Chief Information Officers
(CIO)
1
Module 3
Human Resources Management and
Change Management
2
Objectives of Module 3
To provide exposure to CIOs to major
concepts and techniques in the areas of
Human Resources Management,
Organizational Development and Change
Management
3
Scope





Organization Culture
Organizational Structure
Managing Employees
Motivating Employees
Change Management
4
Major Organizational Structures
 Divisional Structure
 Functional
 Matrix
 Flexi Organization
5
DIVISIONAL ORGANIZATIONAL STRUCTURE
Chief Administrator
Administrator Div 1
Administrator Div 2
Administrator Div 3
District Officer 1
District Officer 3
District Officer 5
District Officer 2
District Officer 4
District Officer 6
6
Functional Organizational Structure
7
8
Organizational Culture Vs Structure
Need for Flexibility and
participation
Task
s
well
Defi
ned
Authoritarian Culture
and need for Control
Active Search
9
MOTIVATING EMPLOYEES
One More Time:
How Do You Motivate Employees?
• Frederick Herzberg –
• Harvard Business Review
• January–February 1968
10
MOTIVATING EMPLOYEES
 Motivation by KITA
 KITA = Kick in the pants (1968)
 KITA = Kick in the ass (1987, 2003)
11
MOTIVATING EMPLOYEE
What is KITA?
• Negative KITA
• Motivation by punishment—
• A push
12
Motivating Employees
Negative physical KITA
• 50 lashes
• Two weeks in the brig
13
Motivating Employees
Negative psychological KITA
• Move to undesirable office
• Stop speaking to subordinates
• Threaten termination
14
Motivating Employees
Positive KITA
• motivation by reward—Pull
15
Motivating Employees
Positive KITA
• Reducing time spent at work
• Comp time
• Time off as a reward
• Recreation programs
• Sabbaticals
• Cruises
16
Motivating Employees
Positive KITA
• Compensation
• Pay Increases
• Stock Options
• Bonuses
• Commission
• Incentive
17
Motivating Employees
Positive KITA
• Benefits
• Health insurance
• Free food
• Limited work week
• Work at home
18
Motivating Employees
Positive KITA
• Human relations training
• Supervisors trained in psychological approaches to
management
• Supervisors trained to be sensitive to the needs of
their subordinates
19
Motivating Employees
Positive KITA -Communication
• Training programs
• Newsletters
• Other publications
• Annual performance reviews
20
Motivating Employees
Positive KITA
Two-way communication
• Listen to employees’ complaints and suggestions
• Democracy in the workplace
• Interactive performance reviews
21
Motivating Employees
Positive KITA
Job participation
• Communicate the importance of the job in
the big Picture
• Give achievement awards
22
Motivating Employees
Positive KITA
Employee counselling
• Let employees unburden themselves in
psychological counselling
23
Hygiene vs. Motivation
Hygiene
• Supervision
• Working conditions
• Salary
• Peer interaction
• Personal life
• Status
• Security
Motivation
• Achievement
• Recognition
• Work satisfaction
• Responsibility
• Advancement
• Growth
24
Hygiene vs. Motivation
• Hygiene reduces job dissatisfaction
• Motivation increases
• job satisfaction
• Job satisfaction is not the opposite of job dissatisfaction
• Hygiene = KITA
25
What’s wrong with KITA?
 KITA motivates to avoid punishment
 KITA motivates to get rewards
 KITA is good for motivating rats– bad for motivating
people
26
Herzberg’s alternative to KITA
• Job enrichment
• Make the job itself a motivator
27
Maslow’s Hierarchy of Human Needs
28
How Do People Work in Groups
GROUP DYNAMICS
Formal and Informal Groups
Groups formed when
• Being a real team
• Compelling direction
• Enabling structure
• Supportive context
• Expert coaching
29
GROUP FORMATION
30
GROUP DYNAMICS: TUCK MAN STAGES
31
Change Management in a Nutshell
32
Change Management
Planning the Change
 Objective of Change (Why are we initiating change ?)
 Scope of Change




(What changes are being contemplated?)
Benefits and Costs (Who is likely to effected and in what way?)
Identify the threats (who is likely to resist change and what other
problems are we likely to face)
Opportunities
(Who is likely to assist change and how?)
Strategic Options (Ways change can be initiated and implemented)
33