managing it an examination of the effects of motivational preferences in it management
TRANSCRIPT
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Managing IT
An examination of the effects of motivational preferences in IT management
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It is Not All About Technology
Traditional ITCentralized controlResource restrictionsFormal
methodologies and discipline
Careful planningAdministrative
support
New ITDistributed controlResource
expansionFew methodologies
and unrestricted access
Rapid developmentStrategic impact
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Roles
Steering CommitteeCIOManagerProject ManagerAnalystProgrammerSystems ProgrammerUser
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IS Organization
CIO
Development Operations
Data Administration
Network Architecture
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Situational Leadership
Most managerial tasks require management of both task and interpersonal relationships
Task specification refers to defining the job to be done
Relationship management refers to taking care of the motivational needs of employees
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Situational Principles
The appropriate motivational technique depends on the development level of the maturity level of individual employees on the specific task being managed
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Hierarchy of Needs(Maslow)
Lower needs dominate behavior until they are satisfied.
Self actualizationEsteem (recognition)Social (affiliation)Safety (security)Physiological (food, shelter, clothing)
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Maslow
Physiological
Security
Social
Esteem
SelfActualization
Hygiene
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Hersey-Blanchard
Task Orientation: Degree of specification required for structuring or defining a task for a worker
Relationship: Support required for an employees attitudes and personal feelings
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Hersey BlanchardTask-Relationship Grid
Task
Rel
atio
nshi
p
ITell
IISell
IIIConsult
IVDelegate
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Situational Growth
As people mature, their managerial needs change from complete task definitions with little concern for relationship to a mature employees need merely for goals and feedback
The most difficult managerial stage is stage II (Sell) which requires maximum time in both task and relationship
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Management Styles
Most managers have one or two styles that they are most comfortable with.
The art of effective management is matching a managerial tactic to the current needs of the employee
The most effective managers employ the widest range of styles
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Sub Optimal StrategiesAbandonment
Task
Rel
atio
nshi
p
ITell
IISell
IIIConsult
IVDelegate
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Sub-Optimal StrategiesTechnical
Task
Rel
atio
nshi
p
ITell
IISell
IIIConsult
IVDelegate
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Sub-Optimal StrategiesAmerican
Task
Rel
atio
nshi
p
ITell
IISell
IIIConsult
IVDelegate
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Motivational Needs(McClelland)
Need for AchievementNeed for AffiliationNeed for Power
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McClelland
The Achieving SocietyTAT and other evaluation tools
The value of power
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Need for Achievement
Represents a need to accomplish.Evaluators, not risk takersConcerned more with
accomplishment than rewardNeed feedback on workHigh task, low relationship
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Need for Affiliation
Represents a need for establishing, maintaining or restoring a positive friendship relationship from peers and colleagues.
Peer acceptance more important than managerial rewards
Good as support staffHigh relationship
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Need for Power
Need for accomplishment through others
Socialized vs unsocialized powerRespond to competitionDesire recognition Risk takers
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nAch and nPow
Both lead to outstanding activityPower people understand and are active
in politicsPower people seek to control channels of
communicationAchievement seek to improve daily
performanceAchievement people are uncomfortable
with politics or control
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Motivational Profiles: It takes all kinds
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Typical ProfileSales
Ach Aff Pow
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Typical ProfileEntrepreneur
Ach Aff Pow
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Typical ProfileCorporate Manager
Ach Aff Pow
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Typical ProfilePolitician
Ach Aff Pow
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Typical ProfileSupport Staff
Ach Aff Pow
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Typical ProfileTeacher
Ach Aff Pow
Research
Instruct
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Typical ProfileIT
Ach Aff Pow
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IS Motivation
The computer field attracts people with the highest growth need of all 500 occupations measured, they have the lowest need for social interaction”
Couger, Computerworld, 1990
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The Basic Profiles
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The High Achievement Profile
Evaluators who take calculated risk. Prefer moderately difficult challenges, and work harder on these tasks.Objectives and challenges work. Accurate feedback on task difficulty appreciated.
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The High Achievement Profile
Tend to perceive their probability of success as high, but become more accurate with information or practice. Rely on facts with a generalized optimism.Feel they are better than average. May overcommit unless they are experienced.
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The High Achievement Profile
Work hardest for personal achievement or when their efforts will make a difference in the outcome. Not particularly motivated by routine, unchallenging tasks.Value a reward system that rewards individual contribution. Assign challenging work.
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The High Achievement Profile
Derive satisfaction from having initiated an action that is successful.Prize freedom and independence. Do not take well to suggestions or directions about what they should think or do. Set collaborative goals.
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The High Achievement Profile
Need accurate feedback on performance.Want feedback and evaluation based on results rather than procedures or feelings and relationships.
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The High Achievement Profile
Believe that pay for difficult tasks should increase more rapidly than do non nAch profiles.Pay recognition for skills and performance is important as a measure of success.
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The High Achievement Profile
Value experts over friends.Expert power and expertise are necessary in establishing managerial authority.
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The High Achievement Profile
Tend to avoid conflict.May need to recast conflict or
consciously manage conflict situations to avoid withdrawal or caving in.
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The High Affiliation Profile
Tend to avoid leadershipVery uncomfortable making hard
decisions that will lead to alienation. Will go along to gain approval rather than set the pattern
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The High Affiliation Profile
Value friends over expertsMay choose poor advisors. Peer
pressure may be paramount. Necessary to sway the whole group.
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The High Affiliation Profile
Tend to lack discipline and organization
May need outside structure and organization.
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The High Power Profile
Comfortable with magager and leadership roles.
Enjoy motivating and leading others. Tend to collect trappings of power and authority. Important to distinguish socialized from unsocialized (selfish) power.
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The High Power Profile
Wish to control the means of influencing subordinates
Likely to be status and position conscious. Very concerned with process and authority.
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The High Power Profile
Enjoy conflict and disputesMay appear pushy and
confrontational. May get their way at the expense of organizational growth.
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Consequences
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Motivational Consequences
Hard to change fundamental character
Can reframe statements from one Need structure to another
Useful to speak in the language of the person being managed
Defined in terms of language
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Evaluation of Profiles
Thematic Apperception TestAnalysis of stories and examples
related in free form by subjects.
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Practical Evaluation Approaches
Verbal cues from stories and conversations
HeroSubject or person that the individual
discussesPressEnvironment around the hero that exerts
influence on the heroFocusUniqueness, Intensity, Frequency
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Evidence of nPow
Identifies self as heroInfluence or defeatr others in storiesSurroundings (office walls, car, etc.)
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Evidence of nAff
Hero has one or more social tiesHero is a member of a congenial
groupHero often seen at social eventsSurroundings (pictures, activities,
etc.)
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Evidence of nAch
Others as hero, or may not have oneTend to be reluctant in telling storiesFocus on success or professional
activitiesSurroundings (activities, etc.)
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Sources of Power(French & Raven)
Reward (ability to grant rewards)Coercive (punishment)Legitimate (leader has a right)Referent (identification with what or
who the leader represents)Expert (knowledge or expertise)
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Motivation
Salary and extrinsic motivationIntrinsic and social motivationLeadership and headship
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Motivational Opportunity
All motivational profiles are valuableDetermine the primary motivational
profile of colleagues and associatesOffer appropriate social rewards for
performance in kind other than money or promotion.
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People
IT Motivational ProfileRecruiting and RetentionTeams and Projects
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How do you get the right people?
IT is differentAcquisition strategiesRetention strategies
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Acquisition(Galbraith model)
Slack Resources: consultants and available staff
Isolation: limited environments and technical partnerships
Vertical Information Systems: HR technology
Delegation: self help and hiring authorization
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Rational Retention Strategies
Train & RetainTrain & ReplaceEntrepreneurialLayered SkillsRestrict & LimitOutsource
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