1 chief information officers (cio). module 3 human resources management and change management 2
TRANSCRIPT
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Chief Information Officers Chief Information Officers (CIO) (CIO)
Module 3
Human Resources Management and Change Management
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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
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Organization CultureOrganizational StructureManaging EmployeesMotivating EmployeesChange Management
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Scope
Major Organizational Structures
Divisional StructureFunctionalMatrixFlexi Organization
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Chief Administrator
Administrator Div 1 Administrator Div 2 Administrator Div 3
District Officer 1
District Officer 2
District Officer 3
District Officer 4
District Officer 5
District Officer 6
DIVISIONAL ORGANIZATIONAL STRUCTURE
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Functional Organizational Structure
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Tasks
well Defined
Need for Flexibility and participation
Authoritarian Culture and need for Control
Active Search
Organizational Culture Vs Structure
MOTIVATING EMPLOYEES
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One More Time:
How Do You Motivate Employees?
• Frederick Herzberg –• Harvard Business Review• January–February 1968
MOTIVATING EMPLOYEESMotivation by KITAKITA = Kick in the pants (1968)KITA = Kick in the ass (1987, 2003)
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MOTIVATING EMPLOYEE
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What is KITA?
• Negative KITA
• Motivation by punishment—
• A push
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Negative physical KITA
• 50 lashes
• Two weeks in the brig
Motivating Employees
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Negative psychological KITA
• Move to undesirable office
• Stop speaking to subordinates
• Threaten termination
Motivating Employees
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Positive KITA
• motivation by reward—Pull
Motivating Employees
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Positive KITA• Reducing time spent at work• Comp time• Time off as a reward• Recreation programs• Sabbaticals• Cruises
Motivating Employees
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Positive KITA• Compensation• Pay Increases• Stock Options• Bonuses• Commission• Incentive
Motivating Employees
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Positive KITA• Benefits• Health insurance• Free food• Limited work week• Work at home
Motivating Employees
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Positive KITA• Human relations training• Supervisors trained in psychological approaches to management• Supervisors trained to be sensitive to the needs of their subordinates
Motivating Employees
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Positive KITA -Communication• Training programs• Newsletters• Other publications• Annual performance reviews
Motivating Employees
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Positive KITATwo-way communication• Listen to employees’ complaints and suggestions• Democracy in the workplace• Interactive performance reviews
Motivating Employees
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Positive KITAJob participation• Communicate the importance of the job in the big Picture • Give achievement awards
Motivating Employees
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Positive KITAEmployee counselling• Let employees unburden themselves in psychological counselling
Motivating Employees
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Hygiene• Supervision• Working conditions• Salary• Peer interaction• Personal life• Status• Security
Motivation• Achievement• Recognition• Work satisfaction• Responsibility• Advancement• Growth
Hygiene vs. Motivation
• Hygiene reduces job dissatisfaction• Motivation increases• job satisfaction• Job satisfaction is not the opposite of job dissatisfaction• Hygiene = KITA
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Hygiene vs. Motivation
KITA motivates to avoid punishmentKITA motivates to get rewardsKITA is good for motivating rats– bad for motivating
people
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What’s wrong with KITA?
• Job enrichment• Make the job itself a motivator
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Herzberg’s alternative to KITA
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Maslow’s Hierarchy of Human Needs
GROUP DYNAMICSFormal and Informal GroupsGroups formed when• Being a real team• Compelling direction• Enabling structure• Supportive context• Expert coaching
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How Do People Work in Groups
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GROUP FORMATION
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GROUP DYNAMICS: TUCK MAN STAGES
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Change Management in a Nutshell
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)
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Change Management