last week's session revisited

MLCP: Supervisory Skills for Business & IndustryMODULE 9: CRITICAL LEGISLATION FOR

SUPERVISORS Hear ye!

Hear ye! “Last week’s agenda

was…”

The Employment Standards Act

The Human Rights Code

The Charter of Rights and FreedomsThe Labour Relations Act

Occupational Health and Safety Act Workplace Hazardous Materials

Information System (WHMIS)Environmental LegislationFreedom of Information and

Protection of Privacy ActPay Equity ActWorkplace Safety and Insurance Act


SUPERVISORSYour

‘STAY-OUT-OF-JAIL’ Checklist

WH ISM


SUPERVISORS

MLCP: Supervisory Skills for Business & IndustryMODULE 10: REVIEW and SUMMARY

Revisit Module 3:

Revisit Module 4:

Revisit Module 5:

The Continuous Tasks of the Supervisor

Recruitment and Retention

Problem Solving

Today’s Line-up:

Responding to Today’s ‘Leadership Challenge’

The Matter of Retention: - Why People Stay

A 7-Step Systematic Problem-Solving Model


Leadership is interpersonal influence directed toward attaining shared goals.

Leadership is action that causes others in turn to act or respond in a common direction.

Leadership is the art of influencing people, by persuasion or example, to follow a given course.

Leadership is the key dynamic force that motivates and coordinates an organization in the process of accomplishing its mission.


The Classic Management Functions:

‘Doing Things Right’

The Leadership Role:

PLANNINGORGANIZINGSTAFFINGDIRECTINGCONTROLLING

‘Leading’ has a strong ‘Soft Skills’ orientation: Inspiring; modeling; coaching; coordinating; facilitating change; enlisting volunteers . . .

‘Doing the Right Things’MANAGING :LEADING:


Traits of Superior Leaders - U. Santa Clara Study - 2,615 Mgrs

1 Honest 83% 2 Competent 67% 3 Forward-Looking 62% 4 Inspiring 58%

5 Intelligent 43%

6 Fair-Minded 40% 7 Broad-Minded 37%

8 Straightforward 34%

9 Imaginative 34% 10 Dependable 33%

11 Supportive 32% 12 Courageous 27% 13 Caring 26% 14 Cooperative 25% 15 Mature 23% 16 Ambitious 21% 17 Determined 20% 18 Self-Controlled 13% 19 Loyal 11% 20 Independent 10%


Jim Kouzes Barry PosnerISBN 1-55542-061

Jossey-Bass Inc San Francisco

Inspiring Shared Vision

Modeling the Way Enabling Others

Challenging the ProcessEncouraging the HeartRecognize ContributionsCelebrate Successes

Search for OpportunitiesExperiment and Taking Risks

Envision the FutureEnlist Others

Set the ExamplePlan Small Wins

Foster CollaborationStrengthen Others



Inspiring Shared Vision:Envisioning the Future;Enlisting Others.

Describing to others the kind of future you can create together;

Showing others how their interests can be fulfilled by a common vision;

Clearly communicating a positive and hopeful outlook.


Challenging the Process:Searching for Opportunities;Experimenting & Risk-taking.

Experimenting and being willing to take risks – even though you might fail;

Asking, “What can we learn?” when efforts fail;

Always looking for ways to improve and innovate.


Enabling Others to Act:Fostering Collaboration;Strengthening Others.

Involving others in planning the actions that affect them;

Giving people the freedom to make their own decisions;

Creating an atmosphere of mutual respect and trust.


Modeling the Way:Setting the Example;Planning Small Wins.Being clear about your values and beliefs;

Making certain that people adhere to agreed-upon values;

Being consistent in practicing what you preach.


Celebrating Successes.

Encouraging the Heart:Recognizing Contributions;

Praising people for a job well done;

Celebrating when project milestones are met;

Linking rewards to achievements.


“Pencils at the ready, People! It’s time for you to take stock of your Leadership Practices Inventory!”

For each of the 30 statements, please circle the

scale value that is most typical

of you.


Cha

lleng

’g

Insp

iring

Enab

ling

Mod

elin

g

Enco

urag

’g

2222 24 23 25


Sanderson-Neale, a leading UK HR consulting firm has studied turn-over / retention extensively. They report:

turnover cost:

A major shift:

‘Secure’ employees, truly loyal to their organizations and intending to stay.

‘High Risk’ – Not committed; not intending to stay

Feel ‘Trapped’ so plan to stay, but are not committed

Typically 150% of annual salary of the departed employees

“People don’t work just for money anymore”


Abraham Maslow


According to Maslow:Man is a ‘Wanting Animal’

We are motivated by ‘Unfulfilled Needs’These needs are in a particular sequence

As soon as one need is fulfilled, Another need takes its place


KEYPOINT:

A SATISFIED NEED IS NO LONGER A MOTIVATOR

“Food ain’t much of a motivator when your belly’s full!”


When progress up the hierarchy is blocked, people revert to being

preoccupied with lower-order needs that had

already been satisfied.

KEYPOINT:


BASIC NEEDS

Survival Needs:OxygenFood / Water

ClothingRest / Shelter

Sex

Fair earnings, to be able to afford the food, shelter, clothing and the other amenities of life.

The ‘BASIC’ NeedsElements Workplace Needs


BASIC NEEDS

SAFETY NEEDS

“Ouch!”

The ‘SAFETY’ NeedsElements

SecurityAvoiding Risk

Protective Rules

Orderliness

Stability

Workplace Needs

Fair TreatmentSafe Work Env’t

GuidelinesGood Conditions

ProceduresJob Security


BASIC NEEDS

SAFETY NEEDS

BELONGING

The ‘BELONGING’ NeedsElements

Friendships

Social Acceptance

Membership in Groups

Workplace NeedsBeing Accepted as a MemberBeing Treated with DecencyOpportunities to Socialize


BASIC NEEDS

SAFETY NEEDS

BELONGING

ESTEEM

Workplace NeedsRespect from

Co-WorkersResponsibility

RecognitionAccomplishment

Promotion

The ‘ESTEEM’ NeedsElements

Appreciation

AmbitionStatus

Recognition

Advancement


BASIC NEEDS

SAFETY NEEDS

BELONGING

ESTEEM

The ‘Self-Actualizing’ NeedsElements

Self-FulfillmentCreativityFreedom to Think & Do

Workplace NeedsFreedom to Act

Responsibly

Make Creative Contributions

SELF ACTUALIZATION

The factors leading to DISSATISFACTION generally relate to the JOB ENVIRONMENT.

Based on extensive studies in industry, Herzberg was able to differentiate in a particular way between factors that ‘Motivate’, and factors that ‘Dissatisfy’.

The “MOTIVATORS”, he found, tend to relate to JOB CONTENT (such as challenging work, responsibility, achievement)



SATISFACTIONDISSATISFACTION

MO

TIVA

TOR

SD

ISSA

TISF

IER

S

HYGIENE FACTORS

MOTIVATINGFACTORS

ACHIEVEMENTRECOGNITIONWORK ITSELF

RESPONSIBILITYADVANCEMENT

COMPANY POLICYSALARY

WORKING CONDITIONS

40 30 20 10 10 20 30 40


Taking care of the HYGIENE FACTORS doesn’t necessarilycreate MOTIVATION - It merely prevents DISSATISFACTION!

Herzberg coined the term ‘HYGIENE FACTORS’ for those DISSATISFIERS that, if you attend to them, will PREVENT DISSATISFACTION

HYGIENE FACTORS:

. . BUT . .

The TRUE MOTIVATING FACTORS are those that lead to the individual experiencing POSITIVE INTERNAL FEELINGS in the work setting.


External vs. Internal Motivators:Herzberg also contrasted between forms

of ‘EXTERNALLY APPLIED MOTIVATION’ that he called KITA, and may ‘move’ the subject in the right direction.

factors that produce POSITIVE INTERNAL MOTIVATION!

. . as opposed to:True motivation can’t be externally applied:

IT HAS TO COME FROM WITHIN!


1. Take care of the HYGIENE FACTORS2. Cut the KITA

Focus on JOB CONTENT factors that elicit feelings of POSITIVE INTERNAL MOTIVATION

3.

“Hmm – Sounds good!”


Make more data/reports Involvementdirectly available Recognition

1.

Give individuals/teams Recognitiongreater authority (job Responsibilityfreedom) Achievement

2.

Remove controls while Responsibility retaining accountability Achievement

3.

JOB ENRICHMENT PRINCIPLE

MOTIVATORS INVOLVED


JOB ENRICHMENT PRINCIPLE

MOTIVATORS INVOLVED

4.

6. Assign specialist tasks Responsibilityenabling people to Growthbecome expert Advancement

Give individuals/teams Recognition whole units/sections as Responsibilitytheir own Achievement

5. Introduce new tasks Challenging that are more difficult Learning & than previously handled Growth


Scott-Myers examined why people could be so enthusiastic over sports & hobbies, and yet be equally UN-enthusiastic about their jobs!

Studying 10-pin bowling, he noted:A visible goal

Challenging but attainablePlayed to individually-set standards

Immediate results feedbackCan satisfy social needs

Receives recognition for doing well


Scott-Myers then theorized,- “What if we were to . .”

Take away the pins, leaving the bowler to roll balls down an empty alley? (No visible goal)

Hang a drape across the alley, so bowler can’t see result? (No direct feedback)

"What if we do both of the above, then put a ‘boss’ on the job to give him an ‘opinion’ on how well he’s doing, along with ‘constructive advice’ on how to improve?


“And what if we were also to . .”

Does the ‘man on the job’ ever experience anything quite like this??

Change the rules of the game or the standards of performance, but forget to let the bowler know?

Disallow social interaction between the bowling team members, and discourage team effort?

Give most of the credit /recognition for good performance to the ‘Boss’?

Keep the bowler on the job through threat of job security?

QUESTION:


Combines Maslow’s lower order needs and Herzberg’s Hygiene Factors to create the ‘Maintenance’foundation

Combines Maslow’s higher needs and Herzberg’s Motivators to meet employee

motivational needs.


. . dislike work andresponsibility!

“It’s human nature to:

. . and try to avoid them if you can!”

So therefore, youhave to: Coerce; Control; Punish; Reward

Man has inherent capacity to excel in right environment!

Work is as natural as play or rest!

Man is NOT a lazy, turned -off animal!

It’s just that his experience at work has caused him toappear that way!


“The average human being has an inherent dislike of work, and will avoid it whenever (s)he can”

People just don’t like to work: It’s tedious.

So Management has to offset with command & control, and by stressing productivity.

BELIEFS IMPLICATIONS

1. “The way they are”

Assumes that:


“Because humans so dislike work, most people have to be coerced, controlled, directed, threatened with punishment to force them to make efforts to achieve the goals of the organization”

Rewarding people for workisn’t enough to counteract their tendency to avoid it.Better to control with: - Close supervision; - Threats of punishment; - “You’re Fired!”


2. “How you have to manage them”

Suggests that:


“The average human beingprefers to be directed; wantsto avoid responsibility; Has relatively little ambition; and wants security above all”

People have to be ‘operated’

Focused on job security


3. “Why you have to operate that way”

Reflects the view that:

Willing to be directed and controlled

Don’t want responsibility


“The expenditure of physical and manual effort in work is as natural as play or rest”

People can like to work as much as they like to play.

IMPLICATIONS

1. “The way they are”

The perspective here:Not true that people dislike work;

They are predisposed to work and produce;

BELIEFS


“External controls / threats are not the only way to aim effort towards organizational objectives. People will exercise self-direction and self control in the service of objectives to which they are committed”

People don’t have to be ordered,pushed & threatened to get them to put forth.


2. “Same game; different rules”


“Commitment to objectivesis a function of the rewardsfrom achieving them”

When people value the available rewards, they’ll self-govern to work effectively.

People view personal freedom, independence, and autonomy as valued rewards.


3. “Commitment to objectives & rewards”


“Under the right conditions, people not only accept – but seek - responsibility”

Avoiding responsibility, lack of ambition, and seeking security are not inherently human characteristics. In fact, people look for more responsibility / autonomy on the job, and value as reward that increases commitment to organizational objectives.


4. “Why you can play by different rules”


This views people at all levels:


5. “How McGregor summed it up”

as being capable and willing to grapple with, and solve problems. But most organizations fail to provide the opportunities, so all parties fail to reap the full extent of rewards.

“The capacity to exercise high degrees of imagination, creativity and ingenuity in problem-solving

is widely, rather than

narrowly, distributed

in the workforce.

KEEP SMILIN

G!

Take Care, Folks!

It’s Been A Pleasure

last week's session revisited

Documents

business industrymodule

summary mlcp

insurance act mlcp

summary revisit module

strong soft skills orientation

equity act workplace

protection of privacy

charter of rights