Chief Information Officers (CIO)

1. Chief Information Officers (CIO)

2. Module 3 Human Resources Management and Change Management

3. Objectives of Module 3 To provide exposure to CIOs to major concepts and techniques in the areas of Human Resources Management, Organizational Development and Change Management

4. Scope • Organization Culture • Organizational Structure • Managing Employees • Motivating Employees • Change Management

5. Major Organizational Structures • Divisional Structure • Functional • Matrix • Flexi Organization

6. Chief Administrator Administrator Div 2 Administrator Div 3 Administrator Div 1 District Officer 1 District Officer 3 District Officer 5 District Officer 6 District Officer 4 District Officer 2 DIVISIONAL ORGANIZATIONAL STRUCTURE

7. Functional Organizational Structure

9. Need for Flexibility and participation Tasks well Defined Authoritarian Culture and need for Control Active Search Organizational Culture Vs Structure

10. One More Time: How Do You Motivate Employees? • Frederick Herzberg – • Harvard Business Review • January–February 1968 MOTIVATING EMPLOYEES

11. MOTIVATING EMPLOYEES • Motivation by KITA • KITA = Kick in the pants (1968) • KITA = Kick in the ass (1987, 2003)

12. MOTIVATING EMPLOYEE What is KITA? • Negative KITA • Motivation by punishment— • A push

13. Motivating Employees Negative physical KITA • 50 lashes • Two weeks in the brig

14. Motivating Employees Negative psychological KITA •Move to undesirable office • Stop speaking to subordinates • Threaten termination

15. Motivating Employees Positive KITA • motivation by reward—Pull

16. Motivating Employees Positive KITA • Reducing time spent at work • Comp time • Time off as a reward • Recreation programs • Sabbaticals • Cruises

17. Motivating Employees Positive KITA • Compensation • Pay Increases • Stock Options • Bonuses • Commission • Incentive

18. Motivating Employees Positive KITA • Benefits • Health insurance • Free food • Limited work week • Work at home

19. Motivating Employees • Positive KITA • Human relations training • Supervisors trained in psychological approaches to management • Supervisors trained to be sensitive to the needs of • their subordinates

20. Motivating Employees Positive KITA -Communication • Training programs • Newsletters • Other publications • Annual performance reviews

21. Motivating Employees Positive KITA Two-way communication • Listen to employees’ complaints and suggestions • Democracy in the workplace • Interactive performance reviews

22. Motivating Employees Positive KITA Job participation • Communicate the importance of the job in the big Picture • Give achievement awards

23. Motivating Employees Positive KITA Employee counselling • Let employees unburden themselves in psychological counselling

24. Hygiene vs. Motivation Motivation • Achievement • Recognition • Work satisfaction • Responsibility • Advancement • Growth Hygiene • Supervision • Working conditions • Salary • Peer interaction • Personal life • Status • Security

25. Hygiene vs. Motivation • Hygiene reduces job dissatisfaction • Motivation increases • job satisfaction • Job satisfaction is not the opposite of job dissatisfaction • Hygiene = KITA

26. What’s wrong with KITA? • KITA motivates to avoid punishment • KITA motivates to get rewards • KITA is good for motivating rats– bad for motivating people

27. Herzberg’s alternative to KITA • Job enrichment • Make the job itself a motivator

28. Maslow’s Hierarchy of Human Needs

29. How Do People Work in Groups GROUP DYNAMICS Formal and Informal Groups Groups formed when • Being a real team • Compelling direction • Enabling structure • Supportive context • Expert coaching

30. GROUP FORMATION

31. GROUP DYNAMICS: TUCK MAN STAGES

32. Change Management in a Nutshell

33. Change Management Planning the Change • Objective of Change (Why are we initiating change ?) • Scope of Change (What changes are being contemplated?) • Benefits and Costs (Who is likely to effected and in what way?) • Identify the threats (who is likely to resist change and what other problems are we likely to face) • Opportunities (Who is likely to assist change and how?) • Strategic Options (Ways change can be initiated and implemented)