Businesses that will survive in the future are companies that invest in building the required competencies to be relevant in the business environment created by these 4Cs. In responding to these environmental realities, companies will need to move from
problem solving to creativity,
management will move from delegation to being proactive,
intrapreneurs will replace managers,
solo efforts will give way to team effectiveness,
executive selection will give way to leadership development,
organizations will move into having corporate brands that can support their product brands,
customer service will no longer be sufficient in the face of customer intimacy.
Learning organizations will gain effectiveness by developing unlearning skills.
The Italic will give way to the Bold.
Thursday, January 25, 2007
Tuesday, January 23, 2007
Comparisons and relationships can be drawn between McClelland's motivation types, and the characteristics of other behavioral models
John Adair's Action-Centered Leadership model: Achievement-motivated managers are firmly focused on the Task, often to the detriment of the Individual and the Team. Affiliation-motivation people are Team and Individual centered.
Katherine Benziger's Thinking Styles model: Achievement-motivation is a double-frontal brain mode style; affiliation-motivation is right basal (rear); authority-motivation is arguably left basal (rear).
DISC (Inscape, Thomas International, etc) system: Achievement-motivated people are
'D' profiles - results-driven, decisive, dominant, etc. Affiliation-motivated people are I (proactive) and S (reactive) profiles. Authority-motivated people are S and C profiles.
Hersey/ Blanchard's Situational Leadership® model: Achievement-motivated people tend to favor the styles of the first and second modes ('telling' and 'selling'); affiliation-motivated people tend to favor the third mode ('participating'); and the authority-motivated people tend to favor the style of mode four ('delegating').
McGregor XY Theory: Achievement-motivated people tend towards X-Theory style, due to their high task focus; there are plenty of exceptions however, and training definitely helps the n-ach manager to see the value of employing Theory Y style. n-pow managers are definitely Theory X. n-affil are typically Theory Y and if not can relatively easily be trained to be so.
Herzberg motivators and hygiene factors: n-ach people are more responsive to the Herzberg motivators (especially achievement obviously) than n-affil and n-pow people.
Katherine Benziger's Thinking Styles model: Achievement-motivation is a double-frontal brain mode style; affiliation-motivation is right basal (rear); authority-motivation is arguably left basal (rear).
DISC (Inscape, Thomas International, etc) system: Achievement-motivated people are
'D' profiles - results-driven, decisive, dominant, etc. Affiliation-motivated people are I (proactive) and S (reactive) profiles. Authority-motivated people are S and C profiles.
Hersey/ Blanchard's Situational Leadership® model: Achievement-motivated people tend to favor the styles of the first and second modes ('telling' and 'selling'); affiliation-motivated people tend to favor the third mode ('participating'); and the authority-motivated people tend to favor the style of mode four ('delegating').
McGregor XY Theory: Achievement-motivated people tend towards X-Theory style, due to their high task focus; there are plenty of exceptions however, and training definitely helps the n-ach manager to see the value of employing Theory Y style. n-pow managers are definitely Theory X. n-affil are typically Theory Y and if not can relatively easily be trained to be so.
Herzberg motivators and hygiene factors: n-ach people are more responsive to the Herzberg motivators (especially achievement obviously) than n-affil and n-pow people.
Wednesday, January 17, 2007
Other characteristics and attitudes of achievement-motivated people:
Achievement is more important than material or financial reward.
Achieving the aim or task gives greater personal satisfaction than receiving praise or recognition.
Financial reward is regarded as a measurement of success, not an end in itself.
Security is not prime motivator, nor is status.
Feedback is essential, because it enables measurement of success, not for reasons of praise or recognition (the implication here is that feedback must be reliable, quantifiable and factual).
Achievement-motivated people constantly seek improvements and ways of doing things better.
Achievement-motivated people will logically favor jobs and responsibilities that naturally satisfy their needs, i.e. offer flexibility and opportunity to set and achieve goals, e.g.., sales and business management, and entrepreneurial roles.
Achievement-motivated people are generally the ones who make things happen and get results, and that this extends to getting results through the organization of other people and resources.
Although as stated earlier, they often demand too much of their staff because they prioritize achieving the goal above the many varied interests and needs of their people.
Achieving the aim or task gives greater personal satisfaction than receiving praise or recognition.
Financial reward is regarded as a measurement of success, not an end in itself.
Security is not prime motivator, nor is status.
Feedback is essential, because it enables measurement of success, not for reasons of praise or recognition (the implication here is that feedback must be reliable, quantifiable and factual).
Achievement-motivated people constantly seek improvements and ways of doing things better.
Achievement-motivated people will logically favor jobs and responsibilities that naturally satisfy their needs, i.e. offer flexibility and opportunity to set and achieve goals, e.g.., sales and business management, and entrepreneurial roles.
Achievement-motivated people are generally the ones who make things happen and get results, and that this extends to getting results through the organization of other people and resources.
Although as stated earlier, they often demand too much of their staff because they prioritize achieving the goal above the many varied interests and needs of their people.
Monday, January 15, 2007
The 3 Combinations
Most people possess and exhibit a combination of these characteristics.
Some people exhibit a strong bias to a particular motivational need, and this motivational or needs 'mix' consequently affects their behavior and working/managing style.
A strong n-affil 'affiliation-motivation‘ may undermines a manager's objectivity, because of their need to be liked, and that this affects a manager's decision-making capability.
A strong n-pow 'authority-motivation' will produce a determined work ethic and commitment to the organization, and while n-pow people are attracted to the leadership role, they may not possess the required flexibility and people-centered skills.
n-ach people with strong 'achievement motivation' make the best leaders, although there can be a tendency to demand too much of their staff in the belief that they are all similarly and highly achievement-focused and results driven, which of course most people are not.
Some people exhibit a strong bias to a particular motivational need, and this motivational or needs 'mix' consequently affects their behavior and working/managing style.
A strong n-affil 'affiliation-motivation‘ may undermines a manager's objectivity, because of their need to be liked, and that this affects a manager's decision-making capability.
A strong n-pow 'authority-motivation' will produce a determined work ethic and commitment to the organization, and while n-pow people are attracted to the leadership role, they may not possess the required flexibility and people-centered skills.
n-ach people with strong 'achievement motivation' make the best leaders, although there can be a tendency to demand too much of their staff in the belief that they are all similarly and highly achievement-focused and results driven, which of course most people are not.
The need for authority and power (n-pow)
The n-pow person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.
The need for affiliation (n-affil)
The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.
The need for affiliation (n-affil)
The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.
The need for authority and power (n-pow)
The n-pow person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.
The need for affiliation (n-affil)
The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.
The need for affiliation (n-affil)
The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.
Friday, January 12, 2007
The need for achievement (n-ach)
The n-ach person is 'achievement motivated' and therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.
Achievement-motivated people can be compared with gamblers, there is a common pre-conception that n-ach 'achievement-motivated' people are big risk takers.
On the contrary- typically, achievement-motivated individuals set goals which they can influence with their effort and ability, and as such the goal is considered to be achievable.
This determined results-driven approach is almost invariably present in the character make-up of all successful business people and entrepreneurs.
Achievement-motivated people can be compared with gamblers, there is a common pre-conception that n-ach 'achievement-motivated' people are big risk takers.
On the contrary- typically, achievement-motivated individuals set goals which they can influence with their effort and ability, and as such the goal is considered to be achievable.
This determined results-driven approach is almost invariably present in the character make-up of all successful business people and entrepreneurs.
Wednesday, January 10, 2007
What Truly motivates?
Achievement
Recognition
Work itself
Responsibility
Advancement
Personal growth
Types of motivational needs
Authority/power motivation (n-pow)
Affiliation motivation (n-affil)
Achievement motivation (n-ach)
Recognition
Work itself
Responsibility
Advancement
Personal growth
Types of motivational needs
Authority/power motivation (n-pow)
Affiliation motivation (n-affil)
Achievement motivation (n-ach)
Money as a Manpower Motivator
Money?
People commonly argue that money is a primary motivator.
For most people money is not a motivator - despite what they might think and say.
For all people there are bigger more sustaining motivators than money.
Surveys and research studies repeatedly show that other factors motivate more than money. Examples appear in the newspapers and in other information resources every week.
A survey by Development Dimensions International published in the UK Times newspaper in 2004 interviewed 1,000 staff from companies employing more than 500 workers, and found many to be bored, lacking commitment and looking for a new job. Pay actually came fifth in the reasons people gave for leaving their jobs.
The main reasons were lack of stimulus jobs and no opportunity for advancement: 43% left for better promotion chances, 28% for more challenging work; 23% for a more exciting place to work; and 21% more varied work and ...
Guess what?
Money came fifth with just 10%.
Can you imagine that?
People commonly argue that money is a primary motivator.
For most people money is not a motivator - despite what they might think and say.
For all people there are bigger more sustaining motivators than money.
Surveys and research studies repeatedly show that other factors motivate more than money. Examples appear in the newspapers and in other information resources every week.
A survey by Development Dimensions International published in the UK Times newspaper in 2004 interviewed 1,000 staff from companies employing more than 500 workers, and found many to be bored, lacking commitment and looking for a new job. Pay actually came fifth in the reasons people gave for leaving their jobs.
The main reasons were lack of stimulus jobs and no opportunity for advancement: 43% left for better promotion chances, 28% for more challenging work; 23% for a more exciting place to work; and 21% more varied work and ...
Guess what?
Money came fifth with just 10%.
Can you imagine that?
Monday, January 08, 2007
Motivation a Tool for Manpower Development
what is motivation?
cause or encourage to do something.
Certain factors truly motivate ('motivators'), whereas others tended to lead to dissatisfaction ('hygiene factors').
Man has two sets of needs; one as an animal to avoid pain, and two as a human being to grow psychologically.
Human needs
Research proved that people will strive to achieve 'hygiene' needs because they are unhappy without them, but once satisfied the effect soon wears off.
Satisfaction is temporary.
Then as now, poorly managed organizations fail to understand that people are not 'motivated' by addressing 'hygiene' needs.
People are only truly motivated by enabling them to reach for and satisfy the factors that has been identified as real motivators, such as personal growth, development, etc., which represent a far deeper level of meaning and fulfilment.
cause or encourage to do something.
Certain factors truly motivate ('motivators'), whereas others tended to lead to dissatisfaction ('hygiene factors').
Man has two sets of needs; one as an animal to avoid pain, and two as a human being to grow psychologically.
Human needs
Research proved that people will strive to achieve 'hygiene' needs because they are unhappy without them, but once satisfied the effect soon wears off.
Satisfaction is temporary.
Then as now, poorly managed organizations fail to understand that people are not 'motivated' by addressing 'hygiene' needs.
People are only truly motivated by enabling them to reach for and satisfy the factors that has been identified as real motivators, such as personal growth, development, etc., which represent a far deeper level of meaning and fulfilment.
10 ways to be a good customer service role model for your staff
Start the day off right
Discuss your feelings, don’t vent them
Do the right thing
Support staffs decisions
Be willing not to know the answer
Learn to listen
Take time to socialize
Use good telephone etiquette
Thank your staff often
Say what you mean and mean what you say
Discuss your feelings, don’t vent them
Do the right thing
Support staffs decisions
Be willing not to know the answer
Learn to listen
Take time to socialize
Use good telephone etiquette
Thank your staff often
Say what you mean and mean what you say
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