MOTIVATE AND STIMULATE PEOPLE For Productivity, Performance, and Professional Excellency

1. MOTIVATE AND STIMULATE PEOPLE For Productivity, Performance, and Professional Excellency By Mohamed Ali Abukar, Ph. D. SOMALI AMERICAN UNITED COUNCIL

2. Human Motivation Human motives are based in a variety of drive, wishes, and similar forces usually called needs. Managers must take clear steps to incorporate the proven effective motivation strategies. It is necessary to distinguish between motivation and satisfaction, although they may be related Satisfaction: Satisfaction is concerned with the attitude people have about their work, and is the past tense which involves outcome already experienced Motivation: Is a predisposition to behave in a purposive manner to achieve specific unmet needs, and suggests the present

3. People are motivated to satisfy the following categories of needs: Psychological Needs:Includes the needs for: - Food - Water and Air - Shelter and Clothing Social Needs: Includes the needs for: - Friendship and Affection - Acceptance - Interaction with people Safety Needs:Includes the needs for: - Security and Stability - Freedom and Peace Esteem Needs:Includes the needs for feeling of achievements and respect, desire for reputation or prestige, self-esteemand responsibility

4. Managerial Competence Effectiveness and Productivity are the keys to the success of the organization A model definition of Managerial Competence: Applying those practices which work with most of the people most of the time, and is an approach to managing others which seeks to make optimal use of available resources in meeting organizational objectives Optimal: The best of which of what people are capable Available: Those resources at the manager’s disposal for meeting organizational goals

5. Important Skills to make the manager effective A manager will be successfully only if he/she is equipped with certain managerial skills. The term managerial skills, it is used to refer the ability which can be developed and manifested in performance. Human Skills: Reflect the ability to work with people all the time. Ability to lead , motivate manage conflict and work easily with others. Technical Skills: Involves understanding a specific kind of activities, involving methods, process, procedures and techniques Conceptual Skills: Involves the ability to see the organization as a whole.

6. Functional Responsibilities of HRM 1. Attraction: Identifying job requirements, deciding for the number of people and skills mix needed to fulfill properly specific job. 2. Selection: Choosing the best individuals who have skills and knowledge to accomplish specific task or jobs. 3. Retention: Ability to lead, motivate, work easily with others and create/maintain an healthy environment where employees feel free to express themselves without fear . 4. Development: Improving knowledge, skills, and abilities of the employees for better productivity, effectiveness and efficiency. 5. Assessment: Monitoring and evaluation of the proper accomplishment of the task and satisfactory performance Managers have the responsibility to attract, recruit, select, develop, retain and manage efficiently the human assets.

7. Staffing and Human Resource Management It is the process of assuring that competent staff is selected and then developed and rewarded for achieving organizational objectives. All organization must strive to recruit and hire the very best in the field and retain them with an appropriate reward system, so they feel effective and satisfied .

8. Human Resource Planning It is necessary to provide an adequate mix of human resource for achieving effectively and efficiently the organizational goal and objectives, and it is tied to the overall organizational plan. Promote also productivity increase by better matching individual and job, in order to be able to select, place, develop, train, appraise and reward employee in a job related manner.

9. Recruiting and Selection Past performance is an indicator for future performance. No one want to hire an individual who has a violent history, criminal background and other problems that may cause distress to colleagues or customers. Improving recruitment system and retention of competent individuals increase productivity and contribute to the stability and success of the organization.

10. Orientation Training Usually the things to consider when planning for staff development are to first determine employees need for training, and then motivate them to increase their capabilities for performing efficiently their duties. Consider the following when developing orientation training: 1. Design a proper orientation training 2. Conduct training over a period of time 3. Keep in consideration the organizational vision and culture 4. Fully explain the objectivity of the training 5. Monitor and Assess the program and ensure feedback

11. Job Rotation Employees should be given time away from duties to obtain training, which will result in more capable employees that have a higher level of job satisfaction A successful training implementation leads to productivity and quality improvements. Meeting training demands in an effective and efficient manner is a critical requirement for human resource function. Usually the result of successful training will be shown on job and will produce efficient, effective and more productive work force.

12. Performance Appraisal Performance Appraisal system help administer an organization’s formal reward and punishment system. Employees should believe that careers depend on their task performance or feel that their promotion prospects are based on the fulfillment of the task

13. Performance Appraisal (Success Factors)‏

14. Appropriate Reward It is very important that the reward and promotion system be fair and should be free of any kind of discrimination and favoritism. Otherwise it losses its meaning. An appraisal system should be based on job performance criteria and the structure of the reward system must be familiar to all employees and an appeal process should be established, all system should be legally defendable.

15. Merit Pay System Give salary increased to individuals based upon supervisor’s appraisal for their performance. The purpose is to effect motivation and to retain the best performers by establishing a clear performance reward relationship.

16. Bonus This method is the most accepted and have an advantage that treat employees like investors and reward them when the organization does well Combination of different system will prove useful because each approach is effective at accomplishing different objectives. Poor pay for performance can cause counter productive behavior and distrust. Sometimes, no pay for performance system is better than giving poor one. Employees should get a cross training to respond properly to customer needs, and they should be held accountable for outcomes as well as for following correct procedures and not violating any law.

17. Following are some of the recommended approaches to be effective in increasing people performance and productivity: 1. Positive Reinforcement: The use of recognition and tangible benefits like pay increase, promotion, and incentives as a reward for effective performance. 2. Job Enrichment: Means delegation in decision making, which will lead to associates that truly feels that they are insider to the organization 3. Positiveness: A manager must find ways to motivate employees and to increase the organization’s overall efficiency, effectiveness, productivity and accept responsibilities for the organization’s impact.

18. Managerial Motivation A good leader is one who among other things, helps people feel strong and responsible, who reward them properly for good performance, and who organize things in such way, that people feel they know what they should be doing. To inspire commitment a leader must earn the respect of all parties involved. Improvement of communication can have a direct bearing on profitability, keeping in mind that today the workforce is much better educated than previously, and that they are much more competent to participate in management decision making.

19. Performance and Productivity Manager should be able to stimulate and motivate for performance and productivity and communicate with employees individual and groups. Leading means being able to assess other, evaluate the situation and select or change behavior to more or better effectively respond to the demand of the circumstances. People are willing to work hard if there is a reason to do so. Because of the role motivation plays on performance is a major concern of most managers. Basically performance is determined by three factors: Ability, Motivation and Role Clarity

20. To perform Effectively and Efficiently a Person Must: 1. Be able to do the Job Ability 2. Want to do the Job Motivation 3. Understands what the Job is Role Clarity Ability: Rationally to the attainment of certain ends, and ability to develop and fallow plans, policies and procedures effectively. Ability to handle properly interpersonal and group conflict Role Clarity: It is the extend to which an individual have the experience, training and skills necessary to perform all aspect of their jobs effectively and efficiently.

21. Motivation Highly motivated individuals are essential elements in the success of any activities. Effective managers will facilitate performance by providing the things people need to do their job, giving proper training, the necessary tools and equipment, adequate budget, enough authority and information or instructions to perform their job well. Without those even a highly motivated individual will not perform well. The needs for securityand recognition are two examples of forces that may motivate people and determine their behavior.

22. Interpersonal Relations Bring down all barriers, learning appreciation, understanding each other, creating and maintaining a very positive environment where every one is pleased in working together as a team. An individual cannot be effective without knowing how to establish and maintain productive relationship with other. A manager is more likely to have good relation with the people he/she work with, if he/she is considerate supportive, honest with them, looks out for their welfare, and does not act in an arrogant manner. Always everyone should believe to be hold accountable for his / her actions.

23. ORGANIZATIONALBUILDING BLOCKS • Task specialization: • Administrative efficiency is increased by a specialization of the task among the groups in the direction, which will lead to greater efficiency. • Span of control: • Administrative efficiency is enhanced by keeping at a reasonable the number of organizational level through which a matter must pass before it is acted upon. • Departmentalization: • Grouping activities into department makes possible to manage a large organization effectively and efficiently.

24. ORGANIZATIONAL STRUCTURE AND DESIGN • Refers to the importance of organizational structure and its relation to power, strategy and other topics. • Organizational size, environmental complexity and technology have an important influence on the organizational structure • Organizational hierarchy is very important in any organization, where superior direct subordinates, provide instruction and rules for managing the information processing systems.

25. DIMENSION OF STRUCTURE • CENTRALIZATION: Decision to be approved at higher levels • FORMALIZATION: Organization must have clear organizational chart and rule manuals • COMPLEXITY: Is measured in term of the number of subunit, levels and specialization

26. CORPORATE CULTURE • Refers to the value and practices shared by the employees • The way that work and authority are organized • The way people are rewarded and managed

27. MANAGING BY WALKING AROUND • Peter Drucker have emphasized that the modern organization should be an ORCHESTRA, which is based in managing by walking around (MBWA)‏ • Top Managers comes down to the working environment • Decision making based on participatory approach- joint decision making process • Focusing on Economizing, based on comparing costs and benefits and selecting the most efficient system

28. TRUST • If you will trust you will never be disappointed. People who have been extended trust will naturally respond to higher standards of quality, ethical behavior, fairness, and the organization will have a team of individual that act as ambassador. • The role of mentoring plays an important part in effective trusting.

29. Accountability Is the expectation that each individual must accept credit or blame for result achieved in performing assigned work. Everyone must report the outcomes of their work, these feedback enables mangers to determine if the tasks has been performed properly. Delegation of responsibility is accompanied by accountability; if you accept responsibility you will be accountable of the results of your action, and you will be hold accountable for the results.

30. IMPORTANCE OF DECENTRALIZATION • DECENTRALIZATION IS AN IMPORTANT FACTOR IN ANY ORGANIZATION • INVOLVES IN: • DELEGATING POWER OR DECISION-MAKING AUTHORITY AND CONTROL OVER RESOURCE • WILL DEVELOP: • STAFF CAPACITY TO ALLOW THE ORGANIZATION TO RESPOND PROPERLY TO CHANGE • PEOPLE WITH PROPER INFORMATION ABOUT THE REAL SITUATIONS WILL MAKE THE DECISIONS

31. INTRINSIC AND EXTRINSIC REWARDS • INTRINSIC IS USUALLY RECEIVED AS DIRECT CONSEQUENCES OF A PERSON’S ACTION; LIKE A PLEASANT FEELING AT THE COMPLETION OF TASK. • EXTRINSIC IS GIVEN BY ANOTHER PERSON FOR PERFORMANCE AND SUCCEEDING IN THE TASK’S ACHIEVEMENT; SUCH AS PROMOTION, PAY INCREASE AND OTHER.

32. Managing People Productively The art of managing people productively and effectively is the most challenging task facing today’s public and private sectors managers. The art of managing people teaches how to develop a strong trust bound with everyone in order to facilitate the development of an effective team, satisfied productive individuals, held together through healthy interpersonal relationship. In fact management by definition is: Get the work done through the effort of other people

33. DIVERSITY • It is advisable that management focuses on diversity because people of different ethnicity and origins can bring new ideas and different ways of doing things. • To work well together people needs to be aware of differentials in style and expectation; everyone must accept differences and must be able to confront in a honest and sincere ways for any disagreement. • Any organization that may need to succeed should welcome diversity and treat it as an opportunity.

34. EVALUATION • Evaluation build the ability to provide regular feedback on the performance to assure that actual results compare favorably with the anticipated results. • We use evaluation to determine whether a program or people achieved the goal and whether this goal could have been achieved more effectively.

35. DISCIPLINE • Discipline can be carried out within certain procedures and must be established rules for conduct and communicate those rules to all employees. • For most kind of violations, it will be appropriate to use a progressive disciplinary steps, beginning with oral warning, before using actual punishment; suspension without pay and discharge may follow according to the degree of insubordination.

36. WARNING • Warnings should be communicated calmly and in a way that avoids the appearance of hostility or personal rejection of the subordinates; and subordinates should be given ample opportunity to respond to any charges of improper behavior or inadequate performance. • It is very important to avoid giving warnings to a subordinate in front of other people; finally credibility is lost when the leader announces a punishment then changes his mind and annul it. • The manager must indicate clearly what is expected of the subordinate and what must be done to avoid punishment; and when a manger has an indication that discipline is needed, and it is essential to avoid jumping to conclusion.

37. HASTY PUNISHMENT • A hasty punishment can be very embarrassing to a manager if it turns out to be unjustified and this kind of incident can create negative relation with subordinate. • The type of disciplinary action taken by a leader should be consistent with organizational rules, policies and regulation • Subordinates should be not punished for something beyond their control if they have acted in responsible and appropriate way. • The manager should not overlook or ignore infractions, nor should be delayed too long in responding to them, failure to act invites repetition of the infraction.

38. PERSONAL INTEGRITY • Everyone brings different strengths and weakness to the working environment and no one is strong or successful in all areas. • It’s appropriate to maximize personal integrity based on treating everyone with respect. • Always emphasize civil behavior and strive to enhance competencies, skills and professionalism.

39. QUESTIONS FOR DISCUSSION • What is the difference between Intrinsic and Extrinsic Reward? • How you can encourage honesty in your work environment? • Explain the meaning of job enrichment and positive reinforcement

40. WHAT IS CULTURE CLASH? • Example one: Two organization with different cultures attempt to combine, but their culture does not mix • Example two: Arthur Andersen of Chicago was one of the largest Global financial services; and in 2002 have faced an audit service’ scandals (ENRON’ s auditing), which some have attributed to a clash of culture between CEO and other executives • In this period the Firm voluntarily surrendered its licenses to practice as Public Accountants, pending the result of persecution by the Justice Dpt