Canadian Business Culture and Management Skills
ADMS 3020 - Fall 2011 – Professor Eytan Lasry
Lecture 5 – Motivation and Conflict Resolution – Oct 18
Formula for Performance
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Performance = f(ability x motivation)
Ability = f(aptitude x training x resources)
Motivation = f(desire x commitment)
Five Tools for Improving Ability
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Resupply
o Resource problem
Retrain
o Training problem
Refit
Reassign
Release
o Aptitude problems
Old View of Motivation
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Satisfaction  motivation  performance.
New View of Motivation
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Motivation  performance  outcomes  satisfaction.
Goal Setting
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Goal setting is the foundation of an effective motivation program.
Goals should be:
o Specific
o Consistent
o Challenging
o Provide feedback.
Remove obstacles to performance.
Performance  Outcomes
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Manager’s get what they reinforce, not what they want.
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Non-financial rewards:
o Give awards publicly.
o Use awards infrequently.
o Embed them in a reward process.
o Match award with corporate culture.
Discipline
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Negative responses are important for redirecting behaviour.
Discipline will not motivate employees toward exceptional behaviour.
Always pair negative feedback with specific direction for improvement.
Work Design Strategies
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Combine tasks
Form identifiable work units.
Establish client relationships
Increase authority
Feedback
Need Theories
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Different people ‘need’ different things.
What motivates you?
Are there more general cultural differences to account for in designing work
incentives and rewards?
Behavioural Guidelines
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Clearly define an acceptable level of performance or specific goals.
Remove obstacles to reaching goals.
Treat discipline as a learning experience.
Identify rewards that appeal to the individual.
Check subordinates perceptions of reward equity.
Provide timely rewards and feedback.
Situational Considerations
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Select your conflict management approach based upon:
o Issue importance
o Relationships importance
o Relative power
o Time constraints
Framework for Collaborative Problem Solving
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Establish superordinate goals.
Separate the people from the problem.
Focus on interests, not positions.
Invent options for mutual gains.
Use objective criteria for evaluating alternatives.
Define success in terms of real gains, not imaginary losses.
Four Phases of Collaborative Problem Solving
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Problem identification
Solution generation
Action plan formulation and agreement
Implementation and follow-up
Behavioural Guidelines
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Collect information on the sources of conflict.
Examine relevant situational considerations.
Take into consideration your personal preferences for using the conflict
management approaches.
Utilize the collaborative approach unless conditions dictate the use of an alternative
approach.