discussion leaders 6 & 7 (chapters 8 and 9) leading and motivating

Upload: maniqueabeyrat2469

Post on 02-Jun-2018

216 views

Category:

Documents


0 download

TRANSCRIPT

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    1/49

    Managing Knowledge

    Workers:Discussion Leaders 6 & 7

    by

    A. D. Amar, PhDProfessor, Seton Hall University

    South Orange, NJ 07079

    USA

    Leading and

    MotivatingKnowledge Workers

    Professor A. D. Amar, Ph.D.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    2/49

    No class in history has

    ever risen faster

    than_____. And no class

    in history has ever fallenfaster.

    Ans. Blue-collar

    worker

    (Drucker, 1994)

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    3/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    3

    Functional Leadership

    Everyone has to be a Leader in Knowledge

    Organization

    May be in one or some aspects

    Task characteristics in knowledge

    organizations require all employees to be

    leaders in some form. To be a leader should be a requisite skill of

    all knowledge employees.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    4/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    4

    Traditional Follower

    these principles or maxims are:absolute devotion to the career which one

    selects and to the interests of onessuperior officers

    From the letter of Edward Tuck establishingthe Amos Tuck School of Administration &

    Finance at Dartmouth College. (From a copperinscription mounted at the main lobby of theTuck School of Business)

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    5/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    5

    Traditional Leader

    Leadership highlights personage and the role ofthe leader.

    Always appears at the center stage of the groupsactivities and is the prime mover of all its

    workings. The leader gives identification to the group.

    All activities of the group are fully attributed toits leader.

    All credit and blame goes to the leader.

    All actions of the group are aimed at the leaderspersonal success.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    6/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    6

    Seven Steps in Traditional

    Leadership Process 1. Accumulation of Acquirable Leadership

    Traits. Leaders are expected to possess a number

    of physical, behavioral, and supervisory traits.Future leaders work to acquire them.

    2. Formation of a Vision for Organization:

    Each leader distinguishes oneself through the

    unique vision that one develops on the subject. Ifthe vision does not click, acceptance of the leader

    from his or her followers will not come.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    7/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    7

    Traditional Leadership Process

    3. Coalition Building. At this step, traditionalleaders manipulate the environment thatsurrounds the situation to generate a coalition insupport of their vision.

    4. Assembling of Means: To enable theirfollowers to realize their vision, leaders puttogether an essential organization consisting of

    people, logistics, infrastructure, and evenfinances, to be used as means necessary for theachievement of their vision.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    8/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    8

    Traditional Leadership Process

    5. Aggressive Implementation and

    Control: To keep all efforts focused on the

    goals that they had set, leaders regularlyengage in cheer-up activities, andruthlessly curb any differences that maycause distraction from the vision and the

    structure leading to its consummation. ,irrespective of the merit of the issues beingraised.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    9/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    9

    Traditional Leadership Process

    6. Development of Signi f icance of their

    Outcome: Leaders make sure that people with

    influence are convinced that outcomes from theirendeavors are significant.

    7. Commemoration of the Success:This

    involves leaders to have their version of their

    success, as they would like the cominggenerations to see it, entered into records during

    their leadership tenure.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    10/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    10

    Knowledge Organization

    Leadership Theme.

    leader power base shifts from the authoritative

    to the informal.

    power is not to be heavily based on any type

    of personal charisma.

    incognito leadershipa system of switchingleaders and followers.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    11/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    11

    Two Knowledge Organization

    Leadership Principles Principle 1: The " I -Did-it-On-My-Own"

    Syndrome: Knowledge organization

    leadership is conceived to have a dormantexistence. It should always be there, but it

    should not be visible.

    Act very much like a catalyst.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    12/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    12

    Knowledge Organization

    Leadership Principles Principle 2: Vir tual Leadership or Leading

    through Psychological Followship: The Self -

    Learning Principle. This is a principle oflearning on how to self-lead in a situation on

    hand. Accordingly, this leadership is modeled

    for self-learning or passive mentor ing.

    It works physically independent of the virtualleader.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    13/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    13

    Knowledge Organization

    Leadership Principles

    Principle 2: (Cont.) The Two-step procedure

    First, the follower gets as much information as possiblerelating to the case on which he or she needs leadershipand how, in similar circumstances, the virtual leader

    provided the leadership.Second, by concentration and meditation, the followerengages in a search for the leadership from the virtualleader for the specific situation he or she is facing byconnecting the virtual leaders known actions to a similar

    situation that he is facing.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    14/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    14

    Seven Steps in Knowledge

    Organization Leadership Process 1. Leadership Homeostasis

    A specific member assumes leadership of a

    specific function, or sub-function, suiting

    ones capabilities and the need of the

    situationleadership randomly switching

    from one member to another. Thus, theleadership in knowledge organization

    evolve from the resultant homeostasis.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    15/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    15

    Knowledge Organization

    Leadership Process 2. Principled Allegiance

    To bring organization to the fullest bloom

    and to allow all employees to use theircreativity in a synergy, it is important thatthey be freed of the yoke of loyalty to anyindividual or a group of managers.

    Loyalty to something more stable, likeprinciples.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    16/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    16

    Knowledge Organization

    Leadership Process 3. Lax Encumbrances

    There are two things that collectively serve as

    proxy approval to proceed for all actions of theseleaders:

    1) Their perception of the utility that theoutcome will provide for the incarnation of their

    vision drawn for the good of the organization;and,

    2) The confidence they have in their abilities tobring about the outcome.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    17/49

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    18/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    18

    Knowledge Organization

    Leadership Process 6. Apoli tical Behavior

    A knowledge organization leader should notdeliberately make decisions or act simply tocreate new followers or win confidence of his orher current followers.

    7. Environmental I nstrumentality.

    These organizations should manifest that their

    environment enables all knowledge workers intheir organizations in any capacity to turn it intothe right medium essential to function and beeffective as a leader.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    19/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    19

    Leaders Power-Base in

    Knowledge Organization 1. Uniqui ty Power

    The homeostasis in knowledge organization

    leadership will sharpen individual expertise tothe point of each one becoming uniquely

    qualified to lead the rest of the members in

    one areauniquity.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    20/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    20

    Power-Base in Knowledge

    Organization 2. Ethics Power

    A leader should be able to augment it

    through ones personal emphasis on ethicalbehaviorboth through precept and

    through practice.

    Leaders should be ethical for followers tobe ethical.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    21/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    21

    Power-Base in Knowledge

    Organization 3. Spir itual Power

    Leaders should tap into the spiritual power base for

    defining, establishing, and modeling humanrelationships in a work setting.

    There is a lack of enough research on how to harness

    this force for managing human conduct in

    organizations.

    It can be very effectively used in symbols, such as

    signs and images, and spirit, through confidence in

    faith, for building motivation in employees.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    22/49

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    23/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    23

    Developing Knowledge

    Organization Leadership 5. Ability to Proffer.

    Leaders ability to volunteervolunteer

    assistance to employees in a latent,subdued way, with the goal to not let them

    know that they needed or were given

    assistance.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    24/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    24

    Developing Knowledge

    Organization Leadership6. Shared Pleasure.

    The amount of force leaders will use against

    their led will get from them the same amountof opposition force.

    The relationship has to be exciting to both of

    them.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    25/49

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    26/49

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    27/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    27

    RewardsAPosteriori

    Assumptions of rewards aposteriori.

    (a) the same set of conditions for whichrewarded behavior was the appropriate behavior willcontinue to occur in the future.

    (b) appropriate behavior under these sameconditions will still be the behavior that wasreinforced through the reward.

    (c) employees perfectly, positively correlate

    reflection of the same behavior with occurrence of thesame reward in the future.

    (d) at their will, employees will actually be ableto reflect that behavior in the future.

    Rewards A Priori

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    28/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    28

    Rewards A Priori

    To Charge the Psyche of

    Knowledge Workers Administered in anticipation of the

    outcomeapriorito the reflection of a

    desired behavior. Apriorirewards willpullknowledge

    employees towards appropriate behavior.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    29/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    29

    Rewards A

    Priori

    Apriorirewards are likely to work at thesubconscious level and make the employeeexhibit the best behavior one possibly can give.

    It switches rewards from being manipulative tothe one that conveys the employers commitmentto the employee reflecting desired behavior.

    Examples: investiture, inauguration, invocation,initiation, induction, etc.

    Stock options, Sign-up bonus, relocations purses

    A strenuous recruitment process

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    30/49

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    31/49

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    32/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    32

    Sociological Rewards

    Physiology, sociology, and psychology areinterdependent and play an important role in successfulhuman functioning at work.

    It is instinctive in people to want to be loved, liked, andadmired. They seek such opportunities that will help themachieve these.

    People seek appreciationespecially publicappreciationfor work well done.

    Examples: Reward of Affiliation

    Recognition Reward

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    33/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    33

    Money and Motivation

    The Hygiene Factor

    The innovator Factor

    Connect money with performance

    Payment to motivate

    Time-based payment and anti-motivation

    Transparency and equity

    Perceptionsinputs, outcomes, outputs

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    34/49

    The Process that willAssure Productive

    Motivated Knowledge

    Workers

    How to do it?

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    35/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    35

    Three Elements of the Formula to

    Turn Knowledge Job into a

    Privilege (Amar, 2002)1. An Assignment that Builds Confidencein Them

    Power Is with You Syndrome

    Give Them Pride Coming Into the Job

    2. An Organization to Put Them In-Control

    Provide Superb Means to Function

    Supportive Systems

    Decision-making Tools

    3. A Management that Charges Their Psyche

    Provides Inexhaustible Motivators

    Maintains High Morale

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    36/49

    Element 1

    Build Confidence Upto the Job

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    37/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    37

    While Recruiting Set the

    Knowledge Work Standards High High Job Specifications

    You will not get knowledge workers better than yourjob specifications.

    Your job standards set the limit on the applicant pool. Convey Unrealistic Expectations

    Dont limit the job scope based on your imagination.

    Build in excitement in the job to keep their mindsmotivated.

    Expect high performance to follow.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    38/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    38

    Set Job Specifications High

    Job Requirements Set the Ambition Level

    Their goals will be set by your ambitions.

    Have an Extremely Selective ProcessSet the bar too high.

    Make the entry tough.

    Imply a sense of security in the job.

    Those who get in should be made to feelspecial.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    39/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    39

    Sow Motivation at the Entry

    The Knowledge Worker Search Process Widely Publicized

    All directly or indirectly connected to the process should be able toget into the excitementthe Selected, the Rejected, and the

    Sideliners. Make Recruitment an Event

    Once or twice a year

    On set, publicly known dates

    Long, arduous Make the selection process long

    Anticipation Keep applicants informed

    Dont have quick start Set the starting date into the future.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    40/49

    Element 2

    ExcitingCommencement

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    41/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    41

    Make the Commencement a

    Reward In Itself Dramatic Entrance

    Start of the job should be a cherished event.

    Wider Exposure

    Formal Ceremony Inauguration

    Initiation

    Invocation

    Induction

    Reward Upfront Reward for making through the process.

    Monetary rewards would be better motivator here.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    42/49

    12/18/2014 Managing Knowledge Workers by Amar 2004 by A. D. Amar. All rights reserved.

    42

    Free Rein

    Decision-making

    Let them make all their decisionstechnical and

    administrativeright or wrong.

    Consensus decisions

    Positive-Positive Decision Making (See Amar, A. D. (2002).ManagingKnowledge Workers: Unleashing Innovation and Productivity. Westport, CT: Quorum Books. )

    Make sure that they have a sense that they docontrol their rewards and can adjust them up or

    down as they please.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    43/49

    Charging the Psyche

    Element 3

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    44/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    44

    Reinvent the Rewards

    Design Rewards for the Psyche

    Assume No Generality Across Individuals, Situations,or Times.

    Integrate Physiology, Sociology, and Psychology intotheir rewards.

    Let Rewards Cover an Extended Time Span Concurrent Rewards

    Regular and expected rewards

    Should preferably be low

    A' Priori Rewards

    Rewards given before undertaking the assignment A' Posteriori Rewards

    Rewards given after completion of the assignment

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    45/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    45

    Rewards for the Psyche

    Sample Rewards for the Psyche

    Work Reward

    The most potent rewardChallenge Reward

    Free Rein Reward

    Sociology Reward

    Monetary Reward Money has to be paid. But dont expect it to surely motivate the

    mind. As a rule, more money one has less would one be motivatedby money.

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    46/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    46

    Assignments That Excite

    Assignment is the Biggest Motivator of

    Knowledge Workers

    MeaningfulVisible

    Should Offer an Opportunity

    Personal Professional

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    47/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    47

    Build Sociology

    High Social Teams Will be High

    Performance Knowledge Teams

    High Social Teams Become Power Teams

    Knowledge Workers Themselves Create

    These Power Teams

  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    48/49

    12/18/2014 Managing Knowledge Workers by Amar

    2004 by A. D. Amar. All rights reserved.

    48

    References

    Amar, A. D. (2002, November 8). Reward thepsyche to motivate the mind: The formula for

    higher innovation and productivity

    from knowledge workers. Knowledge Board,The European KM Community,

    http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710

    Drucker, Peter F. (1994, November). The age ofsocial transformation. The Atlantic Monthly, 53-80).

    http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710http://www.knowledgeboard.com/cgi-bin/item.cgi?id=95710
  • 8/10/2019 Discussion Leaders 6 & 7 (Chapters 8 and 9) Leading and Motivating

    49/49