1 / 23

PERSONNEL MOTIVATION

PERSONNEL MOTIVATION. O PEN S OURCE M ANAGEMENT. www.opensourcemanagement.it. Slides at: www.paoloruggeri.net. 2. PEOPLE. PROBLEMS IN MANAGING PEOPLE?. Control. To get things to go as you wish = The abiliy to start, change and stop something or someone. Responsibility.

clarkejoan
Download Presentation

PERSONNEL MOTIVATION

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. PERSONNEL MOTIVATION OPEN SOURCE MANAGEMENT www.opensourcemanagement.it

  2. Slides at: www.paoloruggeri.net 2

  3. PEOPLE

  4. PROBLEMS IN MANAGING PEOPLE?

  5. Control • To get things to go as you wish • = • The abiliy to start, change and stop something or someone

  6. Responsibility • THE FEELING OF BEING THE ONLY ONE IN CHARGE OF SOMETHING • = • THE ABILITY TO SEE ONESELF AS “THE CAUSE” • WHEN CONFRONTED WITH A PROBLEM WE CAN CHOOSE OUR ANSWER: • CAUSE OR EFFECT?

  7. Cause and Effect To solve a problem or to handle succesfully a situation we need to see ourselves as “the cause” of such situation. • If we aren’t able to do it, it is the situation that will control us. • If we are not capable of seeing ourselves as the cause of the performance of our employees, we are indeed leaving the control to them. Case history scuola

  8. The Scale of Effectiveness • EXTERNAL CONTROL Someone who thinks that all his life and misfortunes are or have been dependent upon others • CONTROL SOLELY OF ONE’S ACTIONS One sees himself as the cause only of the activities performed directly but cannot accept blame for other people mistakes or for what happens outside the company. • He will not reach his goals • INTERNAL CONTROL Sees himself as the cause of his actions but also as teh cause of other people actions and activities.

  9. CAUSATIVITY GETS CAUSATIVITY • If I think to be the cause of a problem I have with someone, sooner or later also the other will behave in a causative way. • If I think to be the effect, they will think in the same way.

  10. LEADERSHIP • A LEADER IS SOMEONE WHOSE REQUESTS ARE EXECUTED WITH PRIDE. • In order to develop leadership you must feel fully responsible for the behavior of the people you are leading. • When something goes wrong it’s not them, IT IS YOU!

  11. To Think Causative • When we have to face a problem or a difficulty, we can consider ourselves as cause or effect. • Considering ourselves like the effect means to put “ the other”, “the circumstances” as the subjects of the action. • Considering ourselves like the cause means to put “MY SELF” as the subject of the action.

  12. The following thoughts belong to cause or effect ? He does not correct what I show to him. He is not passionate enough The market is in a downturn He does not understand my directions. He cannot get results He does not make new clients. He does not execute my orders. He is not motivated.

  13. Developing of Knowledge • 1. We notice something not optimal around us. • 2. We feel the cause of this situation. • 3. We start adopting some methods to solve it. • 4. If these methods do not work, we go on considering ourselves as “the cause” of the non-optimal situation. • 5. Acting in this way, we will develop or find out the right knowledge to solve the problem. Sooner or later we will become a LEADER!

  14. The Scale of Attitudes Enthusiasm Amusement Logic Boredom Hostility Anger Resentment Anxiety Grief Apathy

  15. 1) If you want things to change, the first one who has got to change it’s you.

  16. MOTIVATION

  17. The missing 80% • Only 19% of Western Countries employees feel passionate about top goals in their organization. • Not emotionally connected to the leader/goal

  18. Exercise 1. Good job conditions 2. Feel involved in job problems 3. A non overpowering discipline 4. Praise (appreciation) for the work he carried out 5. Loyalty of the direction to its employees 6. Good wage level 7. Promotion and advance together with the company 8. Understanding and interest for employee’s personal problems 9. Job Security 10. Interesting Job

  19. What employees want from their bosses • Praise for the work they carried out • To feel involved in company’s problems • Understanding and interest for employee’s personal problems (true interest for the person) Job Security Good wage level Interesting job Promotion and advance together with the company Loyalty of management toward employees Good Job conditions A non overpowering discipline

  20. MOTIVATION • TO GET SOMEONE TO SHOW HIS COMPETENCE AND CAPABILITIES • YOU ARE THE COACH!

  21. MANAGER ORIENTATION • From : • Manager who does the job • to • Manager who gets someone to do the job, Manager who creates performing people

  22. Desires of the internal customer Tangible Intangible Remuneration Remuneration Wages Praise Bonuses Engagement Tools/Spaces Genuine Interest Hard Factors Soft Factors

  23. 2) GIVE PRAISE

More Related