business management - people and decisions

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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik

Business Management Business Management for Engineersfor Engineers

People and DecisionsPeople and Decisions

Mohammad Tawfik

http://WikiCourses.WikiSpaces.com/

http://AcademyOfKnowledge.org/

Leadership and Motvaton SkillsMohammad Tawfk

#WikiCourseshttp:////WikiCoursesWWikiSpacesWcom

Motivating People



Laws of Motivation

Richard Denny



1- To Motivate you have to be Motivated



Motivating Yourself



You must manage yourself before you can lead others

Zig Ziglar1926-2012



Set Goals



Seize the moment to act



Have persistence



Build your Willpower



2- Motivation Requires a Goal

“I will only settle for world domination”



3- Motivation Never Lasts



4- Recognition Motivates



Motivation by AppreciationMotivation by Appreciation(MbA)(MbA)



5- To Motivate, Recognize Needs



Basic human needs

LiveLive

Love and Love and Be lovedBe lovedLearnLearn

Leave aLeave aLegacyLegacy



How to De-Motivate?



Focus on rewards!



Do not give enough trust!



Reward the wrong attitude!


#WikiCourseshttp:////WikiCoursesWWikiSpacesWcomDo not communicate!



Focus on Cost!



How to Motivate?



Motvate by:

Motvate by:

StatusStatus

CertaintyCertainty

AutonomyAutonomyRelatednessRelatedness

FairnessFairness

David Rock“Your Brain at Work”



MotvatonMotvaton

AutonomyAutonomy

MasteryMasteryPurposePurpose



Participation Motivates

LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy



Progress Motivates




Challenge Motivates




Belonging Motivates




Power Motivates




Learning Motivates




Self Esteem Motivates




Autonomy Motivates




Competence Motivates




Fairness Motivates




Certainty Motivates




Status Motivates




Purpose Motivates




Leadership Styles

Situational Leadership

Hersey-Blanchard model



Hersey-Blanchard Leadership Model

DelegatngDelegatng

SellingSelling

TellingTelling

PartiipatngPartiipatng

Task Focus

Relationship Focus



Hersey-Blanchard Leadership Model

Can you solve this?

Can you solve this?

This is my proposal!This is my proposal!

This is my soluton!This is my soluton!

What is your proposal?

What is your proposal?

Task Focus

Relationship Focus



Follower Model

PerformerPerformer

LearnerLearner BeginnerBeginner

ContributorContributor

Willingness

Ability



Follower Model

PerformerPerformer LearnerLearner BeginnerBeginnerContributorContributor

Level of maturity



Situational Leadership

DelegatngDelegatng

SellingSelling

TellingTelling

PartiipatngPartiipatng

Task Focus

Relationship Focus

PerformerPerformer LearnerLearner BeginnerBeginnerContributorContributor



Understanding Decision Understanding Decision Making:Making:

Group IssuesGroup Issues

Mohammad TawfikMohammad Tawfik





Based on: The Art of Critical Decision Making

Professor Michael A. Roberto

The Teaching Company





The Wisdom The Wisdom of Crowds?of Crowds?





Are groups better decision makers than individuals?

Unfortunately, many groups do not realize those potential synergies; they experience process losses.





In his bestselling book

The Wisdom of Crowds

James Surowiecki argues that a large “crowd” of individuals can actually be more intelligent than any individual expert





You need to have diversity within the crowd: Many different disciplines, perspectives, and

areas of expertise must be represented.





You have to have decentralization, meaning that the crowd is dispersed, and people with local and

specific knowledge can contribute.





You have to have some effective way of aggregating all the individual judgments.





Finally, and most importantly, you must have independence.

This is the key condition that usually doesn’t hold in actual teams within organizations. They are

interacting closely, and they are interdependent.





Certainly, pressures for conformity arise within groups.





Scholars have described how negative outcomes result when “fault lines” emerge within teams.

Fault lines are schisms that often emerge based around natural demographic subgroups within a

team.

We can see in-group/out-group dynamics emerge in these situations, which leads to dysfunctional

conflict.





In some groups, they exhibit an inability to manage air time, such that a few individuals

dominate the discussion. Others are not able to get their ideas on the table.





Free riding is another process loss.

Some members may not feel personal accountability, and they may loaf, expecting

others to carry the load.





The lack of adequate information sharing is one of the most perplexing challenges that teams

face, and that hinders their decision-making effectiveness





Groupthink—Thinking Groupthink—Thinking or Conforming?or Conforming?





What is groupthink?





According to social psychologist Irving Janis, groupthink is when a cohesive team experiences tremendous pressures for conformity, such that

people strive for unanimity at the expense of critical thinking.





Janis has argued that groupthink is more likely to arise when groups are highly cohesive and

when they face a great deal of stress or pressure.





What are some of the signals that your group

is not having a sufficiently candid

dialogue?





Do management meetings seem more like hushed, polite games of golf or fast-paced,

physical games of ice hockey?





Do subordinates wait to take their verbal and visual cues from you before commenting on

controversial issues?





Are planning and strategy sessions largely about the preparation of hefty binders and fancy

presentations, or are they primarily about a lively, open dialogue?





Do the same people tend to dominate management team meetings?





Is it rare for you to hear concerns or feedback directly from those several levels below you in the

organization?





Have senior management meetings become “rubber stamp” sessions in which executives simply ratify decisions that have already been

made through other channels?





Are people highly concerned about following rules of protocol when communicating with

people across horizontal levels or vertical units of the organization?





How teams can How teams can prevent prevent

groupthinkgroupthink and and improve their improve their

decision making?decision making?





Stimulating Conflict and Debate





You can ask your management team to role-play the competition





You can employ mental simulation methods to stimulate conflict and debate





Creativity and Brainstorming





The Curious Inability The Curious Inability to Decideto Decide





The culture of NONO





The culture of YESYES





The culture of MAYBEMAYBE

