Canadian Business Culture and Management Skills ADMS 3020 - Fall 2011 – Professor Eytan Lasry Lecture 5 – Motivation and Conflict Resolution – Oct 18 Formula for Performance - Performance = f(ability x motivation) Ability = f(aptitude x training x resources) Motivation = f(desire x commitment) Five Tools for Improving Ability - Resupply o Resource problem Retrain o Training problem Refit Reassign Release o Aptitude problems Old View of Motivation - Satisfaction motivation performance. New View of Motivation - Motivation performance outcomes satisfaction. Goal Setting - - 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 - Manager’s get what they reinforce, not what they want. - 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 - 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 - Combine tasks Form identifiable work units. Establish client relationships Increase authority Feedback Need Theories - 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 - 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 - Select your conflict management approach based upon: o Issue importance o Relationships importance o Relative power o Time constraints Framework for Collaborative Problem Solving - 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 - Problem identification Solution generation Action plan formulation and agreement Implementation and follow-up Behavioural Guidelines - 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.