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Approaches to People (Using Human Resources) Lecture 3 Dr. Craig Kasper.

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Presentation on theme: "Approaches to People (Using Human Resources) Lecture 3 Dr. Craig Kasper."— Presentation transcript:

1 Approaches to People (Using Human Resources) Lecture 3 Dr. Craig Kasper

2 Introduction Main point: People are THE key to productivity.Main point: People are THE key to productivity. Productivity reflects on you, the manager!Productivity reflects on you, the manager! And we all want to look good, right??And we all want to look good, right??

3 Highlights Contingency TheoryContingency Theory Importance of people orientationImportance of people orientation Maslow’s HierarchyMaslow’s Hierarchy Active ListeningActive Listening Writing a Performance StandardWriting a Performance Standard Efficiency and effectivenessEfficiency and effectiveness Self AssessmentSelf Assessment Five steps to improve productivityFive steps to improve productivity

4 Contingency Theory We’ll discuss contingencies for physical emergencies later, but what if your “disaster” is an employee??We’ll discuss contingencies for physical emergencies later, but what if your “disaster” is an employee?? Human behavior is very complex.Human behavior is very complex. Ultimately, you manage through understanding and feeling for the people.Ultimately, you manage through understanding and feeling for the people. A good manager must know the people who work for him.A good manager must know the people who work for him.

5 Good Management Select the right people.Select the right people. Develop talentDevelop talent Treat justly (may be different than what people’s sense of “fair” or “unfair” is…)Treat justly (may be different than what people’s sense of “fair” or “unfair” is…) Set high standards (people will either meet or exceed them, or wash out.)Set high standards (people will either meet or exceed them, or wash out.) Insist on achieving your set goals (people may surprise you with their ingenuity.)Insist on achieving your set goals (people may surprise you with their ingenuity.) Reward superior performance!! (Penalize suboptimal performance.)Reward superior performance!! (Penalize suboptimal performance.)

6 Leadership Revisited We already mentioned that good leaders do so by setting good examples.We already mentioned that good leaders do so by setting good examples. However, good leaders also have the ability to influence people (not the power to require).However, good leaders also have the ability to influence people (not the power to require). REM: If all your employees leave due to your bad daily bad attitude, then you do a lot of work yourself!REM: If all your employees leave due to your bad daily bad attitude, then you do a lot of work yourself!

7 Leadership Defined StruggleStruggle Strive to achieve clairity of purpose.Strive to achieve clairity of purpose. Competant, assurred, confident (not arrogance), courageousCompetant, assurred, confident (not arrogance), courageous This attitude can be contageous and often attracts followers! (A self- fullfilling prophecy of sorts, since this is what make a leader great anyway!)This attitude can be contageous and often attracts followers! (A self- fullfilling prophecy of sorts, since this is what make a leader great anyway!) Mentor, doesn’t panic.Mentor, doesn’t panic. Explains difficult decisions (especially when they must be reversed.)Explains difficult decisions (especially when they must be reversed.)

8 Malsow (1954) Yes, this stuff still applies…Yes, this stuff still applies… Everone has basic needs and your employees certainly qualify.Everone has basic needs and your employees certainly qualify. They all revolve around self-fulfillment.They all revolve around self-fulfillment.

9 Maslow 1.Basic: air, water, food, rest, shelter. 2.Safety (security): Protection. 3.Social: sense of belonging, sharing, friends, love 4.Esteem: respect, achievement, competence, confidence. 5.Independence: working toward personal goals, authority, freedom 6.Self-fulfillment: Be all you can be!!, learning, growth, self- actualization (ambition).

10 When these coreWhen these core needs aren’t met, it needs aren’t met, it often shows up in an often shows up in an employee’s attitude! employee’s attitude! Unsatisfied needsUnsatisfied needs become motivators for other behaviors. You’ll see it coming inYou’ll see it coming in some folks long before some folks long before you actually have a confrontation. “Whoa! Too much coffee, Bob??” James Greenwood

11 Communication and Active Listening We choose to communicate verbally.We choose to communicate verbally. Non-verbal communication (NVC) is automatic. (Even when you say nothin’, you’re sayin’ something.)Non-verbal communication (NVC) is automatic. (Even when you say nothin’, you’re sayin’ something.) Personal perception is a powerful influencing factor in NVC.Personal perception is a powerful influencing factor in NVC. Also, recall that you can’t please everyone, all the time.Also, recall that you can’t please everyone, all the time.

12 Active Listening “You can let your walk, talk…or you can let your talk, talk; but never let your talk, talk, more than your walk, talks!”“You can let your walk, talk…or you can let your talk, talk; but never let your talk, talk, more than your walk, talks!” Learn to speak less and listen more (insight)! Reduce your listen/talk ratio.Learn to speak less and listen more (insight)! Reduce your listen/talk ratio. This gives you a powerful upper hand in determining the best course of action when dealing with conflict.This gives you a powerful upper hand in determining the best course of action when dealing with conflict. What you hear from people in the most innocent situation may provide valuable insight into what their true nature is (tarot).What you hear from people in the most innocent situation may provide valuable insight into what their true nature is (tarot).

13 Setting the Bar Evaluation of performance of workers is critical to any operation.Evaluation of performance of workers is critical to any operation. Each job should have a set of standards to “live up to.” If it doesn’t, then employees don’t know what is expected.Each job should have a set of standards to “live up to.” If it doesn’t, then employees don’t know what is expected. Employees are often involved in defining their job standards. This is good for both employee and manager.Employees are often involved in defining their job standards. This is good for both employee and manager.

14 Standard “standards” 1.Resemble a contract between the employee and the firm. 2.Address the most important aspects of the empolyee’s duties and responsbilities. 3.Guide the employee to accomplish important tasks. (As defined by the supervisor.) 4.Be directed at specific tasks or requirments. 5.Act as units of meaure (goes back to employee comparision/evaluation.)

15 Standard “standards” 6. Be brief, clear, concise, believable and easily understood!! 7. Enhance communication between employee and supervisor. 8. Encourage productivity and efficiency. 9. Enable employeeand evaluator to agree on whether the accomplishements failed to meet, met, or exceeded the standards. 10. Be taken seroiusly.

16 “Unstandard” standards 1.Nebulous, challenge your team, but don’t “give ‘em enough rope to hang themselves!” 2.Overemphasis on doing the “boss’” job. If your’re doing his job, why is he there? It works the other way, too! 3.Include unimportant tasks—those not necessary for the possition. 4.Unclear. 5.Difficult to measure. 6.Discourage productivity. 7.Cause mistrust. 8.Mislead employee. 9.Waste/abuse of time. 10.Unused/unenforced.

17 Standard Development This can be a daunting task, especially if you don’t have prior experience.This can be a daunting task, especially if you don’t have prior experience. Communication (language) must be clear.Communication (language) must be clear. Often units of time, quality, and quantity are inserted within a document.Often units of time, quality, and quantity are inserted within a document. Don’t use directives, but require an outcome (and communicate it.)Don’t use directives, but require an outcome (and communicate it.)

18 Productivity Usually a good manager also is rewarded by a highly productive group (TAL).Usually a good manager also is rewarded by a highly productive group (TAL). Periodically the manager needs to assess the work or workers and make refinements as needed.Periodically the manager needs to assess the work or workers and make refinements as needed. There is no rule of thumb here, but several basic steps will be discussed.There is no rule of thumb here, but several basic steps will be discussed.

19 What is productivity? Efficiency = output/inputEfficiency = output/input Productivity = doing the right things right.Productivity = doing the right things right. Increasing productivity can be achieved by increasing efficiency, usefulness and efficiency, responsiveness to demand (speed), decreaseing costs, decreasing production and delivery time.Increasing productivity can be achieved by increasing efficiency, usefulness and efficiency, responsiveness to demand (speed), decreaseing costs, decreasing production and delivery time.

20 The Manager’s Mandate Make goals clear from the start (syllabus).Make goals clear from the start (syllabus). Rate yourself as a manager (performance eval’s.)Rate yourself as a manager (performance eval’s.) Involve people in looking for opportunities.Involve people in looking for opportunities. Analyze and measure before and after a change.Analyze and measure before and after a change. Choose opportunities.Choose opportunities.

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