1 / 69

LAST WEEK'S SESSION REVISITED

LAST WEEK'S SESSION REVISITED. Module 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 Freedoms. The Labour Relations Act. Occupational Health and Safety Act.

zola
Télécharger la présentation

LAST WEEK'S SESSION REVISITED

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. LAST WEEK'S SESSION REVISITED Module 9: Critical Legislation for Supervisors

  2. Hear ye! Hear ye! “Last week’s agenda was…” The Employment Standards Act The Human Rights Code The Charter of Rights and Freedoms The Labour Relations Act Occupational Health and Safety Act Workplace Hazardous Materials Information System (WHMIS) Environmental Legislation Freedom of Information and Protection of Privacy Act Pay Equity Act Workplace Safety and Insurance Act MLCP: Supervisory Skills for Business & Industry MODULE 9: CRITICAL LEGISLATION FOR SUPERVISORS

  3. MLCP: Supervisory Skills for Business & Industry Your ‘STAY-OUT-OF-JAIL’ Checklist MODULE 9: CRITICAL LEGISLATION FOR SUPERVISORS DUE DILIGENCE

  4. W H M I S MLCP: Supervisory Skills for Business & Industry MODULE 9: CRITICAL LEGISLATION FOR SUPERVISORS WORKPLCE HAZARDOUS MATERIALS INFORMATION SYSTEM

  5. SUPERVISORY SKILLS FOR BUSINESS AND INDUSTRY Module 10: REVIEW & SUMMARY

  6. Responding to Today’s ‘Leadership Challenge’ The Matter of Retention: - Why People Stay A 7-Step Systematic Problem-Solving Model MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Today’s Line-up: Revisit Module 3: The Continuous Tasks of the Supervisor Revisit Module 4: Recruitment and Retention Revisit Module 5: Problem Solving

  7. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Leadership Some Definitions

  8. 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. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Some Definitions

  9. PLANNING ORGANIZING STAFFING DIRECTING CONTROLLING MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 'Leading' vs. 'Managing' The Classic Management Functions: MANAGING : ‘Doing Things Right’ ‘Doing the Right Things’ LEADING: The Leadership Role: ‘Leading’ has a strong ‘Soft Skills’ orientation: Inspiring; modeling; coaching; coordinating; facilitating change; enlisting volunteers . . .

  10. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Leadership engenders FOLLOWERSHIP

  11. Traits of Superior Leaders - U. Santa Clara Study - 2,615 Mgrs 11 Supportive 32% 1 Honest 83% 12 Courageous 27% 2 Competent 67% 13 Caring 26% 3 Forward-Looking 62% 14 Cooperative 25% 4 Inspiring 58% 15 Mature 23% 5 Intelligent 43% 16 Ambitious 21% 6 Fair-Minded 40% 17 Determined 20% 7 Broad-Minded 37% 18 Self-Controlled 13% 8 Straightforward 34% 19 Loyal 11% 9 Imaginative 34% 20 Independent 10% 10 Dependable 33% MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY

  12. Jim Kouzes Barry Posner MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY The Leadership Challenge ISBN 1-55542-061 Jossey-Bass Inc San Francisco Getting Extraordinary Things Done in Organizations

  13. Envision the Future Enlist Others Recognize Contributions Search for Opportunities Experiment and Taking Risks Celebrate Successes Set the Example Foster Collaboration Plan Small Wins Strengthen Others MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY LEADERSHIP: Five Practices; 10 Commandments Inspiring Shared Vision Encouraging the Heart Challenging the Process Modeling the Way Enabling Others

  14. 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. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Inspiring Shared Vision:

  15. 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. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Challenging the Process:

  16. 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. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Enabling Others to Act:

  17. Setting the Example; Being clear about your values and beliefs; Planning Small Wins. Making certain that people adhere to agreed-upon values; Being consistent in practicing what you preach. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Modeling the Way:

  18. Recognizing Contributions; Celebrating Successes. Praising people for a job well done; Celebrating when project milestones are met; Linking rewards to achievements. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Encouraging the Heart:

  19. “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. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY

  20. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY

  21. 22 24 23 22 25 MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Challeng’g Modeling Encourag’g Inspiring Enabling

  22. What makes people want to stay? RETENTION

  23. Only 26% 34% 40% turnover cost: A major shift: MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Sanderson-Neale, a leading UK HR consulting firm has studied turn-over / retention extensively. They report: ‘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”

  24. Abraham Maslow MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY MASLOW'S HIERARCHY OF HUMAN NEEDS MASLOW'S TRIANGLE

  25. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY MASLOW'S TRIANGLE Another need takes its place As soon as one need is fulfilled, These needs are in a particular sequence We are motivated by ‘Unfulfilled Needs’ Man is a ‘Wanting Animal’ According to Maslow:

  26. A SATISFIED NEED IS NO LONGER A MOTIVATOR KEYPOINT: “Food ain’t much of a motivator when your belly’s full!” MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY MASLOW'S TRIANGLE

  27. KEYPOINT: MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY MASLOW'S TRIANGLE When progress up the hierarchy is blocked, people revert to being preoccupied with lower-order needs that had already been satisfied.

  28. Elements Workplace Needs Fair earnings, to be able to afford the food, shelter, clothing and the other amenities of life. Oxygen Food / Water Rest / Shelter Clothing Sex MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY MASLOW'S TRIANGLE The ‘BASIC’ Needs Survival Needs: BASIC NEEDS

  29. The ‘SAFETY’ Needs Elements Workplace Needs Fair Treatment Security Safe Work Env’t Avoiding Risk Good Conditions Orderliness Guidelines Protective Rules Procedures Stability Job Security “Ouch!” BASIC NEEDS MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY MASLOW'S TRIANGLE SAFETY NEEDS

  30. The ‘BELONGING’ Needs Elements Workplace Needs Being Accepted as a Member Friendships Being Treated with Decency Social Acceptance Membership in Groups Opportunities to Socialize SAFETY NEEDS BASIC NEEDS MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY MASLOW'S TRIANGLE BELONGING

  31. The ‘ESTEEM’ Needs Workplace Needs Elements Appreciation Respect from Co-Workers Recognition Responsibility Ambition Accomplishment Status Recognition Advancement Promotion BELONGING SAFETY NEEDS BASIC NEEDS MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY MASLOW'S TRIANGLE ESTEEM

  32. The ‘Self-Actualizing’ Needs Elements Workplace Needs Self-Fulfillment Freedom to Act Responsibly Creativity Freedom to Think & Do Make Creative Contributions SELF ACTUALIZATION ESTEEM BELONGING SAFETY NEEDS BASIC NEEDS MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY MASLOW'S TRIANGLE

  33. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Herzberg's Hygiene Factors & Motivators 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) The factors leading to DISSATISFACTION generally relate to the JOB ENVIRONMENT.

  34. DISSATISFACTION SATISFACTION 40 30 20 10 10 20 30 40 ACHIEVEMENT RECOGNITION MOTIVATORS WORK ITSELF RESPONSIBILITY ADVANCEMENT COMPANY POLICY SALARY WORKING CONDITIONS DISSATISFIERS HYGIENE FACTORS MOTIVATING FACTORS MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Hygiene Factors & Motivators Herzberg's

  35. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Hygiene Factors & Motivators Herzberg's HYGIENE FACTORS: Herzberg coined the term ‘HYGIENE FACTORS’ for those DISSATISFIERS that, if you attend to them, will PREVENT DISSATISFACTION . . BUT . . Taking care of the HYGIENE FACTORS doesn’t necessarily create MOTIVATION - It merely prevents DISSATISFACTION! The TRUE MOTIVATING FACTORS are those that lead to the individual experiencing POSITIVE INTERNAL FEELINGS in the work setting.

  36. True motivation can’t be externally applied: IT HAS TO COME FROM WITHIN! MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Hygiene Factors & Motivators Herzberg's 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. . . as opposed to: factors that produce POSITIVE INTERNAL MOTIVATION!

  37. “Hmm – Sounds good!” 3. Focus on JOB CONTENT factors that elicit feelings of POSITIVE INTERNAL MOTIVATION MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 'JOB ENRICHMENT' Herzberg's HERZBERG'S PRESCRIPTIONS • Take care of the • HYGIENE FACTORS 2. Cut the KITA

  38. 'JOB ENRICHMENT' Herzberg's JOB ENRICHMENT PRINCIPLE MOTIVATORS INVOLVED Make more data/reports Involvement directly available Recognition 1. Give individuals/teams Recognition greater authority (job Responsibility freedom) Achievement 2. Remove controls while Responsibility retaining accountability Achievement 3. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY

  39. Introduce new tasks Challenging that are more difficult Learning & than previously handled Growth 5. 6. Assign specialist tasks Responsibility enabling people to Growth become expert Advancement MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 'JOB ENRICHMENT' Herzberg's JOB ENRICHMENT PRINCIPLE MOTIVATORS INVOLVED 4. Give individuals/teams Recognition whole units/sections as Responsibility their own Achievement

  40. A visible goal Challenging but attainable Played to individually-set standards Immediate results feedback Can satisfy social needs Receives recognition for doing well MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Scott-Myers on WORK vs. SPORTS 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:

  41. 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? MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Scott-Myers on WORK vs. SPORTS Scott-Myers then theorized, - “What if we were to . .”

  42. 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? MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY Scott-Myers on WORK vs. SPORTS “And what if we were also to . .” QUESTION: Does the ‘man on the job’ ever experience anything quite like this??

  43. MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY 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. THE SCOTT-MYERS 'MAINTENANCE MOTIVATION' MODEL

  44. THEORY 'Y' THEORY 'X' MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY McGregor's 'Theory X' - 'Theory Y' “It’s human nature to: Work is as natural as play or rest! . . dislike work and responsibility! Man is NOT a lazy, turned -off animal! . . and try to avoid them if you can!” It’s just that his experience at work has caused him to appear that way! So therefore, you have to: Coerce; Control; Punish; Reward Man has inherent capacity to excel in right environment!

  45. BELIEFS IMPLICATIONS MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY McGregor's 'Theory X' - 'Theory Y' THEORY 'X' BELIEFS AND ASSUMPTIONS 1. “The way they are” Assumes that: “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.

  46. BELIEFS IMPLICATIONS MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY McGregor's 'Theory X' - 'Theory Y' THEORY 'X' BELIEFS AND ASSUMPTIONS 2. “How you have to manage them” “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” Suggests that: Rewarding people for work isn’t enough to counteract their tendency to avoid it. Better to control with: - Close supervision; - Threats of punishment; - “You’re Fired!”

  47. BELIEFS IMPLICATIONS MLCP: Supervisory Skills for Business & Industry MODULE 10: REVIEW and SUMMARY McGregor's 'Theory X' - 'Theory Y' THEORY 'X' BELIEFS AND ASSUMPTIONS 3. “Why you have to operate that way” “The average human being prefers to be directed; wants to avoid responsibility; Has relatively little ambition; and wants security above all” Reflects the view that: People have to be ‘operated’ Willing to be directed and controlled Focused on job security Don’t want responsibility

More Related