Part 6—Understanding People 1 McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

6-2 Peter Drucker Ken Blanchard Warren Bennis Abraham Maslow Rensis Likert Douglas McGregor The Human Side of Work

6-3 Characteristics of the Self-Fulfilled Person Rate yourself on the following characteristics. Circle the number that best represents your current status (1 is low, 10 is high) Acceptance of self and others 2. Accurate perception of reality Close relationships Personal autonomy (independence) Goal-directedness; achievement orientation Sense of justice Need for privacy Orientation toward growth and new experience Sense of humor Personal integrity (high principles)

6-4 THE INDIVIDUAL Biological and Psychological Factors HUMAN BEHAVIOR Interaction THE RELATIONSHIP BETWEEN THE INDIVIDUAL, THE ENVIRONMENT, AND HUMAN BEHAVIOR The Environment (Human and Non-Human Elements)

6-5 What do you see?

6-6 MOTIVATION GRAPH Motivation Levels I II IIIIVV Need Strength HIGH LOW

6-7 Motivation Levels IIIIIIIVV Need Strength HIGH LOW SAMPLE MOTIVATION GRAPH

6-8 First Motivation Level Survival Needs Sufficient pay Safe working conditions Safe equipment, tools, and materials A supportive physical environment: good lighting, heating, air conditioning, and rest rooms

6-9 Second Motivation Level Security Needs Proper tools and equipment Job aid Economic protection Job security Confidence in management

6-10 Third Motivation Level Belonging Needs Communication sessions between employees and management Celebration of special events Expressions of consideration and appreciation Job participation vehicles Communication outlets An open-door policy so employees feel free to share concerns and suggestions

6-11 Fourth Motivation Level Respect Needs Individual incentives for high performance Public acclaim for outstanding contributions Opportunities to improve job status Tangible rewards like increased pay, bonuses, etc. Day-to-day recognition and praise for a job well done.

6-12 Fifth Motivation Level Fulfillment Needs Discussing organization values and goals in light of individual values and goals Providing the opportunity for personal growth

6-13 HUMAN SURVIVAL SECURITY BELONGING RESPECT FULFILLMENT NEEDS

6-14 Human Motivation 15 Points 1.Personal needs motivate behavior 2.A satisfied need is not a motivator 3.Motivation levels explain work force behavior 4.Self-actualization is the normal sequence of development for people 5.People experience needs on all five motivation levels

6-15 Human Motivation 15 Points 6.Psychological needs & social values are not the same 7.Different needs influence behavior at different times during a person’s day and life 8.The same act can satisfy any of the five motivation levels 9.All people have the same needs, but to different degrees and accompanied by different wants 10.A person can be deficiency motivated, bringing harm to self and others

6-16 Human Motivation 15 Points 11.Unsatisfied needs can make you ill, as surely as if your were physically stricken 12.Leadership is important in meeting employee needs and preventing motivation problems 13.Saying “thank you” is one of the most effective, least costly, and most overlooked methods of motivating people

6-17 Human Motivation 15 Points 14.The ideal is to integrate the needs of the individual with the goals of the organization 15.Motives are powerful determinants of human behavior, allowing people to perform nearly impossible feats

6-18 Book Selection

6-19 Elements of the Art of Persuasion Understanding people Understanding people The effective use of words The effective use of words The ability to manage conflict The ability to manage conflict Possessing the persuasive power of character Possessing the persuasive power of character

6-20 Winston ChurchillMalcolm XJoshua Chamberlain The Power of Words When Spoken From the Heart

6-21 ACCOMMODATION Seeking harmony at all costs COLLABORATION Seeking solutions for mutual benefit AVOIDANCE Denying conflict exists DOMINATION Winning through intimation COMPROMISE Bargaining to minimize losses LOWHIGH Degree Of Assertiveness HIGH LOW Degree Of Cooperativeness Styles Of Interpersonal Conflict

6-22 EMOTIONAL INTELLIGENCE and LEADERSHIP SUCCESS Self awareness Self management Self management Social awareness Social awareness Relationship management Relationship management Daniel Goleman

6-23 The Diversity Challenge Unintentional Results A manager was pleased with a new breakthrough achieved by one of his Native American employees. Therefore, he recognized her with great fanfare and personal praise in front of all the other employees. Humiliated, she didn’t return to work for days.

6-24 The Diversity Challenge Unintentional Results After learning that a friendly pat on the back would make employees feel appreciated, a manager took every chance to pat his subordinates. His Asian employees, who hated being touched, avoided him like the plague.

6-25 The Diversity Challenge Unintentional Results Concerned about ethics, a manager declined a gift offered him by a new employee, an immigrant who wanted to show gratitude for her job. He explained the company’s policy about gifts. She was so insulted, she quit.

6-26 The Diversity Challenge Unintentional Results A new employee’s wife, an Eastern European, stopped by the office with a bottle of champagne, fully expecting everyone present to stop and celebrate her husband’s new job. When people merely said “hello” and then returned to work, she was mortified. Her husband quit within a few days.

6-27 Leadership Principles for Valuing Diversity Be aware Be aware Be sure everyone is given the opportunity to participate Be sure everyone is given the opportunity to participate Share the rules Share the rules Be sensitive to difference Be sensitive to difference

Most Effective Diversity Practices 1. Top management’s personal involvement 2. Targeted recruitment 3. Internal advocacy groups 4. Emphasis on Equal Employment Opportunity statistics 5. Inclusion of diversity in performance evaluations

Most Effective Diversity Practices 6. Inclusion of diversity in promotion decisions 7. Inclusion of diversity in management succession 8. Diversity training groups 9. Networks and support groups 10. Work and family policies that support diversity

6-30 Benefits of Diversity Increase in work force creativity Broader range of knowledge and skill Better decisions based on different perspectives Better services provided to diverse populations Ability to recruit excellent talent from the entire labor pool An environment that nurtures the multicultural fabric of community

6-31 The dominant group accommodates racial and ethnic variations (ex. Switzerland) The dominant group absorbs the minority (ex. “melting pot”) The dominant group exploits the minority (ex. Low-paid menial labor) The dominant group expels the minority (ex. Native American reservations) The dominant group tries to destroy the minority (ex. Nazi Germany) Multi-culturalism (Pluralism) Assimilation Internal Colonialism Population Transfer Genocide INHUMANITY HUMANITY REJECTION ACCEPTANCE PATTERNS OF INTERGROUP RELATIONS

6-32 Six human beings were trapped one day In black and bitter cold. Each one possessed a stick of wood, Or so the story’s told. With dying fire in need of logs, The first one held hers back; For of the faces around the fire, She noticed one was black. The next one looking across the way Saw one not of his church, And couldn’t bring himself to give The fire his stick of birch. The third one sat in tattered clothes; He gave his coat a hitch. Why should he give wood to use To warm the idle rich? THE COLD WITHIN

6-33 The richest man sat back and thought Of all the gold he had in store, And how to keep what he had earned From the lazy, shiftless poor. The black man’s face bespoke revenge As the fire passed from his sight; For all he saw in his stick of wood Was a chance to spite the white. And the last man of this forlorn group Did naught except for gain. Giving only to those who gave Was how he played the game. The logs held tight in death’s still hands Was proof of human sin. They didn’t die from the cold without; They died from the cold within. Alexander Pope