Mgt 300 Ken Thompson

1. Session 9 3. Human Resource Managementb. Encouraging Creativity & using work design & performance goals to improve motivation for individuals and groups Mgt 300 Ken Thompson Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

2. Baldrige Award Framework The work core Human Resources Processes Strategic Planning Leadership Customer-focus Business Results The Driver Triad The Platform Information and Analysis Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

3. This session looks at creativity and change management. What we are trying to do in this session is to figure out how to get the most out of people, their ideas for improving systems and how to get them to think at ways to improve and to accept change in their work environment by making the system support their efforts. Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

4. Human resources is addressed in category 5 of the Baldrige Baldrige cat 5examines how the work force is enabled to develop and utilize its full potential, aligned with the organizational objectives. Also examined are the org’s efforts to build and maintain an environment conducive to performance excellence, full participation, and personal & org growth. Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

5. 1. Creativity Why bother with trying to improve creativity? What is it? a. Why important to organizations? a. Can you teach creativity? If so how? a. Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

6. One way to enhance creativity is to break old paradigms of thinking • Get people to look at things differently. • Encourage innovation and change. • But how can a leader make this happen????? Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

7. In-practice 9-1 Training for creativity-Let’s look at an example Arf! • Work on it as a group for a few minutes. Let’s see what sorts of approaches you come up with. Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

8. Making creativity happen...... a. Increase the base of involvement -concurrent engineering -customers/suppliers included -benchmarking (avoid NIH syndrome) b. Reduce the threat of creativity’s downside -tenure employees -tolerate failures c. Reward creativity d. structure for creativity -Scanlan plan -work groups -Contests -increased job def e. Train for creative thinking -Stretch goals Text pg. 353 Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

9. Let’s take a look at a video that will help put this in perspective. • As you see the video consider the following... • how can we get people to think in new paradigms? • what leader behavior will help the process? • how do we structure the task? • what culture do we create? Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

10. Building a climate that enhances creativity is important in getting involvement of employees. The acceptance of change will help foster a creative environment. Hence, the management of change become important in fostering a climate that will encourage participation and worker involvement and acceptance to changes needed to improve the organization’s ability to compete. Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

11. 2. Job Design can help motivation as well. Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

12. In practice 9-2: Hackman/Oldham model Pick the job of your choice, describe the job. Then make 4 changes in the job that will improve the motivating potential of the job. With each change, indicate which of the 5 core dimensions has been changed to enhance its MPS Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

13. Job Core Dimensions Skill variety, significance & identity autonomy feedback or KR Critical Psychological states meaningfulness responsibility for outcomes result knowledge Personal and work outcomes high internal motivation high quality performance high satisfaction with work low absenteeism & turnover Growth needs Pg. 245 Hackman & Oldham Job Characteristic Model (JDI) Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

14. MPS Score Calculation • Motivation Potential Score = • 1/3 (skill variety + task id + task sign) • multiplied by job autonomy • multiplied by feedback Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

15. What about job enlargement job enrichment job rotation use of job teams flextime? How do these fit in? Page 242-245; 247 Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

16. 3. Effectively leading groups So, what should the leader do about groups? How can they help or hurt the goals of the organization? How can they help or hurt leadership effectiveness? Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

17. Does a group help or hurt management? Of course, it depends, the Schachter study supports... The top performing group is highly cohesive and is highly favorable to management The lowest performing group is highlycohesive and isanti-management. Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

18. At times groups can help, at times they can hurt. Two major problems in using groups are the “social loafer” and connecting rewards with efforts. Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

19. Other elements important in understanding groups The reason for using groups The group formation process forming storming norming performing Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

20. Team building - Working together, but maintaining individual independence which means conflict management positive conflict focus on issues not personalities delta checks - ensuring the process following procedures e.g. Roberts Rules! Ses 9: Creativity, Work Design, & Performance goals for individuals and groups

21. 4. Getting Involvement & Performance Goals -job design is important (see Hackman & Oldham model) -so is how and what goals are set -timing of reporting information is important as well -with groups it is even a bit more interesting with the problems of social loafers and wanting to sustain superior effort of all members -cultural variations influence this choice as well Ses 9: Creativity, Work Design, & Performance goals for individuals and groups