How to Motivate Employees
a "kick" in the pants when asking/telling/communicating/monetary
incentives don't work.
negative physical KITA
2. negates benevolence
3. it's a physical attack that stimulates auton
Two mistakes in efforts to become a learning organization:
1. defining learning too narrowly as mere problem solving so that they focus on identifying
errors in external environment
-managers must also look inward to reflect critically on their own behavi
1. Job enrichment: describes this embryonic movement
a. Provides the opportunity for employees psychological growth while job
enlargement makes the job structurally bigger
2. Job loading: when management often reduces the personal contributions of employe
VALUES IN TENSION: ETHICS AWAY FROM HOME
-many business practices are neither black nor white but exist in a gray zone through which
managers must navigate
-cultural relativism- no cultures ethics are better than any others; therefore there are no
a) There is one quality that sets truly great managers apart from the rest they discover what is
unique about each person and capitalize on it
b) Great managers know and value unique abilities and eccentricities of employees, and integrate
c) Great l
The Three Levers
a) There are three things a good manager needs to know about their employees their
strengths, the triggers that activate those strengths, and how they learn
b) Make the most of strengths:
o The great manager spends a lot of time out of th
SIX DANGEROUS MYTHS ABOUT PAY
4 decisions about compensation:
1.How much to pay employees?
2.How much emphasis to place on financial compensation as a part of the total reward system?
3.How much emphasis to place on attempting to hold down rate of pay?
Turn Customer Input into Innovation
Current Situation: customers describe the solutions they want in focus groups and
surveys, and then R&D materializes those ideas.
a. This undermines innovation and the companys bottom line
b. Customers are asked for
1. Changing to a Team Structure
a. Teams are compared to that of a conventional unit, a comparison which is fraught
with interpretive ambiguity
b. So the cause of the successes may have been a variety of other factors, not just the
The Passive-Aggressive Organization Neilson
Gets its label from organizations quiet but tenacious resistance, in every way but openly
to corporate directors.
Passive-aggressive organizations people pay lip service to directives just to appear
How Top Talent Uses Networks and Where Rising Stars Get Trapped
knowing as much people as possible is not a reasonable networking approach anymore.
Although some people are good with building large networks of loosely connected
relationships, most high p