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SmartDraw Samples
Fred Nickolsfred@nickols.us
Copyright Fred Nickols 2010
Major Motivational Theories
Copyright Fred Nickols 2010
Three NeedsTheory
DavidMcClelland
Goal SettingTheory
GeorgeOdiorne
ExpectancyTheory
VictorVroom
MajorTheories
ofMotivation
EquityTheory
JohnAdams
Two FactorTheory
FrederickHerzberg
Hierarchy ofNeeds
AbrahamMaslow
People aremotivated whenthey expect their
effort will succeedin producing a
particular outcomeand that outcomehas value for the
person.
People aremotivated when
they participate insetting challenging
goals forthemselves,
understand theirrole in achievingthose goals, andprogress can be
determined.
People have threebasic needs: (1)
achievement(nAch), (2)
affiliation ( nAff) &(3) power ( nPow).
A sense ofachievement is
particularlyimportant in the
workplace.
People aremotivated by five
levels of needs: (1)physical, (2) safety,
(3) social, (4)esteem and (5)
self-actualization.As lower levelneeds are met,those at higher
levels become moreimportant.
People aremotivated by
things likeachievement,recognition
meaningful work,responsibility and
growth. People aredissatisfied by
things like policies,especially "red
tape" and workingconditions.
People comparethemselves with
their peers to see ifthey are being
treated equitablyand adjust their
own effortsaccordingly.
Make certain thatall employees are
treated fairly.Address issues of
inequityimmediately.
Address employeemotivation and
dissatisfaction asseparate issues.
Redesign work andjobs to build in
motivation.
Ensure thatemployee's lowerlevel needs are
satisfied; provideopportunities to
meet higher levelneeds.
Set moderatelydifficult goals for
employees; providelots of concrete
feedback regardingachievement.
Establishmeasurableobjectives in
consultation withemployees; link
objectives to largercompany goals;provide regular
feedback.
Give employeesmany opportunitiesto succeed; amplyreward success;make clear thelinks betweenrewards and
success.
Advice toManagers
Advice toManagers
TheorySummary
TheorySummary
Name &Creator
Name &Creator
Change Acceptance Cycle
Copyright Fred Nickols 2010
TheChange
AcceptanceCycle
NewWays
LossesShock
DisbeliefDisorientation
DenialDismissal
Disconnect
FearAnger
Anxiety
SadnessDepressionPassiveness
JockeyingBargainingScrambling
HopeAcceptance
Commitment
The American Workforce
Composition of the American Workforce
Information
Services
Industry
Agriculture
Decades
1900 1910 1920 1930 1940 1950 1960 1970 1980
Perc
en
t
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
Copyright Fred Nickols 2010
The Mix of Work
Copyright Fred Nickols 2010
Can
ned
Rou
tin
es
Routine (Prefigured) Work Cra
f ted
Resp
on
ses
Non-Routine (Configured) Work
Measure of PerformanceCompliance Results
Focus of ControlWorker Work
Locus of ControlManagement Worker
Role of the WorkerInstrument Agent
P = f(I…E…)
HR ManagementPerformer
Training Performing Supporting
I EKnowledgeSkillsAttitudesCapacity
Clear expectationsTimely, accurate feedbackClear guides to performanceProperly designed processesProper tools & equipmentFinancial and non-financialincentivesEffective leadershipProper selectionAppropriate assignment
Drivers Drivers
Copyright Fred Nickols 2010
The Target ModelGoalState
PerceivedState
Actions Conditions
Target
© Fred Nickols 2010
Copyright Fred Nickols 2010
Three Forms of Strategy
Strategyin General
Choices &Commitments
Coursesof Action
Competitors&
Competition
CorporateStrategy
CompetitiveStrategy
The relationshipsbetween ends andmeans
BusinessesMarketsProductsServices
PorterCostDifferentiationFocus
Treacy & WiersemaOperational ExcellenceCustomer IntimacyProduct Leadership
Copyright Fred Nickols 2010
Strategy Is Execution
Execution
Strategy
Flawed
Sound
SoundFlawed
ã Fred Nickols 2009
Copyright Fred Nickols 2010
The Sustainable Organization
Copyright Fred Nickols 2010
OrganizationalBoundary
Functional Areas
OPS IT R&D Finance Legal HR Sales
Inputs Outputs
Transformation Processes
Transaction Processes
Suppliers
ProductsServicesInvoices
Information
NeedsOrders
PaymentsInformation
Investors/Lenders
Capital& Loans
Returns& Interest
Customers
NeedsOrders
PaymentsInformation
ProductsServicesInvoices
Information
Relevant Environments
FinancialPolitical TechnologicalSocial Scientific Physical
Alignment, Adaptation & Innovation Processes
Intelligence
IntelligenceChanges
Competitors
Executives
Rise and Renewal
Sta
rt U
p
Gro
wth
Su
ccess
Bu
reau
cra
cy
Ren
ew
al
Fit
& F
itness
Time
The Rise & Renewal of an Organization
Ren
ew
al (M
ayb
e)
Copyright Fred Nickols 2010
Solution Engineering
ConfigureA
Solution
IdentifyPoints of
Intervention
Analyzethe
Structure
SpecifyPoints of
Evaluation
MarshalSupport &Resources
Carry Outthe
Solution
Investigation
Intervention
Assess & Adjust
Copyright Fred Nickols 2010
Four Stages of Problem Solving
Making ItHappen
FiguringOut What to
Do
TakingStock
Organizingfor Action
The FourStages ofSolving aProblem
Copyright Fred Nickols 2010
The Decision Cycle
Copyright Fred Nickols 2010
TheDecision
Cycle
Recognize
Clarify
Devise
Assess
Align
Commit
Communicate
The Goals Grid
Copyright Fred Nickols 2010
Do We Have It?
Do We Want It?
No
Yes
Yes No
I
Achieve
II
Preserve
III
Avoid
IV
Eliminate
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