The unique individual motivation global awareness

Communicating with NLP

Facilitator:Dean Egan

To NLP Success

A Jargon-free and xplosive approach to one of the world’s most lucrative businesses…

SUBJECT TOPIC’S

• THE UNIQUE INDIVDUAL• DIMENSIONS OF THE COMMUNICATION

PROCESS• MOTIVATIONAL METHODOLOGY AND

THEORIES• THE PROCESS OF DEVELOPING A TEAM• DEVELOPING GLOBAL MANAGERS

THE UNIQUE INDIVIDUAL

The Learning Process

In today’s volatile global business world,

individuals and organizations must be

continues learners. For the individual,

continues learning should include looking for

opportunities to learn from class instruction,

reading, and open to or expose oneself to, all

types of new experiences.


Learning is a change in behavior or

performance that occurs as a result of

experience. When we learn, two things

initially happen. First, we knowledge

(perceive) the new information and then we

try to make sense (process) of the

information.


Perceiving Information

The ways that people perceive information

typically range from a preference for concrete experience (CE) to preferences for abstract conceptualization (AC).

Processing Information

The ways that people process information typically ranges from a preference for active experimentation (AE) to preference for reflective observation (RO).


A successful learner will: involve his or herself

fully, openly, and without bias in new

experiences (CE). Observe and reflect from

different points of view (RO). Interrogate their

observations into logical theories (AC). Then

use these theories to make decisions, solve

problems, and take action (AE).


Learning Styles

Individuals develop their own learning styles that very depending on how much they emphasize each stage of the learning cycle. These differences are contributed to the fact, that the learning process is directed by individual needs and goals.


The Diverger Learning Style Ideas come easy Situations are view from multiple perspectives Aware of meaning and value

The Assimilator Learning Style Sharpened reasoning skills Forms integrated explanations Abstract thinking


The Converger Learning Style Decisive, practical applications of ideas Hypothetical deductive reasoning Prefers technical tasks

The Accommodator Learning Style Natural decision maker At ease with planning and implementation Enjoys new experiences People person


Personality Dimensions

Personality is defined as the combination of

stable physical and mental characteristics

that give the individual his or her identity.

In common usage, people think of personality

in terms of traits, these traits are usually

consistent to a person’s characteristics.


Researchers have identified five general

dimensions that describe a person’s

personality. These dimensions are called the

“Big Five” personality factors.

Each factor may contain a wide range of

specific traits. The Big Five personality factors

are defined as the encounters an individual

experiences.


The Extraversion Personality Outgoing Talkative Sociable Assertive

The Agreeableness Personality Trusting Good-natured Softhearted Cooperative


The Conscientiousness Personality Dependable Responsive Achievement oriented Persistent

The Emotional Stability Personality Relaxed Secure Unworried

The Openness to Experience

Personality Intellectual Imaginative Curious Broad-minded


Understanding personality traits can assist

managers when predicting how a person

might react, either positively or negatively, in

certain situations.

Managers who appreciate the way their

employees’ personalities differ have insight

into what kinds of leadership behaviors that

will be most influential.


Do you know where you fall on the Big Five

scale for each of the factors?

Let us take a moment to find out a general

prospective of your common behaviors and

traits.

Extroversion

I am usually the life of the party. 1 2 3 4 5

I feel comfortable around people. 1 2 3 4 5

I am talkative. 1 2 3 4 5

Agreeableness

I am kind and sympathetic. 1 2 3 4 5

I have a good word for everyone. 1 2 3 4 5

I never insult people. 1 2 3 4 5

Conscientiousness

I am systematic and efficient. 1 2 3 4 5

I pay attention to detail. 1 2 3 4 5

I am always prepared for work. 1 2 3 4 5

Emotional Stability

I often feel critical of myself. 1 2 3 4 5

I often envy others. 1 2 3 4 5

I am temperamental. 1 2 3 4 5

Openness to New Experiences

I am imaginative. 1 2 3 4 5

I prefer to vote for liberal political candidates. 1 2 3 4 5

I really like art. 1 2 3 4 5


Which are your most prominent traits?

Are the results what you thought they might

be? Did you find out something new about

yourself?

Using the same set of questions, how do you

think your employees would rate you?


The Nature of Attitudes

An Attitude is defined as “a learned predisposition to

respond in a consistently favorable or unfavorable

manner with respect to a given object.

Keep in mind that there is a distinct difference between

attitudes and values. These differences are illustrated

by three components of attitudes, which are the

affective component, cognitive component, and the

behavioral component.


The affective component contains the feelings or

emotions one has about a given object or situation.

The cognitive component is described as the attitude

that reflects the beliefs or ideas one has about an

object or situation.

The behavioral component is how one intends or

expects to act or respond to a given object or situation.


Resistance to Change

Resistance to change is an

emotional/behavioral response to real or

imagined threats to an established work

routine.

Managers need to find ways to influence

positive behaviors during the resistance phase.

This can involve programs or education for the

individual or for the group.


Why do people resist change?

There are many underlining reasons why

people resist changes but research has

identified the top two obstacles encountered

during organizational changes.

1) Communications breakdown

2) Employee resistance


Let us explore some of the most common

employee resistances. An individual’s predisposition towards change Surprise and fear of the unknown Mistrust Fear of failure Loss of status and/or job security


Let us explore some of the most common

employee resistances. Peer pressure Disruption of current cultural and/or traditions Disruption of current group relationships Personality conflicts Lack of tact and/or poor timing Non-reinforcement of current reward system The individual does not agree with the change


Overcoming Resistance to Change Education Communication Participation Involvement Support Commitment to change Develop an environment of trust


Kotter’s Eight Steps for Leading

Organizational Change

John Kotter, an expert in leadership and

change management, believes that

organizational change typically fails because

senior management makes a host of

implementation errors. Kotter proposed an

eight-step process for leading change based

on these errors.


These steps are not designed to diagnose what needs

to be changed but it is meant to guide managers on

how to effectively lead the change process. Establish a sense of urgency Create the guiding coalition Develop a vision and strategy Communicate the change vision Empower broad-based action Generate short-term wins Consolidate gains and produce more change Anchor new approaches in the culture


It is important for managers to learn how to

effectively manage resistance to change.

Failed efforts are not just measured in dollars;

there are other costs and consequences, that

include loss of employee loyalty, lowered

probability of achieving corporate goals,

waste of money, wasted resources, and

difficulty in fixing the failed change effort.


Understanding the Power and Influence

Managers need to be able to guide diverse individuals,

who are often powerfully motivated to put their own

needs and wants before participating in common

objective.

So the question is how do you get others to carry out

your wishes? Do you simple tell them what to do or do

you try to influence them so that they will voluntarily

carry out your wishes? No matter which approach you

choice you will be engaging in what is called social

influence.


Social Influence is defined as “the ability to

command the human, informational, and

material resources in an effort to achieve

organizational goals and objectives”.

In 1980, after a 13-year period of research,

David Kipnis and his colleagues identified nine

influence tactics that contribute to how people

influence each other in an organization.


Nine Generic Influence Tactics

1. Rational persuasion

2. Inspirational appeals

3. Consultation

4. Ingratiation

5. Personal appeals

6. Exchange

7. Coalition tactics

8. Pressure

9. Legitimating tactics


These approaches can be considered generic

influence tactics because they characterize

social influence in all directions.

In addition, researches have concluded that

there a three influence outcomes which are,

commitment, compliance, and resistance.


The Power of Influence

Power: is the potential ability to influence the behavior

of others.

Influence: is the effect a person’s actions have on the

attitudes, values, beliefs, or behaviors of others.

One-way effective leaders are able to get things done;

is by their ability to draw upon and use their sources of

power and interpersonal influences.


Power results from an interaction of leader and

followers. Some of this power comes from an

individual’s position in the organization.

Power can also come from the leaders personal

sources such as personal interests, goals, and values.

The traditional manager’s power comes from their

position within the organization. The manager’s

position power gives him or her, the power to reward

or punish subordinates to influence their behaviors.


Five Sources of Power

There are five sources of power within an

organization, which are legitimate power,

reward power, coercive power, expert power,

and referent power.


Legitimate Power: This power comes from the position

and authority level of the manager within an

organization.

Reward Power: This power comes from the manager’s

authority to give formal rewards to others, such as pay

increases or promotions.

Coercive Power: This power comes from the

manager’s authority to punish or recommend

punishment.


Expert Power: This power comes from a leader’s

special knowledge or skill regarding the tasks

performed by followers.

Referent Power: This power comes from a leader’s

personal characteristics that command followers’

identification, respect, and admiration so they want to

emulate the leader.


Interpersonal Influence Tactics

Leaders can use their power to implement

decisions and facilitate change.

Manager’s can build their personal power by

obtaining knowledge and skills that help them

develop positive relationships.


Seven interpersonal tactics that can be used by

managers when influencing employee behaviors

during change. Use rational persuasion Make people like you Rely on the rule of reciprocity Develop allies Be assertive - ask for what you want Make use of higher authority Reward the behavior you want


The use of these basic interpersonal tactics

can benefit managers during the process of

changing ones behavior and/or attitude.

Most of these tactics involve the use of

personal power instead of relying soling on

ones position power.

DIMENSIONS OF THE COMMUNICATION PROCESS

Communication is defined as the exchange

and understanding of information between a

sender and a receiver.

The sender is any person who wants to

transmit information to others.

The receiver is anyone to whom the

information is sent.


The Communication Process Sender creates a message Sender identifies the receiver(s) Message is encoded Medium or channel is selected Message is sent though the chosen medium Message is received Message is decoded Receiver interprets or creates meaning from

the message


Communication starts when a sender

encodes an idea or thought. This forms the

foundation of the message. Next, the sender

decides who the receiver is and selects the

medium or channel, in which they will send

the message. The receiver then decodes the

message that was sent to them.


Barriers of Effective Communication

For communication to be effective, the sender

must properly convey their intended message

and the receiver(s) must perceive and

interpret the message accurately.

Anything that gets in the way of this process

is considered a barrier.


There are three common barriers, which can

affect the communication process.

1) The message is never sent or is not received.

2) The communication channel is blocked.

3) The receiver does not understand the message.


Personal Barriers

Lack of variable skills to communicate effectively Variations in how information is processed and interested Variations in interpersonal trust Stereotypes and prejudices Big egos Poor listening skills Natural tendency to evaluate other’s messages Inability to listen with understanding Nonverbal communication


Physical Barriers

Environmental sounds Noise from other people Traffic noise Time Space Time-zone differences Telephone static or reception


Interpersonal Communication

The quality of interpersonal communication

within an organization is very important.

Managers that have developed their

interpersonal skills are promoted more

frequently than mangers with less or poor

developed abilities.


Communication Competence is defined as a

performance-based index of individual’s

abilities to effectively use communication

behaviors in a given context.

For an example: Business etiquette is on

component of communication competence.


There are three components to

communication competence.

1) Communication abilities and traits

2) Situational factors

3) Individuals involved during the interaction


Managers can improve their communication

competence through the development of the

five communication styles/abilities/traits.

Which are Assertiveness, Aggressiveness,

Non-Assertiveness, Nonverbal

Communication, and Active Listening.


An Assertive Style is expressive and self

enhancing, without taking away a person’s

basic human rights, such as the right to self

expression or the right to be treated with

dignity and respect.

An Aggressive Style is expressive and self

enhancing but also, attempts to take unfair

advantage of others.


A Non-Assertive Style is characterized by

timid and self-denying behavior. This

management style causes others to take

unfair advantage of them.

Active Listening is the process of actively

decoding and interpreting verbal messages.


Sources of Nonverbal Communication Body movement and gestures Touch Facial expressions Eye contact


Listening Styles

Communication experts believe that people

listen with a preferred listening style. In

addition, people usually choose one dominant

listing style; we all tend to use a combination

of two or three of these styles.


The Five Listening Styles

1) Appreciative

2) Empathetic

3) Comprehensive

4) Discerning

5) Evaluative


The appreciative listener prefers to listen for

pleasure, entrainment, or inspiration.

The empathetic listener interprets messages by

focusing on the emotions and body language being

displayed by the speaker.

The comprehensive listener makes sense of a

message by organizing specific thoughts, and actions.

Then this type of listener will integrate this information

by associations among ideas.


The discerning listener will attempt to understand

the main message and then determine the

important points.

The evaluative listener will analytically and

continually formulate arguments and challenges to

what is being said.


Becoming a More Effective Listener

Listening is an important skill that can be

improved by avoiding common bad habits

while cultivating commonly used good habits.


Bad Listening Habits Tends to daydream Listener tries to formulate facts Tunes out speaker when not interested Tunes out a monotone speaker Gets to emotional Disagrees and tries to argue Listener is easily distracted Denies unfavorable information Resists difficult issues Does not pay attention


Good Listening Habits Stays in line with the speaker Reiterates for understanding Listens to entire message Gives the speaker full attention Avoids distractions Uses visual aid to enhance understanding


Keys to Effective Listening Capitalize on thought speed Listen for ideas Find an area of interest Judge content, not delivery Hold your fire Work at listening Resist distractions Hear what is being said Challenge yourself Use handouts, overheads, or other visual aids


In addition, communication experts have

recommended three ways for a manager to

develop or improve their listening skills.

1) Listen closely to what is being said.

2) Allow others to finish speaking before taking a turn.

3) Reiterating what you have heard and give the speaker the opportunity to clarify the message.


Gender Differences in Communication

Gender-based differences in communication

are partly caused by linguistic styles

commonly used by women and men.

Linguistic style refers to a person’s

characteristic speaking pattern.


The linguistic style is the set of culturally

learned signals by which we not only

communicate what we mean but also how we

interpret others including, how we evaluate

one another as people.

Increased awareness of linguistic styles can

improve communication accuracy and your

communication competence.


Electronic Communication

The computerized information age has

radically changed communications in both our

personal and professional lives.

The internet is a global network of

independently operating but interconnected

computers.


Electronic Communication

The intranet is an organizations private

internal communications system, which links

company computers together.

An extranet is an extended intranet that

connects internal employees with selected

customers, suppliers, and other strategic

partners.


Benefits from Electronic Mail

The use of e-mail throughout the world has

exploded due to four key benefits: reduced

costs of distributing information, increased

teamwork, reduced paper costs and

increased flexibility.


Drawbacks from Electronic Mail

There are also some drawbacks: wasted time

and effort when dealing with spam and junk

mail, information overload, increased costs to

monitor usage, hackers, and there is no way to

guarantee confidentiality.


A Blog is an online journal in which people

write whatever they want about any topic.

Videoconferencing is the use of video and

audio links along with computers to enable

people in different locations to see, hear, and

talk with one another.

Telecommuting or teleworking, is a way for

employees to complete some of their work

from a remote location typically at home,

using a variety of information technologies.

MOTIVATIONAL METHODOLOGY AND THEORIES

Managers are busy everyday managing the

effectiveness and maximizing all available

resources in the effort to achieve the

organizational goals and objective.

Each of the resources, which are human,

financial, material, and information, are all

equally necessary to the success, in its own

why.


Individual Human Capital

The definition for human capital is: the

productive potential of one’s knowledge and

actions.

Human contributions can affect, either

positively or negatively, the success of an

organizations goals and objectives.


Intelligence/abilities and

knowledge Visions/dreams and

aspirations Technical and social skills Confidence/self-esteem Initiative/entrepreneurship Adaptability/flexibility Readiness to learn

Creativity Enthusiasm Motivation/commitment Persistence Ethical standards/courage Honesty Emotional maturity


Five Human Capital Outcomes

1) Leadership

2) Workforce optimization

3) Learning capacity

4) Knowledge accessibility

5) Talent engagement


The Concept of Motivation

The term motivation derives from the Latin

word movere, meaning, “to move”. In the

present context, motivation is the

psychological processes that arouse and

direct the goal-directed behavior.


There are two factors of motivation in the

work place. The first one is individual inputs

and the second is job content. Since

motivation influences job behaviors and

performance, the manager must learn to

identify what motivates each member of his

or her team.


Satisfying Needs

Need for Achievement: to accomplish something

difficult; to master manipulate, or organize physical

objects, human beings, or ideas; to overcome

obstacles and attain a higher standard.

Need for Affiliation: to maintain social relationships;

To be included in group activities; needs for affection.

Need for power: desire to influence, coach, teach, or

encourage others to achieve; like to work.


Through Job Design

Job Enlargement: putting more variety into a worker’s

job by combining specializes tasks of comparable

difficulty.

Job Rotation: moving employee from one specialized

job to another. Giving the employee that opportunity to

be cross-trained.

Job Enrichment : when one has the opportunity to

experience achievement, recognition, stimulating work

functions, higher responsibilities, and advancement.


Intrinsic Motivation

Kenneth Thomas developed the model of

Intrinsic Motivation based on his intriguing

research on empowerment. The model has

four key intrinsic rewards underlining an

individual’s level of intrinsic motivation.


Sense of Meaningfulness: is the feeling that one is on the

path that is worth time and effort; that has or gives value and

purpose.

Sense of Choice: is the ability to select tasks that are right

for oneself and then having the ability to perform those tasks

in ways that make sense.

Sense of Competence: involves the feeling one gets from

doing something good, from producing high quality work or

by successfully completing a challenging task.

Scene of Progress: involve the success of accomplishing

constant forward progression of a task.

NEED BEHAVIOUR REWARD

FEEDBACK: Reward informs a person whether their behavior was appropriate and should be used again.



Managers can increase a person’s meaningfulness

by inspiring their employee and modeling desired

behavior. Managers can increase a person’s

choice by empowering them by delegating

meaningful assignments and tasks. Managers can

enhance a person’s competence by supporting and

coaching their employees. A Manager can also

increase a person’s progress by on-the-spot

recognition or rewards.

Are you motivating your employees?

Strongly

Disagree

Disagree

Neither Agree

or Disagr

ee

Agree Strongly

Agree

Are you passionate about your job?

Do you know that the work you are completing, contributes to the organization’s goals and objectives?

Are you given the opportunity to complete job tasks as you see fit?

Does your supervisor or manager delegate important projects/tasks that significantly contributes to the success of your team or department?

Do your skills match the job your are performing?

Do you receive recognition for a job well done?

Does your department celebrate progress while working towards achieving annual goals?

Do you receive personal progress and development reports on a consistent bases?

Here are a few questions you can ask them to find out.


Motivation is a Challenge

The challenge is to keep employee motivation

consistent with organizational goals. Results

from employee motivational practices:

Motivated, enthusiastic, and satisfied

employees drive success.


Foundations of Motivation

A manager’s assumptions about employee

motivation and use of rewards depend on his

or her perspective on motivation. Four distinct

perspectives on employee motivation have

evolved: the traditional approach, the human

relations approach, the human resources

approach and the contemporary approach.


Traditional Approach Content theories Process theories Reinforcement theories

Human Relations Approach The whole person People are complex and are motivated

differently


Human Resources Approach Noneconomic rewards Works studies as social people

Contemporary Approach Systematic analysis of an employee’s job Economic rewards for high performance


Content Prospective Methods Maslow’s Hierarchy of Needs Theory ERG Theory Two-Factors Theory Acquired Needs Theory

Process Theories Equity Theory Expectancy Theory Goal Setting Theory


Reinforcement Perspective Positive Reinforcement Avoidance Learning Punishment Extinction

Intervals of Reinforcement Continues Reinforcement Partial Reinforcement Fixed Interval Fixed Ratio Variable Internal Variable Ratio


Employee Motivation

Effective employee motivation has long been

one of management’s most difficult and

important responsibilities. In addition,

employee motivation and satisfaction are

based on considering the individual

differences that make us all unique

individuals.


Maslow’s Hierarchy of Needs

Psychologist Abraham Maslow first

introduced his concept of a hierarchy of

needs in his 1943 paper "A Theory of Human

Motivation".

Physiological Needs

Safety Needs

Belongingness Needs

Esteem Needs

Self-Actualization Needs

The Five Levels of Maslow's Hierarchy of Needs


Physiological Needs: Include the most basic needs that

are vital to survival, such as the need for food, water,

and air. At work, these needs reflex the needs for

adequate heat when it is cool, clean air, and a base

salary.

Safety Needs: Include needs for safety, and security

physical and emotional environment. This includes

freedom from treats, such as violence, and an orderly

society. At work, these needs reflex the needs for a

safe working area, fringe benefits, and job security.


Belongingness Needs: These needs reflex the desire for

acceptance by one’s peers, having friendships, being part of a

group, and to be loved. At work these needs are the desire for

good relationships with co-workers, participation in work groups,

and a positive relationship with one’s supervisor or/and manager.

Esteem Needs: These needs are relate to the desire for a positive

self-image and to receive attention, recognition, and appreciation

from others. At work, these needs reflect a motivation for

recognition, an increase in responsibilities, high status, and credit

for contributions made to the organization.


Self-Actualizing Needs: This represents the

need for self-fulfillment. This includes the

need to achieve one’s full potential, and

Increasing one’s competence. At work, these

needs can be met by having opportunities

for growth, the chance to be creative and

acquiring training for challenging assignments

and advancements.

Personal Life Fulfillment

Education, religion, hobbies, personal growth

Approval of family, friends, community

Family, friends, community groups

Freedom from war, pollution, violence

Food, water, oxygen

Work/Career Fulfillment

Recognition, high status, increased responsibilities

Opportunity for training, advancement, growth

Work groups, clients, co-workers, and supervisor

Safe work environment, job security, fringe benefits

Controlled & comfortable environment, air, base salary

Self-Actualization

Esteem Needs

Belongingness Needs

Safety Needs

Physiological Needs


ERG Theory

Clayton Alderfer proposed a modification of Maslow’s

theory in an effort to simplify it and respond to

criticisms of its lack of empirical verification.

His ERG theory identified three categories of need.

Existence Needs: The needs for physical well-being.

Relatedness Needs: The needs for satisfactory

relationships with others.

Growth Needs: The needs that focus on the

development of human potential, personal growth,

And increased competence.


Acquired Needs Theory

David McClelland created the Acquired Needs Theory

proposes that certain types of needs are acquired

during the individual’s lifetime. In other words, people

are not born with these needs; they are needs that

develop throughout one’s lifetime. Need for Achievement Need for Affiliation Need for Power


Goal Setting Theory

There are four key elements to the goal-setting theory

of motivation.

Goal Specificity: Refers to the degree to which goals

are concrete and unambiguous.

Goal Difficulty: Challenging goals are more motivating.

Goal Acceptance: Subordinates have to “buy into” the

goals and be committed to them.

Feedback: Subordinates receive feedback to indicate

their progress toward goal achievement.


McGregor’s Theory X and Theory Y

In 1960, Douglas McGregor wrote a book

entitled The Human Side of Enterprise, which

has become a philosophical base for the

modern view of people when they are at

work. In addition, McGregor identified two

sharply contrasting sets of assumptions about

human nature.


Assumptions About People at Work

Theory X Theory Y

Most people dislike work; they avoid it when they can

Work is a nature activity, like play and rest.

Most people must be coerced and threatened with punishment before they will work.

People are capable of self-direction and self-control if they are committed to objectives.

Most people actually prefer to be directed. They tend to avoid responsibility and exhibit little ambition.

People generally become committed to organizational objectives if they are rewarded.

The typical employee can learn to accept and seek responsibilities.

The typical member of the general population has imagination, integrity, and creativity.


Herzberg’s Two-Factor Theory

Herzberg’s research revealed work

characteristics associated with dissatisfaction

were quite different from those pertaining to

satisfaction, which supported the concept that

two factors influence work motivation.

Area of Satisfaction

Hygiene Factors Influence Level of

Dissatisfaction.

Motivators Influence Level of Satisfaction.

Area of Dissatisfaction

MotivatorsAchievementRecognition

ResponsibilitiesWork itself

Personal growth

Hygiene FactorsWorking conditions

Pay and job securityCompany policies

SupervisorsInterpersonal Relationships

Highly Satisfied

Neither SatisfiedNor Dissatisfied

Highly Dissatisfied


Herzberg believed that two entirely separate

dimensions contributed to an employee’s behavior

At work. The first dimensions is called hygiene

factors, which involves the presence or absence of

Job dissatisfies, such as working conditions, pay,

company policies, and lack of interpersonal

relationships.


When hygiene factors are poor, work is

dissatisfying. However, good hygiene

factors simply remove the dissatisfaction;

they do not cause people to become

satisfied or motive in their work.


The second set of factors does influence

job satisfaction. Motivators focus on high-

level needs and include achievement,

recognition, responsibility, and

opportunity for growth.


Herzberg believed that when motivators

are absent, workers are neutral toward

work, but when motivators are present,

workers are highly motivated and

satisfied.


Equity Theory

The equity theory is a process theory that

focuses on individuals’ perception of how

fairly they are treated compared to others.

Developed by J. Stacy Adam’s, equity theory

proposes that people are motivated to seek

social equity in the rewards they expect for

performance.


According to this theory, if people perceive

their compensation as equal to what others

receive for similar contributions, they will

conclude their treatment is fair and equitable.

A state of equity exists whenever the ratio of

one person’s outcomes to inputs equals the

ratios of another’s outcomes to inputs.


Inequity occurs when the input-to-outcome

ratios are out of balance. If a person

perceives inequity or out of balance with

others they will start a cycle of individual

negative motivation, in an effort to bring

equity into balance again.


Common Methods to Reduce Perceived InequityChange Inputs: A person may choose to increase or

decrease his or her inputs to the organization.

Change Outcomes: A person may change his or her

outcomes.

Distort Perceptions: Research suggests that people

may distort perceptions of equity if they are unable to

change inputs or outcomes.

Leave the Job: People who feel inequitably treated may

decide to leave their jobs rather than suffer the inequity

of being under paid or over paid.


Job Characteristics Model

One specific approach to job design is the job

characteristics model developed by Richard

Hackman and Greg Oldham. Hackman and

Oldham’s research focused on work redesign,

which, is defined as altering jobs to increase

both the quality of employees work

experience and their productivity.


The model consists of three major parts: core job

dimensions, critical psychological states, and employee

growth-need strength.

Hackman and Oldham identified five dimensions that

determine a job’s motivational potential. Skill variety Task identity Task significance Autonomy Feedback


Critical Psychological States Experience meaningfulness of the work Experience responsibility for outcomes of the

work Knowledge of the actual results of the work

activities

Personal and Work Outcomes High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover


Employee Growth-Need Strength

The final component of the job characteristics

model is the employee growth-need strength,

which means that people have different

needs for growth and development.


If a person wants to satisfy low-level needs,

such as safety and belongingness, the job

characteristics model has less effect.

However, if a person has a high need for

growth and development, including the desire

for personal challenges, achievements, and

challenging work, the model is especial

effective.


The job characteristics model suggests that

the more these five core characteristics can

be incorporated into the job, the more the

employees will be motivated and thus,

creating, higher performance, quality, and

satisfaction.


Innovative Ideas for Motivating Pay for performance Gain sharing Employee stock ownership Lump-sum bonuses Flexible work schedule Team-based compensation Lifestyle awards Pay for knowledge


A Continuum of Empowerment

Empowerment is power sharing, the

delegation of power or authority to

subordinates in an organization.

As a leader, remember most people want to

do well and to improve, so give them chances

to learn and become more proficient.


Empowering employees involves giving them four

elements that enable them to act more freely to accomplish

their jobs: information, knowledge, power, and rewards.

Employee receives information about the company’s

performance. Employees have knowledge and skills that contributed

to the company’s goals and objects. Employees have the power to make substantive

decisions. Employees are rewarded on company performance.


Giving Meaning to Work

Another way to meet higher-level motivational

needs and help people get intrinsic rewards

from their work is to install a sense of

importance and meaningfulness.


In recent years, managers have focused on

employee engagement, which has less to do

with extrinsic rewards such as pay and much

more to do with fostering an environment in

which people can flourish.


Engaged employees are more satisfied and

motivated because they feel appreciated by

their supervisors and the organization, and

they thrive on work challenges rather than

feeling frustrated by them.

Engaged employees are motivated, enthusiastic, and

Committed employees. In addition, there is a growing

recognition that it is the behavior of managers

that makes the biggest difference in whether

people feel engaged at work.


One way to evaluate how a manager or an

organization is doing in engaging employees

by meeting higher-level needs is a metric

developed by the Gallup researches called

the Q12.

Q12 High-Level Needs Metric Yes No

Do I know what is expected of me at work?

Do I have the materials and equipment that I need to do my work right?

At work, do I have the opportunity to do what I do best every day?

In the past seven days, have I received recognition or praise for doing good work?

Does my supervisor, or someone at work, seem to care about me as a person?

Is there someone at work who encourages my development?

At work, do my opinions seem to count?

Does the mission or purpose of my company make me feel that my job is important?

Are my co-workers committed to doing quality work?

Do I have a best friend at work?

In the past six month, has someone at work talked to me about my progress?

This past year, have I had opportunities to learn and grow?


Improving Individual Job Performance

A manager can encourage improvement of an

employee’s individual performance by

focusing on the individual. A manager that

understands the complexity of one’s self will

be prepared to assist their employees in the

process and achievement of their own self-

esteem fulfillment.


Self is the core of one’s conscious existence. Aware of self is referred to as one’s self-

concept. Self-concept is “the concept the individual

has of himself or herself as a physical, social, and spiritual or moral being.”

Self-Esteem is a belief about one’s own self-worth.


Self-Efficacy is a person’s belief about his or her

chances of successfully accomplishing a specific task.

Self-Monitoring is the extent to which a person observes his or her own self-expressive behavior and adapts it to the demand of the situation.

Cognitions are referred to as “any knowledge, opinion, or belief about the environment, about oneself, or about one’s behaviors.”


The Individual

Each individual has many important

dimensions and differences that are defined

as self-concept, personality traits, attitudes,

mental abilities, and emotions. There is a

specific correlation between self-concept

(how you view yourself), personality (how you

appear to others) and key forms of self-

expression.

The Individual

Self-Concept

Self-Esteem

Self-Efficacy

Self-Monitoring

Forms of Self-Expression

Attitudes

Abilities

Emotions


Performance Management

Performance management is an organizational

system that managers integrate into the

activities of goal setting, monitoring and

evaluating, providing feedback and coaching,

and rewarding employees on a continues

basis.


A Continuous Process

The process starts with hiring the right people

with the required abilities, skills, and job

knowledge needed in order to be successful

within the job assigned. Next is to give proper

training on how to effectively complete the job

per company specifications and to correct any

knowledge shortfalls.

Individual

Personal

Traits and Characteristics

Job Knowledge

Motivation

Individual

Personal

Traits and Characteristics

Job Knowledge

Motivation

Organizational

Organization’s Culture

Job Design

Quality of Supervision

Organizational

Organization’s Culture

Job Design

Quality of Supervision

Persistent

Effort

Learning & Personal Growth

Improved Job Performance

Job Satisfaction

Persistent

Effort

Learning & Personal Growth

Improved Job Performance

Job Satisfaction

Situational Factors Desired OutcomesPerformance Improvement Cycle

Goal Setting

Rewards & Positive Reinforcement

Feedback & Coaching


Establishing Employee Loyalty

Why should a manager or company care about employee

loyalty?

Employee loyalty has a direct correlation with profitability numbers.

Employee loyalty directly contributes to customer loyalty. Reflects positively on the manager and company. Affirms company and management’s commitment to their

employees and customers. Confirms management is truly in touch with the needs of

employees.


A great employee seems to do his or her job

effortlessly. Yet replacing such a person is anything but

effortless, it takes hours of recruiting, time-consuming

interviews, training, and less-than-productive trial

periods.

In addition, the average cost of replacing an employee

is often equal to 150% of the position's salary. This can

be a tremendous financial and productivity drain on a

company.


Can You Hear Your Assets Talking?

Give employees an on-going avenue to voice

their suggestions, concerns, compliments,

complaints, ideas, and thoughts in an open but

anonymous way. This creates and encourages

continual input from staff members and can

result in learning specific ways for the company

and management to take action and use

resources in a more effective way.


Increase feedback and input from staff Improve workplace culture by acting quickly on

issues Pre-empt employee meltdowns by monitoring

office attitudes Decrease ethical violations that may be

occurring Create greater employee loyalty Reduce employee turnover and related hiring

and training costs


Predict future consequences by understanding attitudes right now

Correlate employee feedback with quantifiable measurements like profitability

Track trends and match them to employee or departmental actions

Learn more about employee needs and wants Creates awareness of specific knowledge gaps


Job Satisfaction

A positive attitude towards one’s job is defined

as Job Satisfaction. This includes positive

experiences that match the individual’s needs,

interests, when working conditions and rewards

are satisfactory.


Two actions that managers can take to

reinforce job satisfaction: Make sure employees have a reasonable

workload and ensure they get enough support to organize their job responsibilities.

Remember that a positive attitude can go a long way towards helping others feel good about themselves and their work responsibilities.


Here are six questions to identify job

satisfaction.

Each question represents various aspects of

satisfaction that an employee may experience

on a job.


Question

Overall, how satisfied are you with your job? 1 2 3 4 5

How satisfied are you with the opportunities to learn new things?

1 2 3 4 5

How satisfied are you with your boss? 1 2 3 4 5

How satisfied are you with the people in your group?

1 2 3 4 5

How satisfied are you with the amount of pay you receive?

1 2 3 4 5

How satisfied are you with the contributions you are make to the success of the organization?

1 2 3 4 5

Total Score


Work/Life Balance

Work-Life Balance is a broad concept including

proper prioritizing between "work“ (career and

ambition) on one hand and "life” (pleasure,

leisure, family, and spiritual development) on

the other.

Related, though broader, terms Include

"lifestyle balance" and "life balance".


Five Steps for the Individual to Improve

Work/Life Balance Figure Out What Really Matters to You in Life Drop Unnecessary Activities Protect Your Private Time Accept Help to Balance Your Life Plan Fun and Relaxation


Benefits From Work-Life Balance Initiatives Increases productivity by teaching people how to

attain a higher level of achievement & enjoyment

every day, both on and off the job. Understanding and fulfilling ones individuals

needs creates bottom-line results for the organization and more value and balance for the individual.

Drives personal commitment and accountability to the organization.


Managers and leaders can contribute to the

work-life balance initiative by developing or

sharpening their skills in the following areas: People Management Project Management Time Management Change Management Focusing on Interpersonal Skills Seeing & Setting Big Picture Goals


Overall Benefits to the Organization

Educating managers and employees with skills

to help themselves create their own best life

work effectiveness, the employer can see

breakthrough returns on investment and a

lasting positive impact on the entire

organization.


What The Company Does For The Individual

Company provides, policies and benefits that

support individual work-life balance.

This allows the workforce to focus better while

on the job, because external life issues are

made more manageable.


Full access to flex-time Telecommuting Child-care Elder-care Sick leave, Job-sharing In-house stores/services, Gym subsidies Concierge services


What The Individual Does For Themselves

Individual responsibilities varies from individual

to individual however, we must regularly find

and create for ourselves, the balance that

makes the most sense and provides the most

benefits to our individual situations.


Create a good work-life balance that yields positive results.

Improve your opportunities to gain education and training.

Take responsibility and ownership for your individual actions.

Assume accountability for your performance and output.


Workplace Mentoring

Workplace mentoring is a learning partnership

between employees for purposes of sharing

technical information, institutional knowledge,

and insight with respect to a particular

occupation, profession, organization, or

endeavor.

THE PROCESS OF DEVELOPING A TEAM

The definition of a group is two or more freely

interacting individuals who share collective

norms, goals, and have a common identity.

There are two formal group functions that are

defined as; organizational functions and

individual functions.


Organizational Functions are the collective

actions that result in positive shared outcomes,

such as achieving team goals or meeting

organizational objectives. Interacting individuals

who share collective norms, goals, and have a

common identity.

The Individual Functions are positive outcomes

from being part of the team, that satisfy the

individuals needs or wants, such as fulfilling the

need for affiliation.


Organizational Functions Accomplishing complex tasks Generate new and creative ideas and

solutions Coordinate interdepartmental efforts Provide a problem-solving mechanism for

complex problems Implement complex decisions Socialize and train new employees


Individual Functions Satisfy the need for affiliation Develop, and confirm one’s self-esteem and

sense of identity Opportunity to test and share personal

perceptions of social reality Reduce anxieties and feelings of insecurity and

powerlessness Provide a problem-solving mechanism for one’s

interpersonal problems


Groups and teams in the workplace go through

a significant process or cycle to become an

effective and productive group or team that is

committed to achieve a common goal or

objective.


Many theorists have concluded that a group

development process occurs in stages,

however they have not all agreed on how to

define and describe each stage. The most

commonly used theory is the one that was

proposed first in 1965 and than revised in

1977, is educational psychologist Bruce W.

Tuckman’s Theory of Group Development


Tuckman’s Theory - Five Stages to Group

Development

Tuckman’s Theory contains five stages, which are the

forming, storming, norming, performing and adjourning.

Each stage represents the steps involved within the

group’s individual and collective, actions, behaviors,

roles, expectations, and the results or outcomes that

are shared experiences by all of the group members.


Stage 1: The Forming Stage is the process of

getting to know each other, understanding who

is in charge, knowledge and accepting the

goals and objectives of the team and

identifying each member’s specific role within

the team.


Stage 2: The Storming Stage is the time of

testing the leaders’ abilities, procedures,

strategies, and their power. This is also the

time that an individual identifies specifically

how they fit into the power structure of group.


Stage 3: The Norming Stage, is when the

group has past and resolved any issues from

the storming stage and now all of the members

are committed to the group’s leader, to the

goals or objectives, and to their individual role

within the group.


Stage 4: The Performing Stage is when the

group is focused on solving task problems and

devoted to getting their individual task

completed without hampering others. This is

the time in which communications is open and

given freely; there is strong cooperation, and

member support.


Stage 5: The Adjourning Stage is the

celebration of achieving the groups’ initiative

and time for reflection of the process.


Group Member Roles

Roles are defined as sets of behaviors that

persons expect of occupants of a position.

Within a group or team each person assumes a

specific role based on the contributions to the

overall success of the group. There are two

types of roles, which are task roles and

maintenance roles.


Task Roles enable the group to define, clarify,

and pursue a common purpose. In addition,

task roles are also the goal-directed roles that

keep the group on track.

Maintenance Roles foster supportive and

constructive interpersonal relationships within

the group. In addition, maintenance roles keep

the group together.


Teams, Trust, and Teamwork

The team approach to managing organizations

is having diverse and substantial impacts on

organizations and individuals. Teams promise

to be a cornerstone of progressive

management for the near future.


Three Dimensions of Trust Overall trust expecting fair play, the truth,

and empathy. Emotional trust having faith that someone

will not misrepresent you to others or betray you.

Reliableness believing that promises and

appointments will be kept and commitments met.


How to Build Trust Communication Support Respect Fairness Predictability Competence


A Team is More Than Just a Group

Jon R Katzenbach and Douglas K Smith define a

team as “a small number of people with

complementary skills who are committed to a

common purpose, performance goals, and

approach for which they hold themselves mutually

accountable”.


Katenbach and Smith also note, “The

essence of a team is common commitment.

Without it, groups perform as individuals;

with it, they become a powerful unit of

Collective performance.”


A group becomes a team when the following criteria

are met: Leadership becomes a shared activity. Accountability shifts from strictly individual to

both individual and collective. The group develops its own purpose or mission. Problem solving becomes a way of life, not a

part-time activity. Effectiveness is measured by the group’s

collective outcomes and products.


Self-Managed Teams

Self-Managed Teams groups of employees granted administrative

oversight for their work.

Indirect Influence Tactics of Self Managed Teams Relating Scouting Persuading Empowering

Cross-Functionalism is a team that has technical specialists

from different areas.


Are Self Managed Teams Effective Creates positive effect on productivity Creates positive effect on specific attitudes

relating to self-management No significant effect on general attitudes No significant effect on absenteeism or

turnover


Symptoms of Groupthink

Groupthink is a term for a cohesive in-group’s

unwillingness to realistically view alternatives. Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mind-guards


Social Loafing

Social loafing decrease in individual effort as

group size increases. Reason for social loafing: Equity of effort Loss of personal accountability Motivational loss due to sharing of rewards Coordination loss as more people perform

the task


Recent Research on Trust

Schweitzer, Hershey, and Bradlow (2006) – conducted

Laboratory study and found: When trust is broken by untrustworthy actions, it can

be restored through consistent trustworthy actions A promise to act in a trustworthy way helps facilitate

the regaining of trust Deception does serious long-term damage to trust and

makes it very difficult to restore, even when followed by trustworthy actions


Managing Virtual Teams Virtual teams allow group members in

different locations using information technology, to communicate and conduct business activities.

Virtual groups formed over the Internet follow a group development process similar to that of face-to-face groups.

Internet chat rooms create more work and yield poorer decisions than face-to-face meetings.


Meet face-to-face to start a project and set specific and measurable major milestones.

Assume positive intent when receiving e-mails that have negative tones. Withhold judgment until you can learn more or talk to the individual directly via phone or in person.

Encourage positive predictable behavior Honor commitments, attend meetings on

time, and don’t send terse emails.

DEVELOPING GLOBAL MANAGERS


Global Leadership and Organizational Behavior

Effectiveness is the attempt to develop an

empirically based theory to describe,

understand, and predict the impact of specific

cultural variables on leadership and

organizational processes and the effectiveness

of these processes.


Becoming Cross-Culturally Competent involves

cultural intelligence.

Cultural Intelligence is the ability to interpret

ambiguous cross-cultural situations correctly.


Cultural Dimensions Power distance Uncertainty Institutional collectivism In-group collectivism Gender egalitarianism Assertiveness Future orientation Performance orientation Humane orientation


Individualism versus Collectivism Individualistic Culture – primary emphasis on

personal freedom and choice Collectivist Culture – personal goals less

important than community goals and interests


Ethnocentrism

Ethnocentrism belief that one’s native country, culture, language,

and behavior are superior to all others.

Dealing with Ethnocentrism

Managers can effectively deal with ethnocentrism through: Education Greater cross-cultural awareness International experience A conscious effort to value cultural diversity


Five Cultural Perspectives Basic cultural dimensions Individualism versus collectivism High-context and low-context cultures Monochronic and polychronic time

orientation Cross-cultural leadership


Organizational Culture

Organizational Culture is defined as a set of

shared, taken-for-granted implicit assumptions

that a group holds and that determines how it

perceives, thinks about and reacts to its various

environments.


Organizational Culture Characteristics Passed on to new employees through

the process of socialization Influences our behavior at work Operates at different levels


Layers of Organizational Culture

Observable Artifacts: – Consist of the physical manifestation of an

organization’s culture– Acronyms, manner of dress, awards, myths and

stories, published lists of values, observable rituals and ceremonies, special parking spaces, and decorations



Enacted Values:– Represent the values and norms that

actually are exhibited or converted into employee behavior

– Based on observable behavior



Basic Assumptions:– Constitute organizational values that have

become so taken for granted over time that they become assumptions that guide organizational behavior


Four Functions of Organizational Culture Organizational Identity Collective Commitment Social System Stability Sense-Making Device


Positive Outcomes with Organizational Culture Significantly correlated with employee behavior and

attitudes Congruence between an individual’s values and the

organization’s values was associated with organizational commitment, job satisfaction, intention to quit, and turnover

There is not a clear pattern of relationships between organizational culture and outcomes such as service quality, customer satisfaction, and an organization’s financial performance

Mergers frequently failed due to incompatible cultures


The Process of Culture Change

Organizational members teach each other about the

organization’s preferred values, beliefs, expectations, and

behaviors. Formal statements of organizational philosophy,

mission, vision, values, and materials used for recruiting, selection and socialization.

The design of physical space, work environments, and buildings.


The Process of Culture Change Slogans, language, acronyms, and

sayings Deliberate role modeling, training

programs, teaching and coaching by managers and supervisors

Explicit rewards, status symbols (e.g., titles), and promotion criteria


The Process of Culture Change Stories, legends, and myths about key people and

events The organizational activities, processes, or outcomes

that leaders pay attention to, measure, and control Leader reactions to critical incidents and

organizational crises The workflow and organizational structure Organizational systems and procedures Organizational goals and the associated criteria used

for recruitment, selection, development, promotion, layoffs, and retirement of people


Organizational Socialization is the process

by which a person learns the values, norms,

and required behaviors which permit him to

participate as a member of the organization.


Corporate Global Social Responsibilities

(CSR) is defined as “the notion that

corporations have an obligation to constituent

groups in society other than stockholders and

beyond that prescribed by law or union

contracts.”


Responsibilities of a Corporate Citizen Philanthropic Responsibility: Be a good

global corporate citizen Ethical Responsibility: Be ethical Legal Responsibility: Obey the law Economic Responsibility: Be profitable


Individual Ethical Behavior in the Workplace

Ethical and unethical conduct is the product of

a complex combination of influences. Each

person have their own unique combinations of

personality characteristics, values, and moral

principles, leaning toward or away from ethical

behavior.


Internal Organizational Influences Ethical codes Organizational culture Organizational size Structure Perceived pressure for results Corporate strategy


External Organizational Influences Political/legal Industry culture National culture Environment


Neutralizing and Enhancing Factors

Top Management team characteristics can also

influences ethical behavior. Age Length of service Military service Homogeneity/Heterogeneity


General Moral Principles

Management consultant and writer Kent

Hodgson has developed a model of moral

principles to help guide managers to making

better ethical and moral decisions. Hodgson

calls them “the magnificent seven” to

emphasize their timeless and worldwide

relevance.


Hodgson added a note that needs

consideration; there are no absolute ethical

answers for decision makers however,

managers should be to able to rely on moral

principles so their decisions are principled,

appropriate, and defensible.


The Magnificent Seven

1) Dignity of Human Life

2) Autonomy

3) Honesty

4) Loyalty

5) Fairness

6) Humaneness

7) The Common Good

The unique individual motivation global awareness

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