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Management of Technological Organizations - Motivation and Work

Management of Technological Organizations - Motivation and Work. Catherine L. Smith Friday, February 1, 2008 9:50 AM to 12:50 PM. Today’s Agenda. Management vs. Leadership Taylor Mission statements - discussion Leadership and motivation Theories of motivation

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Management of Technological Organizations - Motivation and Work

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  1. Management of TechnologicalOrganizations- Motivation and Work Catherine L. Smith Friday, February 1, 2008 9:50 AM to 12:50 PM

  2. Today’s Agenda Management vs. Leadership Taylor Mission statements - discussion Leadership and motivation Theories of motivation Dale’s Cone of Experience Introduction to Case Studies Case Studies - team building exercise (for) Management of Technological Organizations (04:547:210)

  3. Any questions about the syllabus? (for) Management of Technological Organizations (04:547:210)

  4. Review Last Week’s NGP: Managers and Leaders “Managers are people who do things right, while leaders are people who do the right thing.” Warren Bennis, On Becoming a Leader. (for) Management of Technological Organizations (04:547:210)

  5. Review Last Week’s NGP: Managers and Leaders • Management: • task-directed, tactical, directing • more administrative • manage work plans, develop budgets. • deals with people • handle conflict • organizing, planning, executing • Focus is on efficiency. • Leaders: • more strategically focused • visionary, inspiring • sets broad direction (for) Management of Technological Organizations (04:547:210)

  6. For your consideration • Is a great manager also a great leader? • Is a great leader also a great manager? (for) Management of Technological Organizations (04:547:210)

  7. Your comments on the readings “I did like Frances Cairncross take on where IT was going into the future and people that supported her beliefs. The fact that IT is everywhere and every business now uses it is exciting. I agree with Cairncross in the team based working part of this first chapter when she says that increasing the ways to work together as a team by using IT is only going to strengthen the organization. Thats definitely true because you look at every business today, something like video conferencing wasn't around a couple of years ago and for businesses to have it now is only going to help them especially when they are all working as a team.” (for) Management of Technological Organizations (04:547:210)

  8. Your comments on the readings “One thing in particular that struck me reading the first chapter is the small amount of attention paid to the "productivity paradox," or the surprisingly lackluster growth in productivity with the advent of computerization. Yet, it states that the mission of IS organizations today is to "improve the performance of people in organizations through the use of IT." Or, in one sense, to overcome the productivity paradox. I would've liked perhaps a bit more attention to theories or solutions. I believe the author noted a shift in judging technologies based on how productive they are to their ability to change relationships with customers and other business players. Yet, the paradox is definitely a major issue to be addressed by CIOs or other information workers, so I thought it lacked a bit in not talking about how the business end (implementation decisions, etc.) may have played a part in it.” (for) Management of Technological Organizations (04:547:210)

  9. Your comments on the readings “Reversing any business process or procedure is often extremely difficult and requires a fair expenditure of money, at times even a notable loss of profit. Offering components of a service or product and letting the customer personalize his or her own version keeps the market moving, interestingly. While some may think my concentration on this one topic is myopic, I see that this shift has created a market increasingly more concerned with the customer than with the product. Instead of pushing a product that may not fit the needs of customers, companies are increasingly researching their customers to ascertain what their desires and needs really are (see the Border's example). Demand-pull market strategies please the customer as well as provide products that may be personalized while simultaneously allowing a steady flow of reliable income.” (for) Management of Technological Organizations (04:547:210)

  10. Your comments on the readings “What I liked the most about this chapter was the explanations of the changing organizational and work environments. It was very interesting to read about things such as business ecosystems which are webs of relationships surrounding one or a few companies. One of the most interesting things about the changes in work environments is the demise of hierarchy. This is when people doing the same type of work are not overseen by a supervisor but instead placed in self-managed groups. This method is a lot more successful because there is no chain of command and can make the work completed much faster. ” (for) Management of Technological Organizations (04:547:210)

  11. Your comments on the readings “The Principles of Scientific Management stated some very insightful points for someone wanting to be a successful manager. The main term that this article breaks down in the big picture is "maximum prosperity." The definition they give is the development of every branch of the business to its highest state of excellence, so that the prosperity may be permanent. It's true that some workers do not exert themselves to their maximum ability because they are scared a rise for all employees and managers, so jobs may be lost if an individual can't keep up with the productivity level. Frederick Winslow Taylor, author of 'The Principles of Scientific Management,' states, "the most important object of both the workmen and the management should be the training and development of each individual in the establishment" (Taylor, pg 4). That's probably some of the most important information you can have to make you employees want to strive to be better because you will be training every individual to be better and not just allowing a few to stand above the others. ” (for) Management of Technological Organizations (04:547:210)

  12. Your comments on the readings “Taylor's writing surprised me, as I had no idea that there were efficiency experts doing consultant work so long ago. Although much of this is clearly dated, the main principles still hold true. Human nature is to find a way to get perform a task and that person will be satisfied to keep doing it the way they first learned. However, in order to find the most efficient way to perform a task, scientific study is required. Very often, the actual results can seem paradoxical. For example, the ball bearings inspectors were found to accomplish more when they had less time to work in. By introducing breaks just before the workers could become over-strained, they actually were able to work harder during their work periods. These same principles can be applied to modern businesses. With careful study of the work processes, proper incentives, and a more active management, efficiency can be dramatically improved. ” (for) Management of Technological Organizations (04:547:210)

  13. Taylor and Scientific Management (for) Management of Technological Organizations (04:547:210)

  14. Taylor and Scientific Management What was the world like in the U.S. at the turn of the 19th century? • The industrial revolution well under way • Movement from rural agriculture to urban manufacturing • Mechanization • Immigration • The rise of the labor movement • Triangle Shirtwaist Company fire in New York City in 1911 - 146 women die when trapped in a sweat shop (for) Management of Technological Organizations (04:547:210)

  15. Taylor and Scientific Management Principle: Secure maximum prosperity for employers AND employees Duties of well-managed (scientific) management: • Develop a science for each element of person’s work, replacing former rule-of-thumb approach • Management selects and then trains and teaches working persons, replacing best-as-can self training • Management “heartily” cooperates with workers to ensure work is done in accordance with principles • Equal division of work and responsibility between management and workers (for) Management of Technological Organizations (04:547:210)

  16. What is so “scientific” about it? (for) Management of Technological Organizations (04:547:210)

  17. Taylor’s View of Girls (for) Management of Technological Organizations (04:547:210)

  18. Taylor and Scientific Management “The average workman must be able to measure what he has accomplished and clearly see his reward at the end of each day if he is to do his best. (for) Management of Technological Organizations (04:547:210)

  19. Taylor and Scientific Management “The average workman must be able to measure what he has accomplished and clearly see his reward at the end of each day if he is to do his best.” Who, exactly, is Taylor talking about? (for) Management of Technological Organizations (04:547:210)

  20. Taylor and Scientific Management “The average workman must be able to measure what he has accomplished and clearly see his reward at the end of each day if he is to do his best. And more elementary characters, such as the young girlsinspecting bicycle balls, or children, for instance...” (for) Management of Technological Organizations (04:547:210)

  21. Taylor and Scientific Management “The average workman must be able to measure what he has accomplished and clearly see his reward at the end of each day if he is to do his best. And more elementary characters, such as the young girlsinspecting bicycle balls, or children, for instance,should have proper encouragement either in the shape of personal attention from those over them or an actual reward in sight as often as once an hour.” (for) Management of Technological Organizations (04:547:210)

  22. Taylorism and Fordism (for) Management of Technological Organizations (04:547:210)

  23. Today’s (and Tomorrow’s) World: The Management of IT (for) Management of Technological Organizations (04:547:210)

  24. Management of IT External Factors: • Internet economy • Global marketplace • Business ecosystems • DE-capitalization • Accelerated business cycles • Accountability and transparency • Social aspects of IT systems, processes (McNurlin & Sprague, pp. 5-7) . (for) Management of Technological Organizations (04:547:210)

  25. Management of IT (Cont’d.) Internal Organizational Factors: • Supply-push to demand-pull • Self service (tier 0 help in military-speak) • Real-time working and virtual environments • Team-based working environments • Anytime, anywhere work • Outsourcing and strategic alliances • Demise (?) of hierarchical management (McNurlin & Sprague, pp. 7-9) . (for) Management of Technological Organizations (04:547:210)

  26. Management of IT (Cont’d.) Emerging goals to meet new environment: • Leverage knowledge globally • Organize for complexity • Work electronically / virtually • Handle continuous and discontinuous change in many areas • Organizational • Hardware • Software • Data (McNurlin & Sprague, pp. 10-15) (for) Management of Technological Organizations (04:547:210)

  27. How do IT and organizational mission statements reflect responses to these factors? Let’s look at a few (for) Management of Technological Organizations (04:547:210)

  28. (for) Management of Technological Organizations (04:547:210)

  29. Teams, teaming and teamwork (for) Management of Technological Organizations (04:547:210)

  30. What is a Team? There is no commonly accepted definition, however, one frequently quoted description is: “A small number of people with complementary skills who are committed to a common purpose, performance goals, and common approach for which they hold themselves mutually responsible.” Katzenbach & Smith. (1986). The wisdom of teams. Cambridge: Harvard Business Review Press. (for) Management of Technological Organizations (04:547:210)

  31. What Is a Team vs. a Knowledge Community? How is a team different from other work groups? (for) Management of Technological Organizations (04:547:210)

  32. What is a Team (Cont’d.)? Common misconceptions about teams: • Teams are born, not made. • Happy people are the best team members. • Given enough money, people will work well together. • If conflict can be avoided, teams will work harmoniously together. (for) Management of Technological Organizations (04:547:210)

  33. Team Development How might management theory help us understand how teams develop and how people work together? • Leadership matters – the theories that leaders ascribe to can be influential. • Theories of motivation can influence team leaders’ approach. • Managers must understand employees’ needs in order for teams to work effectively. • Different behavior theories can help team members understand each others’ actions. (for) Management of Technological Organizations (04:547:210)

  34. Team Dynamics Stages of Team Building • Forming • Storming • Norming • Performing • Adjourning Why is learning about teams important to technological organizations? What role does individual motivation play? (for) Management of Technological Organizations (04:547:210)

  35. Abraham Maslow Psychologist who developed a theory that all people seek to satisfy basic needs: • Physiological • Safety • Belongingness • Esteem • Self Actualization (for) Management of Technological Organizations (04:547:210)

  36. Abraham Maslow (Cont.d.) Wikipedia. (2007). Abraham Maslow. Retrieved 24 Jan. 2007 from http://en.wikipedia.org/wiki/Maslow (for) Management of Technological Organizations (04:547:210)

  37. Maslow (Cont.d.) Maslow’s model and motivation of the individual: • The lowest unmet level of need is the prime motivator. • Until the prime need is met, other needs are not motivational. • Once a need is met, it is no longer a motivator. (for) Management of Technological Organizations (04:547:210)

  38. Information and Needs Information can contribute to satisfying needs: • Coping information • Helping information • Enlightening or educational information • Empowering information Together these types of information might be called “edifying” information. (for) Management of Technological Organizations (04:547:210)

  39. Information and Needs (Cont’d.) George Norwood http://www.deepermind.com/20maslow.htm/ (for) Management of Technological Organizations (04:547:210)

  40. What other management theories are helpful in understanding motivation? Expectancy Theory and Equity Theory Other Motivational Theory (for) Management of Technological Organizations (04:547:210)

  41. Expectancy Theory What you expect and how it matches with what happens has a lot to do with your motivation (for) Management of Technological Organizations (04:547:210)

  42. Expectancy Motivation will be high when workers believe that high levels of effort will lead to high performance, and hence to desired outcomes. Quick, T. (1992). Successful team building. NY:American Management Association. Expectancy Theory (for) Management of Technological Organizations (04:547:210)

  43. Expectancy Motivation will be high when workers believe that high levels of effort will lead to high performance, and hence to desired outcomes. Quick, T. (1992). Successful team building. NY:American Management Association. in other words… If people believe it is too hard to do the job well, or if the outcome is not dependent on doing the job well, people are poorly motivated What is the flip-side? Expectancy Theory (for) Management of Technological Organizations (04:547:210)

  44. Instrumentality The extent to which effort will actually produce desired outcomes. Jones, G.R., George, J.M., Hill, C.W.L. (1998). Contemporary management Expectancy Theory (for) Management of Technological Organizations (04:547:210)

  45. Instrumentality The extent to which effort will actually produce desired outcomes. Jones, G.R., George, J.M., Hill, C.W.L. (1998). Contemporary management in other words… If there is a weak relationship between effortand outcome, people are poorly motivated. What is the flip-side? Expectancy Theory (for) Management of Technological Organizations (04:547:210)

  46. Valence How important or desirable each outcome is to a worker. Jones, G.R., George, J.M., Hill, C.W.L. (1998). Contemporary management. Expectancy Theory (for) Management of Technological Organizations (04:547:210)

  47. Valence How important or desirable each outcome is to a worker. Jones, G.R., George, J.M., Hill, C.W.L. (1998). Contemporary management. in other words… If the outcome has little value, people are poorly motivated What is the flip-side? Expectancy Theory (for) Management of Technological Organizations (04:547:210)

  48. Equity Theory What you believe about your rewards and the rewards of your colleagues as a lot to do with your motivation. (for) Management of Technological Organizations (04:547:210)

  49. People are rational – they seek to maximize their net reward Groups are rational – they maximize collective rewards – done by equitable apportionment – apportionment enforced systematically – the system ensures that behaving equitably is more rewarding than behaving inequitably Equity Theory http://en.wikipedia.org/wiki/Equity_theory (for) Management of Technological Organizations (04:547:210)

  50. Equity Norms Expecting an equitable net reward A fair day’s pay for a fair day’s work – the more I work, the more I should be paid Equity Theory in the Work Environment http://en.wikipedia.org/wiki/Equity_theory (for) Management of Technological Organizations (04:547:210)

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