SmartDraw Samples Fred Nickols [email protected] Copyright Fred Nickols 2010.

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SmartDraw Samples Fred Nickols [email protected] Copyright Fred Nickols 2010

Transcript of SmartDraw Samples Fred Nickols [email protected] Copyright Fred Nickols 2010.

Page 1: SmartDraw Samples Fred Nickols fred@nickols.us Copyright Fred Nickols 2010.

SmartDraw Samples

Fred [email protected]

Copyright Fred Nickols 2010

Page 2: SmartDraw Samples Fred Nickols fred@nickols.us Copyright Fred Nickols 2010.

Major Motivational Theories

Copyright Fred Nickols 2010

Three NeedsTheory

DavidMcClelland

Goal SettingTheory

GeorgeOdiorne

ExpectancyTheory

VictorVroom

MajorTheories

ofMotivation

EquityTheory

JohnAdams

Two FactorTheory

FrederickHerzberg

Hierarchy ofNeeds

AbrahamMaslow

People aremotivated whenthey expect their

effort will succeedin producing a

particular outcomeand that outcomehas value for the

person.

People aremotivated when

they participate insetting challenging

goals forthemselves,

understand theirrole in achievingthose goals, andprogress can be

determined.

People have threebasic needs: (1)

achievement(nAch), (2)

affiliation ( nAff) &(3) power ( nPow).

A sense ofachievement is

particularlyimportant in the

workplace.

People aremotivated by five

levels of needs: (1)physical, (2) safety,

(3) social, (4)esteem and (5)

self-actualization.As lower levelneeds are met,those at higher

levels become moreimportant.

People aremotivated by

things likeachievement,recognition

meaningful work,responsibility and

growth. People aredissatisfied by

things like policies,especially "red

tape" and workingconditions.

People comparethemselves with

their peers to see ifthey are being

treated equitablyand adjust their

own effortsaccordingly.

Make certain thatall employees are

treated fairly.Address issues of

inequityimmediately.

Address employeemotivation and

dissatisfaction asseparate issues.

Redesign work andjobs to build in

motivation.

Ensure thatemployee's lowerlevel needs are

satisfied; provideopportunities to

meet higher levelneeds.

Set moderatelydifficult goals for

employees; providelots of concrete

feedback regardingachievement.

Establishmeasurableobjectives in

consultation withemployees; link

objectives to largercompany goals;provide regular

feedback.

Give employeesmany opportunitiesto succeed; amplyreward success;make clear thelinks betweenrewards and

success.

Advice toManagers

Advice toManagers

TheorySummary

TheorySummary

Name &Creator

Name &Creator

Page 3: SmartDraw Samples Fred Nickols fred@nickols.us Copyright Fred Nickols 2010.

Change Acceptance Cycle

Copyright Fred Nickols 2010

TheChange

AcceptanceCycle

NewWays

LossesShock

DisbeliefDisorientation

DenialDismissal

Disconnect

FearAnger

Anxiety

SadnessDepressionPassiveness

JockeyingBargainingScrambling

HopeAcceptance

Commitment

Page 4: SmartDraw Samples Fred Nickols fred@nickols.us Copyright Fred Nickols 2010.

The American Workforce

Composition of the American Workforce

Information

Services

Industry

Agriculture

Decades

1900 1910 1920 1930 1940 1950 1960 1970 1980

Perc

en

t

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

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The Mix of Work

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Can

ned

Rou

tin

es

Routine (Prefigured) Work Cra

f ted

Resp

on

ses

Non-Routine (Configured) Work

Measure of PerformanceCompliance Results

Focus of ControlWorker Work

Locus of ControlManagement Worker

Role of the WorkerInstrument Agent

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P = f(I…E…)

HR ManagementPerformer

Training Performing Supporting

I EKnowledgeSkillsAttitudesCapacity

Clear expectationsTimely, accurate feedbackClear guides to performanceProperly designed processesProper tools & equipmentFinancial and non-financialincentivesEffective leadershipProper selectionAppropriate assignment

Drivers Drivers

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The Target ModelGoalState

PerceivedState

Actions Conditions

Target

© Fred Nickols 2010

Copyright Fred Nickols 2010

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Three Forms of Strategy

Strategyin General

Choices &Commitments

Coursesof Action

Competitors&

Competition

CorporateStrategy

CompetitiveStrategy

The relationshipsbetween ends andmeans

BusinessesMarketsProductsServices

PorterCostDifferentiationFocus

Treacy & WiersemaOperational ExcellenceCustomer IntimacyProduct Leadership

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Strategy Is Execution

Execution

Strategy

Flawed

Sound

SoundFlawed

ã Fred Nickols 2009

Copyright Fred Nickols 2010

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The Sustainable Organization

Copyright Fred Nickols 2010

OrganizationalBoundary

Functional Areas

OPS IT R&D Finance Legal HR Sales

Inputs Outputs

Transformation Processes

Transaction Processes

Suppliers

ProductsServicesInvoices

Information

NeedsOrders

PaymentsInformation

Investors/Lenders

Capital& Loans

Returns& Interest

Customers

NeedsOrders

PaymentsInformation

ProductsServicesInvoices

Information

Relevant Environments

FinancialPolitical TechnologicalSocial Scientific Physical

Alignment, Adaptation & Innovation Processes

Intelligence

IntelligenceChanges

Competitors

Executives

Page 11: SmartDraw Samples Fred Nickols fred@nickols.us Copyright Fred Nickols 2010.

Rise and Renewal

Sta

rt U

p

Gro

wth

Su

ccess

Bu

reau

cra

cy

Ren

ew

al

Fit

& F

itness

Time

The Rise & Renewal of an Organization

Ren

ew

al (M

ayb

e)

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Solution Engineering

ConfigureA

Solution

IdentifyPoints of

Intervention

Analyzethe

Structure

SpecifyPoints of

Evaluation

MarshalSupport &Resources

Carry Outthe

Solution

Investigation

Intervention

Assess & Adjust

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Four Stages of Problem Solving

Making ItHappen

FiguringOut What to

Do

TakingStock

Organizingfor Action

The FourStages ofSolving aProblem

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The Decision Cycle

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TheDecision

Cycle

Recognize

Clarify

Devise

Assess

Align

Commit

Communicate

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The Goals Grid

Copyright Fred Nickols 2010

Do We Have It?

Do We Want It?

No

Yes

Yes No

I

Achieve

II

Preserve

III

Avoid

IV

Eliminate