prepared as part of the ILM Level 7 Strategic Leadership course.
This document discusses appreciative leadership and positive change. It provides an overview of appreciative inquiry (AI) as a process for leading organizations. The key points discussed are:
1. AI focuses on an organization's strengths and what works well rather than deficiencies.
2. Successful AI initiatives involve active participation from all levels and a focus on helping people.
3. Appreciative leadership mobilizes an organization's creative potential and turns it into positive power to make a difference.
Human Factors in Project Management Session 4 motivation issue 1Ian Cammack
This document discusses various theories of motivation including:
1. Maslow's hierarchy of needs which describes human needs from basic physiological needs to self-actualization.
2. Herzberg's two-factor theory which separates motivators like achievement and recognition from hygiene factors.
3. McClelland's theory on achievement, power, and affiliation needs.
4. Expectancy, equity, goal-setting, and reinforcement theories of motivation.
The document discusses various topics related to performance and personal development. It emphasizes that an organization exists for a purpose of performance, defined as outcomes deemed valuable by customers. Performance results from thousands of tiny decisions made each day. It also discusses key aspects like assumptions, discipline, culture, decisions, relationships and accountability. The document stresses on concepts like synchronizing efforts, identifying weakest links, embracing failures as learning opportunities, and continually revisiting assumptions to adapt to changes. Overall, it provides guidance on driving performance through focusing on purpose, decision-making, culture, accountability and continuous learning.
1) The document summarizes the key points of "The Progress Principle" by Bret L. Simmons which argues that small, daily events like minor wins or setbacks can significantly influence employee motivation and performance.
2) It explains that positive inner work life is created when employees perceive that their work supports progress, their goals are clear, and they feel respected. Negative inner work life stems from lack of progress, unclear goals, and feeling disrespected.
3) The author provides recommendations for managers to focus on facilitating daily progress for employees through clear goals, resources, learning from mistakes, and considering employees' well-being and ideas. Regular check-ins and focusing on progress over tasks can boost positive inner
Bret L. Simmons gave a presentation on leadership progress at Grace Church Reno. He discussed priorities, fundamentals of behavior and motivation at work, and principles of leading others toward meaningful progress. Specifically, he emphasized that daily events can significantly impact employees' inner work life and motivation. Leaders should focus on supporting progress through goal setting, autonomy, resources, and emotional support to foster positive inner work lives. Finally, Simmons discussed the importance of interdependent relationships and shared organizational purpose to effective leadership.
Organizational Behavior - “All organisations would benefit from hiring the sm...Vinita Prasad
The document discusses Microsoft's philosophy of prioritizing intelligence in hiring and how this has benefited the company. It emphasizes that the smartest people are able to solve problems in innovative ways and have greater diversity of thought. However, it also notes that while intelligence is important, other qualities like work ethic and being a team player are also critical. The document then discusses examples of when highly intelligent employees can be problematic if they are heretics who try to undermine the company, are unreliable "flakes", or are disruptive "jerks". It argues that while you may tolerate these issues in exceptionally valuable employees, most companies can only handle a few such people at most.
A quick look at people issues, when leading organizational change. The basics can be overlooked in complex situations. Prepared as part of the ILM Level 7 Strategic Leadership course.
This document discusses appreciative leadership and positive change. It provides an overview of appreciative inquiry (AI) as a process for leading organizations. The key points discussed are:
1. AI focuses on an organization's strengths and what works well rather than deficiencies.
2. Successful AI initiatives involve active participation from all levels and a focus on helping people.
3. Appreciative leadership mobilizes an organization's creative potential and turns it into positive power to make a difference.
Human Factors in Project Management Session 4 motivation issue 1Ian Cammack
This document discusses various theories of motivation including:
1. Maslow's hierarchy of needs which describes human needs from basic physiological needs to self-actualization.
2. Herzberg's two-factor theory which separates motivators like achievement and recognition from hygiene factors.
3. McClelland's theory on achievement, power, and affiliation needs.
4. Expectancy, equity, goal-setting, and reinforcement theories of motivation.
The document discusses various topics related to performance and personal development. It emphasizes that an organization exists for a purpose of performance, defined as outcomes deemed valuable by customers. Performance results from thousands of tiny decisions made each day. It also discusses key aspects like assumptions, discipline, culture, decisions, relationships and accountability. The document stresses on concepts like synchronizing efforts, identifying weakest links, embracing failures as learning opportunities, and continually revisiting assumptions to adapt to changes. Overall, it provides guidance on driving performance through focusing on purpose, decision-making, culture, accountability and continuous learning.
1) The document summarizes the key points of "The Progress Principle" by Bret L. Simmons which argues that small, daily events like minor wins or setbacks can significantly influence employee motivation and performance.
2) It explains that positive inner work life is created when employees perceive that their work supports progress, their goals are clear, and they feel respected. Negative inner work life stems from lack of progress, unclear goals, and feeling disrespected.
3) The author provides recommendations for managers to focus on facilitating daily progress for employees through clear goals, resources, learning from mistakes, and considering employees' well-being and ideas. Regular check-ins and focusing on progress over tasks can boost positive inner
1. The document discusses the "Progress Principle" which is that people perform better at work when they are happy, have positive views of their organization and work, and are motivated by the work itself rather than external factors.
2. It explains that daily work events, both positive and negative, influence employees' inner work life including their perceptions, emotions, and motivation, which impacts individual performance.
3. The key is focusing on daily progress in meaningful work, supporting employees through catalysts and nourishment, and leaders taking responsibility for their direct reports' inner work lives.
Disc Debrief - Jenny Dorsey add on of Justine Wwang - 2012redeemindy
The document discusses the DiSC profile system, which examines individual behavior in different environments. It identifies four types - Dominance, Influence, Steadiness, and Conscientiousness - that describe how people relate to control/power, social situations, patience/thoughtfulness, and structure/organization. The document provides descriptions of each type and how they may approach leadership, recruitment, and tasks. It emphasizes that no single style is better and encourages appreciating differences and letting God control one's personality.
Organizational change and culture can be summarized in 3 sentences:
1) Managing change, adapting to new technologies, structures, tasks, and people dynamics is crucial for organizational success.
2) Effective change requires addressing resistance through models like Lewin's that unfreeze, move to a new status quo, and refreeze; and involving employees in the planning and implementation.
3) An organization's culture, defined by shared values and assumptions, informs its climate, which is employees' perceptions; organizational development techniques can be used to change culture or climate to improve performance.
This document discusses strategies for leading organizational change successfully. It explains that change is needed to adapt to internal and external environmental changes. Resistance to change often stems from threats to self-interest, lack of conviction in the need for change, or distrust in leadership. To overcome resistance, leaders must communicate the need for change, empower people to implement it, and anticipate adjustments. Transformational leadership that communicates a vision of the future and collective buy-in is most effective for change. Leaders should assess all impacts of changes and institutionalize new initiatives.
Appreciative Inquiry (AI) is an approach to organizational change and development that focuses on identifying what is working well and leveraging those strengths, rather than focusing on problems. It was developed by David Cooperrider in the 1980s. The AI process involves 4 phases - Discovery, Dream, Design, and Destiny - to foster positive change. Through collaborative inquiry using carefully crafted affirmative questions, AI seeks to understand an organization's capabilities and potentials to envision a better future. It aims to shift dialogue from problem-focused to possibility-focused. A case study showed AI improved communication and collaboration among rural school district stakeholders by building trust and empowering participants.
This document proposes implementing a positive psychology development program within an organization to improve creativity, productivity, motivation, and well-being. It discusses leveraging constructs like psychological capital, critical thinking, and self-affirmation. Research shows these tools can increase employee performance and satisfaction by shifting perceptions and thought processes. The proposed program would establish baselines, provide training, measure results, and implement initiatives to sustain gains. Overall, focusing on positive psychology can benefit both individuals and organizations.
Leadership in a Dynamic Information AgeLeena Guptha
The document discusses various leadership styles and qualities. It defines a leader as someone who leads with a vision, influences others to adopt a shared mission in an inspiring way to achieve goals. Effective leaders have qualities of both managers and souls - they are rational problem solvers who can also be visionary, passionate, and inspire change through personal power rather than just position power. The document then examines different leadership approaches and characteristics that effective leaders possess.
This document contains slides from a presentation on change leadership and change management. It discusses barriers to effective change, characteristics of effective change leaders, positioning change management and leadership, stakeholder analysis, change team roles, and change personas. Key points emphasized include the importance of leadership, clear vision and communication, addressing resistance, and engaging stakeholders in the change process. Soft skills like culture change and mindsets are identified as larger barriers than technical "hard skills".
Slides from the Peer Academy class on Appreciative Inquiry hosted by Max Hardy. All rights are reserved by Max Hardy as the creator of this presentation.
This document discusses three levels of workplace behavior: values, risk orientation, and preferences. Values are fundamental beliefs that guide behavior and are difficult to observe directly. Risk orientation refers to whether one focuses more on opportunities or obstacles. Preferences are things one likes or dislikes doing at work, which guide behavior but are not as deeply held as values. Understanding these three levels can help managers promote harmony and productivity by better understanding what motivates different individuals.
Human Factors in Project Management Session 6 leadership issue 1Ian Cammack
The document discusses various theories and definitions of leadership. It begins by differentiating leadership from management, noting leadership involves influencing others beyond routine directives. Several definitions of leadership are provided, focusing on directing group activities towards goals, articulating visions and values, and incremental influence. The document then discusses different theories of leadership, including heroic, charismatic, transformational, and situational approaches. It also addresses debates around whether leadership can be taught and explores characteristics of different leadership styles.
Effective application of change management increases the success rate of organizational changes to as high as 96%. In today’s fast-paced world, every organization can benefit from a better way to manage change.
Sustaining excellence through leadership in the new normalJed Concepcion
This document provides information about Jed Concepcion, including his educational background, professional experience, affiliations, and qualifications as a leader. It discusses his Bachelor's degree in Electrical and Computer Engineering from University of the East, Master's degree in Technology from TUP Manila, and ongoing MBA from AMA Online University. It also lists his various leadership roles in engineering, instruction, management, and as a Chief Solutions Officer. The document emphasizes the importance of leadership, providing attributes of effective leaders, and strategies for leadership in the new normal, which requires adaptability, effective communication, and empathy.
The document discusses how improvisational acting techniques can help healthcare leaders develop skills for leading in today's complex environment. It describes how improv promotes skills like flexibility, intuition, collaboration and quick decision making without extensive planning. Some key principles discussed are saying "yes and" to build on others' ideas, focusing on helping the team rather than any individual, and being fully present and responsive in the moment.
Low self-efficacy is when employees strongly believe they cannot perform their jobs or make meaningful contributions successfully. This can be caused by a lack of role clarity, variety in work, working under authoritarian leaders, reward systems that don't recognize good employees, and a lack of control over organizational changes. Empowerment is defined as any process that provides employees more autonomy through sharing relevant information and control over factors affecting job performance, such as job mastery, control, role models, encouragement, verbal feedback, and emotional support.
This document discusses leadership coaching and provides content on leadership, interpersonal communication, conflict management, and problem solving. It defines leadership as the ability to influence others with or without authority. It also describes five conflict handling modes: avoiding, accommodating, competing, collaborating, and compromising. Additionally, it discusses brainstorming as a problem solving technique and defines leadership coaching as a collaborative relationship between a leader and coach.
Great principals are instructional leaders who drive second-order change through building trust and developing a collaborative vision. They establish a leadership team to motivate staff and connect changes to shared beliefs and goals. Data is used to monitor student growth over time on an individual level, rather than just competitive scores. Principals treat everyone with dignity, develop cultural norms like trust and collaboration, and focus on improving teaching to best support all students.
This document discusses various techniques for managing problems in the workplace. It addresses the importance of employees understanding the company's vision and goals and how their work contributes. It also stresses that managers must create an environment where employees feel valued, supported, and not set up for failure. The document outlines common steps for problem solving, such as defining the problem, identifying solutions, and implementing a choice. It also provides tips for creative problem solving, including separating ideation from evaluation and using analogies to spark new ideas.
The document discusses employee empowerment, which is defined as sharing information, rewards, and power with employees so they can make decisions and solve problems to improve performance. It notes the need for empowerment is that response times are shorter and there is untapped potential in employees. An empowerment process includes determining skill levels, providing training, coaching, and delegating tasks as skills improve. Benefits include improved satisfaction, creativity, efficiency, and trust, while potential problems can include managers fearing loss of control and security issues from information sharing. Characteristics of empowered employees are self-determination, meaning, competence, and impact. In conclusion, empowering employees boosts confidence, loyalty and customer satisfaction.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
1. The document discusses the "Progress Principle" which is that people perform better at work when they are happy, have positive views of their organization and work, and are motivated by the work itself rather than external factors.
2. It explains that daily work events, both positive and negative, influence employees' inner work life including their perceptions, emotions, and motivation, which impacts individual performance.
3. The key is focusing on daily progress in meaningful work, supporting employees through catalysts and nourishment, and leaders taking responsibility for their direct reports' inner work lives.
Disc Debrief - Jenny Dorsey add on of Justine Wwang - 2012redeemindy
The document discusses the DiSC profile system, which examines individual behavior in different environments. It identifies four types - Dominance, Influence, Steadiness, and Conscientiousness - that describe how people relate to control/power, social situations, patience/thoughtfulness, and structure/organization. The document provides descriptions of each type and how they may approach leadership, recruitment, and tasks. It emphasizes that no single style is better and encourages appreciating differences and letting God control one's personality.
Organizational change and culture can be summarized in 3 sentences:
1) Managing change, adapting to new technologies, structures, tasks, and people dynamics is crucial for organizational success.
2) Effective change requires addressing resistance through models like Lewin's that unfreeze, move to a new status quo, and refreeze; and involving employees in the planning and implementation.
3) An organization's culture, defined by shared values and assumptions, informs its climate, which is employees' perceptions; organizational development techniques can be used to change culture or climate to improve performance.
This document discusses strategies for leading organizational change successfully. It explains that change is needed to adapt to internal and external environmental changes. Resistance to change often stems from threats to self-interest, lack of conviction in the need for change, or distrust in leadership. To overcome resistance, leaders must communicate the need for change, empower people to implement it, and anticipate adjustments. Transformational leadership that communicates a vision of the future and collective buy-in is most effective for change. Leaders should assess all impacts of changes and institutionalize new initiatives.
Appreciative Inquiry (AI) is an approach to organizational change and development that focuses on identifying what is working well and leveraging those strengths, rather than focusing on problems. It was developed by David Cooperrider in the 1980s. The AI process involves 4 phases - Discovery, Dream, Design, and Destiny - to foster positive change. Through collaborative inquiry using carefully crafted affirmative questions, AI seeks to understand an organization's capabilities and potentials to envision a better future. It aims to shift dialogue from problem-focused to possibility-focused. A case study showed AI improved communication and collaboration among rural school district stakeholders by building trust and empowering participants.
This document proposes implementing a positive psychology development program within an organization to improve creativity, productivity, motivation, and well-being. It discusses leveraging constructs like psychological capital, critical thinking, and self-affirmation. Research shows these tools can increase employee performance and satisfaction by shifting perceptions and thought processes. The proposed program would establish baselines, provide training, measure results, and implement initiatives to sustain gains. Overall, focusing on positive psychology can benefit both individuals and organizations.
Leadership in a Dynamic Information AgeLeena Guptha
The document discusses various leadership styles and qualities. It defines a leader as someone who leads with a vision, influences others to adopt a shared mission in an inspiring way to achieve goals. Effective leaders have qualities of both managers and souls - they are rational problem solvers who can also be visionary, passionate, and inspire change through personal power rather than just position power. The document then examines different leadership approaches and characteristics that effective leaders possess.
This document contains slides from a presentation on change leadership and change management. It discusses barriers to effective change, characteristics of effective change leaders, positioning change management and leadership, stakeholder analysis, change team roles, and change personas. Key points emphasized include the importance of leadership, clear vision and communication, addressing resistance, and engaging stakeholders in the change process. Soft skills like culture change and mindsets are identified as larger barriers than technical "hard skills".
Slides from the Peer Academy class on Appreciative Inquiry hosted by Max Hardy. All rights are reserved by Max Hardy as the creator of this presentation.
This document discusses three levels of workplace behavior: values, risk orientation, and preferences. Values are fundamental beliefs that guide behavior and are difficult to observe directly. Risk orientation refers to whether one focuses more on opportunities or obstacles. Preferences are things one likes or dislikes doing at work, which guide behavior but are not as deeply held as values. Understanding these three levels can help managers promote harmony and productivity by better understanding what motivates different individuals.
Human Factors in Project Management Session 6 leadership issue 1Ian Cammack
The document discusses various theories and definitions of leadership. It begins by differentiating leadership from management, noting leadership involves influencing others beyond routine directives. Several definitions of leadership are provided, focusing on directing group activities towards goals, articulating visions and values, and incremental influence. The document then discusses different theories of leadership, including heroic, charismatic, transformational, and situational approaches. It also addresses debates around whether leadership can be taught and explores characteristics of different leadership styles.
Effective application of change management increases the success rate of organizational changes to as high as 96%. In today’s fast-paced world, every organization can benefit from a better way to manage change.
Sustaining excellence through leadership in the new normalJed Concepcion
This document provides information about Jed Concepcion, including his educational background, professional experience, affiliations, and qualifications as a leader. It discusses his Bachelor's degree in Electrical and Computer Engineering from University of the East, Master's degree in Technology from TUP Manila, and ongoing MBA from AMA Online University. It also lists his various leadership roles in engineering, instruction, management, and as a Chief Solutions Officer. The document emphasizes the importance of leadership, providing attributes of effective leaders, and strategies for leadership in the new normal, which requires adaptability, effective communication, and empathy.
The document discusses how improvisational acting techniques can help healthcare leaders develop skills for leading in today's complex environment. It describes how improv promotes skills like flexibility, intuition, collaboration and quick decision making without extensive planning. Some key principles discussed are saying "yes and" to build on others' ideas, focusing on helping the team rather than any individual, and being fully present and responsive in the moment.
Low self-efficacy is when employees strongly believe they cannot perform their jobs or make meaningful contributions successfully. This can be caused by a lack of role clarity, variety in work, working under authoritarian leaders, reward systems that don't recognize good employees, and a lack of control over organizational changes. Empowerment is defined as any process that provides employees more autonomy through sharing relevant information and control over factors affecting job performance, such as job mastery, control, role models, encouragement, verbal feedback, and emotional support.
This document discusses leadership coaching and provides content on leadership, interpersonal communication, conflict management, and problem solving. It defines leadership as the ability to influence others with or without authority. It also describes five conflict handling modes: avoiding, accommodating, competing, collaborating, and compromising. Additionally, it discusses brainstorming as a problem solving technique and defines leadership coaching as a collaborative relationship between a leader and coach.
Great principals are instructional leaders who drive second-order change through building trust and developing a collaborative vision. They establish a leadership team to motivate staff and connect changes to shared beliefs and goals. Data is used to monitor student growth over time on an individual level, rather than just competitive scores. Principals treat everyone with dignity, develop cultural norms like trust and collaboration, and focus on improving teaching to best support all students.
This document discusses various techniques for managing problems in the workplace. It addresses the importance of employees understanding the company's vision and goals and how their work contributes. It also stresses that managers must create an environment where employees feel valued, supported, and not set up for failure. The document outlines common steps for problem solving, such as defining the problem, identifying solutions, and implementing a choice. It also provides tips for creative problem solving, including separating ideation from evaluation and using analogies to spark new ideas.
The document discusses employee empowerment, which is defined as sharing information, rewards, and power with employees so they can make decisions and solve problems to improve performance. It notes the need for empowerment is that response times are shorter and there is untapped potential in employees. An empowerment process includes determining skill levels, providing training, coaching, and delegating tasks as skills improve. Benefits include improved satisfaction, creativity, efficiency, and trust, while potential problems can include managers fearing loss of control and security issues from information sharing. Characteristics of empowered employees are self-determination, meaning, competence, and impact. In conclusion, empowering employees boosts confidence, loyalty and customer satisfaction.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
Modern production management tools discussed include JIT, Kanban, Kaizen, ISO, and Poka Yoke. JIT aims to minimize waste through just-in-time production that pulls materials as needed. Kanban uses visual signals like cards to control production flow. Kaizen focuses on continuous improvement. ISO standards help ensure quality. Poka Yoke uses mistake-proofing devices. Key aspects of each tool are outlined, such as how Kanban cards signal production needs and the benefits of ISO certification.
A quality circle is a group of regular employees who meet regularly to discuss workplace improvements and present ideas to management. Quality circles were first established in Japan in 1962 to promote participative and humanistic management, which values employee input and involvement in problem solving. The objectives of quality circles are to improve quality and productivity through developing employee problem solving skills, teamwork, motivation, and sense of responsibility. A quality circle is typically composed of 8-10 members from the same work area led by a member-selected leader.
Globalization has made it easier than ever to ignore where our clothes come from. The fashion industry has complex connections to many other fields, including manufacturing, advertising, production of raw materials, transportation and retailing. Begin to educate consumers about the importance of APPAREL STANDARDS.
Slides from D. Giard ArcReady presentation 11/25/08.
Examine the dynamic nature of large organizations
Control structures, interrelations between people
How architects, as technical leaders fit into these organizations.
This document discusses quality circles, which are small voluntary groups of employees that meet regularly to identify and solve work-related problems. It describes how quality circles originated in Japan after World War II to improve quality and productivity. The key aspects of quality circles discussed include their definition, characteristics, objectives, basic problem-solving techniques used, and the process of operation. Charts and diagrams are also included to illustrate factors that can lead to waste and how causes are determined.
The document summarizes a presentation given by Group 5 on the topic of Kaizen. It defines Kaizen as the Japanese philosophy of continuous improvement and outlines its key elements and methodology. It provides examples of how Toyota implemented Kaizen techniques to improve processes, reduce waste, and increase productivity, quality, and customer satisfaction. The main benefits realized from Kaizen include reduced waste, improved space utilization, quality, capital usage, and production capacity.
The document discusses employee empowerment. It defines empowerment as enabling employees to set work goals, make decisions, and solve problems within their areas of responsibility. Empowerment enhances employee beliefs that they meaningfully contribute to organizational success, gives them a feeling of competence and self-determination, and makes them believe they can impact important decisions. For empowerment to succeed, certain prerequisites are needed, like involvement, quick decision making, error tolerance, communication, and trust between managers and employees.
Quality circles originated in Japan as a way to improve quality and productivity by empowering employees. Quality circles involve small voluntary groups of 6-12 employees who meet regularly to identify and solve work-related problems using proven techniques. The objectives are to develop a problem-solving culture, improve teamwork and motivation, and enhance the skills of employees. For quality circles to be successful, management must support the philosophy of participatory decision-making and employees must receive proper training in the concepts and processes involved.
Kaizen is a Japanese philosophy that focuses on continuous incremental improvements involving all employees. It has 3 main principles: consider the process and results, evaluate the entire job process to find the best way, and approach it without blame to establish the best process. Kaizen events follow phases of selecting an event, planning, implementing, and follow up. It aims to reduce waste and improve productivity, quality, and employee satisfaction through small, ongoing changes.
This document summarizes a presentation on building a culture of motivation. It discusses:
1. The costs of disengaged employees to businesses in lost productivity.
2. The difference between motivation, which drives employees, and engagement, which is the extent employees are plugged into their work.
3. Actions and behaviors of motivated employees like giving 100% effort and being proactive.
4. Actions of engaged employees like using their talents daily and having emotional commitment.
5. Focusing on intrinsic rather than extrinsic motivators like autonomy, mastery, and purpose to better engage conceptual thinkers.
This document discusses various theories of motivation. It begins by defining key elements of motivation like intensity, direction, and persistence. It then outlines learning objectives related to understanding motivation in the workplace. Several early theories are described, including scientific management and the human relations model. Contemporary motivation theories covered include Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, and expectancy theory. The document provides examples of how these theories can be applied in organizational settings.
Organizational behavior is the study of how individuals and groups act within organizations. It examines topics like motivation, leadership, and communication. Some important early contributors to the field include F.W. Taylor with scientific management, Mary Parker Follett focusing on the human side of organizations, and the Hawthorne Studies which found the Hawthorne Effect. Personality refers to an individual's unique characteristics and traits. Factors like heredity, environment, and self-concept influence personality. Personality can be understood using dimensions like extraversion, agreeableness, conscientiousness, emotional stability, and openness. Locus of control, authoritarianism, Machiavellianism, and self-monitoring are
This document is an agenda for a presentation on HRD intervention in new venture creation through strategic HR approaches. The agenda includes: an introduction to the topic; discussing business and HR trends today such as collaborative cultures and measuring employee value; the strategic role of HR in becoming business leaders and driving change; a case study of an innovative organization with empowering HR practices; and publications and outcomes of HR research. The presentation aims to discuss how HR can take a strategic approach to support new venture creation.
This document provides an agenda for a presentation on HRD intervention in new venture creation through strategic HR approaches. The presentation covers topics such as the strategic role of HR, HR practices in innovative organizations, and a model for creating an empowered workforce. It also lists the speaker's publications and qualifications for giving the presentation. The goal is to discuss how HR can play a strategic leadership role in organizations through empowerment strategies and high performance work systems.
This document provides an agenda for a presentation on HRD intervention in new venture creation with a strategic approach. The presentation covers topics such as the current state of business and HR, the strategic role of HR, and an organization with innovative HR practices. It emphasizes that HR is a strategic asset and discusses how HR will evolve from strategic business partnership to strategic leadership. The presentation aims to provide a paradigm shift in thinking and introduces a strategic HR model with a focus on empowerment strategies and practices to create a high performance workforce.
Intrinsic motivation is key to sustainable behavior change. Extrinsic rewards can undermine intrinsic motivation and are ineffective for long-term change. True motivation comes from autonomy, mastery, and purpose. Sustainable change stems from discovering one's ideal self and assessing how to close the gap with one's real self. An individual's thoughts and values also play a central role in motivation and behavior. Organizations should foster constructive thinking to promote intrinsic motivation.
The document discusses theories of motivation and how rewards can be used to motivate employees. It examines content, process, and reinforcement theories of motivation and explores the connection between motivation and compensation. Key points include defining intrinsic and extrinsic motivation, discussing Maslow's hierarchy of needs and ERG theory, equity theory, expectancy theory, goal setting theory, and reinforcement theory. It also covers using rewards to shape behaviors and the debate around using behavior modification in organizations.
Directing is the managerial function of leading subordinates to achieve organizational objectives. It involves inspiring, communicating, and guiding employees. Effective directing requires making plans understood, motivating workers, maintaining discipline, and ensuring good results through on-time output, quality work, and cost control. Key elements of directing include leadership, communication, delegation, decision making, policies/procedures, supervision, coordination, motivation, staff development, and conflict management. Directing aims to get maximum performance from employees by understanding their nature and motivating them using various theories.
The document discusses strategies for effective performance appraisals and management. It outlines some of the common issues with traditional appraisal processes, such as them only occurring once per year, ratings being based on subjective manager opinions, and a lack of ongoing feedback and development. The document recommends moving towards a continuous performance management approach with explicit goals, ongoing feedback from managers and others, clear performance metrics, and employee involvement in the process. Other new approaches discussed include pass/fail systems, peer reviews, self-reviews, and 360-degree feedback.
1) The document discusses change management and setting a performing mindset to appreciate change. It outlines the objectives of the session as giving insight into the mindset and attitude required to appreciate change and deliver assigned mandates.
2) Key aspects of change management covered include defining organizational change, what change management is, the importance of leadership, and managing change at different levels like goals, systems, policies. Barriers to change are highlighted.
3) Elements of a high performing mindset discussed include desire, commitment, and taking responsibility. Communication strategies like the 5 C's and coaching to build employee commitment are also summarized.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
This document provides an overview of key concepts in organizational behavior, including a focus on individual and group behavior. It discusses the goals of organizational behavior as explaining, predicting, and influencing behavior in areas like employee productivity, absenteeism, turnover, job satisfaction, and workplace misbehavior. It also covers topics like attitudes and job performance, including the components of attitudes and the relationship between job satisfaction, productivity, absenteeism, turnover, customer satisfaction, organizational citizenship behavior, and workplace misbehavior. Additional sections discuss personality types, learning, perception, job involvement, organizational commitment, emotions, and managing generational differences and negative workplace behaviors.
This chapter introduces key concepts in management including:
- Organizations are social systems that allow people to achieve collective goals through coordinated activities. Managers play important roles in planning, organizing, leading, and controlling organizational activities.
- Managers derive their authority from their position in the organizational hierarchy and are responsible for setting objectives, allocating resources, and ensuring performance is monitored.
- Management functions include planning future activities, organizing work, leading and motivating employees, and controlling performance. Effective management is needed to coordinate work and resolve conflicts that arise.
- Managers exercise different types of power derived from their position, expertise, or relationships. Leadership styles range from transactional to transformational. Managing change requires
The document provides an overview of a webinar about leadership stress. It discusses how stress can impact leaders and organizations. It aims to help participants understand the effects of stress on leader performance, evaluate stress levels in leaders, and set actions to reduce destructive stress. The webinar covers measuring and managing stress levels using assessments and predictive models. It also discusses individual and team analysis to avoid stress.
This document provides an outline for learning about motivating employees. It discusses early theories of motivation from Maslow, McGregor, and Herzberg. Contemporary theories covered include job characteristics model, equity theory, and expectancy theory. Current issues in motivation are also examined, such as challenges in motivating diverse groups like men/women, professionals, unionized workers, and low-skilled employees. The document emphasizes applying motivation theories in practice by recognizing individual differences, matching people to jobs, using recognition programs, ensuring equity, and setting goals.
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If you or your organization is questioning the value of conducting performance reviews, consider measuring and tracking employee recognition with Point to Performance.
Designed with simplicity in mind, this online platform gives voice to employees and managers on what's going right in the organization.
Contact us for a free online demonstration!
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Visit InternalConsistency.com or our peer recognition system PointToPerformance.com.
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Recognition that fuels empowerment by @I_Consistency
1. Recognition That Fuels
Empowerment
How Employee Recognition Reinforces
Performance & Creates Motivation
July 30, 2012
By Josh Kuehler
Internal Consistency, Inc.
www.InternalConsistency.com
1
2. Objective
To lay out a synthesized argument that
supports employee recognition as a
performance management model – one that
yields higher performance while creating a
positive work environment.
2
3. Approach
• Organizational Psychology perspective
– Organizational behavior
– Systems approach
• Scholar-Practitioner=Applying research
• Stats joke: In God we trust, all else must bring
data.
3
5. Empowerment vs. Engagement
• Engaged workforce
– Discretionary effort
– Emotional commitment to organization
• Empowered individuals
– Freedom to choose
– Effort is reinforced
Recognition Empowerment Engagement
5
6. Do You Really Want
Empowerment?
• “You are now empowered- act
accordingly” and then nothing
happens
– Mgmt concludes “these people really
just want someone to tell them what
to do”
• Barrier to empowerment: When
managing others, the
reinforcement of control systems
– Sends the message “we really
don’t trust people”.
6
7. Harnessing Empowerment
Sharing power with a view toward enhancing
employee motivation and investment in their
work.
(Zhang & Bartol, 2010)
7
9. Meaningfulness
• Feeling that one’s work is personally
important.
– Help employees understand the importance of his/her
contribution to the organization1
• Role of Recognition:
– Highlighting the contribution
– Reinforce and emphasize meaning
1. (Zhang & Bartol, 2010)
9
10. Impact
• Represents the degree to which one views
one’s behaviors as making a difference in
work outcomes1
– Opposite of learned helplessness
• Role of Recognition:
– Acknowledgement of the person’s role in determining
outcomes
1. (Zhang & Bartol, 2010)
10
11. Autonomy
• Participation in decision making gives employees a
feeling of greater control over immediate work
situation and enhanced sense that his or her own
behaviors can make a difference in work results. 1
• Opposite of autonomy is supervision, a hygiene
factor.
• Role of Recognition:
– Highlights the person’s decision-making ability.
1. (Zhang & Bartol, 2010)
11
12. Competence
• Self-efficacy, or belief in one’s ability to
successfully perform tasks.1
– Managers can express confidence in competence in high
performance.
• Congruent with Achievement; a motivator
• Role of Recognition:
– Fulfilling self-efficacy. Reinforcing the belief.
1. (Zhang & Bartol, 2010)
12
13. What Lies Underneath
• True term is Psychological Empowerment.
• While the term is performance management,
it really should be called behavior
management.
– We forget that people are people and behave
(react) to events.
• The events in our environment shape us.
13
15. Performance Mgmt Outcomes
• MBE and controlling techniques will get you
compliance.
– Rewarding following the rules
– Reduced risk taking
• Recognition techniques will get you drive.
– Directly rewarding discretionary effort
– Creates safe environment to explore alternatives
15
16. So how does recognition really
affect a person?
16
18. Herzberg’s Model
Hygiene: Lead to Motivator: Lead to
dissatisfaction satisfaction
• Company policy • Achievement
• Supervision • Recognition
• Relationship w/ supervisor • Work itself
• Work conditions • Responsibility
Tame these factors Flame these factors
18
22. Self-Fulfilling Prophecy
• Going toward what we want
– Competence
• If you don’t know where you are going, you’ll
end up somewhere else” – Yogi Berra
22
26. Role of Recognition
• Mgr recognition is a booster shot
– 77% to 91% when high favorable opinion
– 33% to 52% when low favorable opinion
(Towers Perrin, 2010)
26
27. So how can we make giving
recognition easier?
27
28. Meaningful Recognition
• ARC:
– Action: Here is what was done (behavior)
– Result: Here is what happened because
– Consequence: Here is why that is important
28
32. Reinforcing Performance
• If they receive no support or no
reinforcement, the empowerment cycle
breaks and employees feel misled.
• When system reinforce individual
empowerment, the process can be
regenerative and dynamic
32
33. Small Shifts, Consistently
Best Buy has already had success in connecting
improved employee-engagement scores to
store performance: it found that for every
10th of a point it boosted the former, its
stores saw a $100,000 increase in operating
income.” — CFO Magazine, June 1, 2007
33
34. Characteristics of Empowered
Employee
• Have sense of self-determination (autonomy)
– free to choose how to do their work; not micromanaged
• Have a sense of meaning
– feel their work is important to them; they care about what
they are doing
• Have a sense of competence
– Confident about their ability to do their work well
• Have a sense of impact
– Believe they have influence on their work unit; others
listen to their ideas
34
35. Conclusion
• Going toward what you want is more effective
than going away from what you don’t want
• “Ascension” approach
• External motivation is short term
• Recognition calls attention to competence
• Consistently applied will transform
environment into encouragement & support
35
36. Resources
•Gallup, Inc. (2010). Employee engagement: What‘s your engagement ratio
•Goldsmith, M. (2007). Do you have any suggestions to help me do a better job of
providing positive recognition?, Harvard Business Review.
http://blogs.hbr.org/goldsmith/2007/09/how_do_i_provide_meaningful_re_1.html
•Herzberg, F. (1987). One more time: How do you motivate employees, Harvard
Business Review, 5- 16.
•Towers Perrin. (2010). Turbocharging employee engagement: The power of
recognition from managers. Part 1- the engagement engine.
•Zhang, X., and Bartol, K. (2010). Linking empowering leadership and employee
creativity: The influence of psychological empowerment, intrinsic motivation, and
creative process engagement. Academy of Management Journal, 53, 107-128.
36
Our intention today is to give you a well laid out story that makes the argument for employee recogntion as a performance management model. We’ll show that this model of recognition incorporates the drivers of motivation and make the case that performance is consistently higher with recognition.
Here’s the approach we take at internal Consistency. Behavior is the focus and we realize that behavior doesn’t happen in a vaccuum but instead is a reaction to the surrounding environment. Lastly, we buy into data driven decisions, so we’ll provide research and data to back up our claims.
Here is what we’ll cover today. We’ll better understand what employee empowerment is, How motivation fits into the picture and then give you some tools to make giving recognition easier to promote empowerment.
Here is a quick description between empowerment and engagement. A common definition of engagement is “discretionary effort”. Discretion means the freedom to choose. And effort must be reinforced if it is desired. And so we see a chain of events. Recognizing effort leads to the choice to continue such efforts resulting in an engaging workforce
Part of having empowered employees is giving them power to take action and make a difference. Here we see Peter Parker realizing the power he has as his alter ego Spiderman. So let’s learn about what makes up Empowerment…
There are 4 components to an empowered employee. We will discuss each of these components and show how employee recognition highlights each.
Meaningfulness is the “Why am I doing this?” For those managers overseeing Gen Y employees, this is even more important to highlight. How is this work important Recognition is a response to the previous quesiton. Recognition let’s the employee know that their work IS important. If the work is important to the boss, and attention is given to the work, then it carries more meaning for the employee.
Having an impact in one’s job is a sense of progress. This is really the opposite of learned helplessness. Recognizing employee’s outcomes or effort shows that their effort did make an impact… on you, the manager. The presense of recognition is a demonstration of impact. You can show demonstrated impact, by offering recognition.
Autonomy is allowing the freedom to make decisions on how to conduct work. Again, with Gen Y employees, they’ll want to decide HOW to do the work and how to get it done. You can see that the opposite is supervision, which we’ll discuss later as it relates to motivation. Recognition indirectly speaks to the person’s ability to decide how to carry out the work. Recognition shows that you as a manager have confidence in the way the employee does his/her work. And speaking of confidence in work…
The final part of Empowerment is Competence. This is likened to Self-Efficacy, which is the “I can do this” aspect to one’s work. Recognition helps to reinforce the belief. It provides support for performing.
As I mentioned before, we apply an organizational psychology approach and what we are really talking about is called Psychological Empowerment. This means that you, as a leader, can take steps to provide mental support for performance. Another distinction to make is what we call performance management. That term sounds impersonal. We should be looking at behavior that leads to performance. Afterall, we are working with people and our surroundings have a huge influence on our behavior. For this discussion, I’m going to compare two types of environments to demonstrate how they affect use differently.
Let’s compare Management by Exception and continuous recognition. Now this graph is just an example using fake data. The blue line represents what MBE might look like. Something breaks or goes off the rails and then returns to normal. The green line, highlights successes and effort, which is then reinforce and replicated again, and again.
MBE= compliance, by the book, because if you risk something and it doesn’t work right the very first time, negative consequenses happen Meanwhile Recognition acknowledges that effort was taken to take the risk, and even if it didn’t work the first time, the effort was desired.
Frederick Herzberg studied factors that lead to both satisfaction and factors that lead to dissatisfaction at work. He found these 2 factors. Hygiene factors such as Supervision lead to employee dissatisfaction, while recognition and achievement lead to employee satisfaction. Here, let’s take a look at the results
Going to the left indicates dissatisfaction and bars going to the right indicate satisfaction. You can see that Achievement and Recognition are the strongest motivators, while policies and supervision (which inhibit autonomy) lead to dissatisfaction. Thse are external factors reated to motivation; now lets look directly at what motivation is..
Motivation can come from outside or from within. On the left, we see the too frequently used carrot and stick and on the right we see Daniel Pink, Author of Drive, a great book on what motivates employees. Managers and leaders should steer away from carrots and sticks and incorporate instinsic motivators. Let’s look at some data
Here are theresults from a Towers Watson study looking at the types of incentives and the effectivness of each. Most common: cash based bonuses. Meanwhile there are three other incentives that are more effective. And they point to intrinsic motivation. A secondary benefit is that the more effective incentives don’t cost the company any financial resources, which is important in this unstable economy. Here’s another reason why recognition is better than MBE
Recall that competence or self-efficacy empowers employees. That’s because it hits on the “I Can”. Leaders can use recognition to create a self-fulfilling prophecy by Going toward what you do want instead of away from what you don’t want. And the quote by Yogi Berra has never been more true
I’d like to tell a quick story about going toward what we want. The story goes like this. Officials in Kansas noticed that many people driving across I-70 in the winter would spin out and crash into the powerline poles. I-70 in Kansas is long, flat, and straight, so how could this be? Well as people were spinning out of control, they would notice the poles, not wanting to hit them, focused their attention on the poles, and end up running into them. So, Let’s move toward what we do want. Not away from what we don’t want. This is fairly similar to…
Romanticizing the “overcoming all odds” stories. The movie Rudy is another great story, but shouldn’t be a model for performance at work. Instead we should take the research from Martin Seligman and apply our strengths. Applying our strenghts at work and in our personal lives has demonstrated a strong link to happpiness and satisfaction. Let’s look at some data about strengths
Gallup asked employees about the covnersations they had with their managers, And they looked at how these conversations differed by the levels of engagement. Employees who felt ignored were 40X more likelty to be actively dis