1. 1 Chief Information Officers (CIO)

2. Module 3 Human Resources Management and Change Management 2

3. 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

4. Organization Culture Organizational Structure Managing Employees Motivating Employees Change Management 4 Scope

5. Major Organizational Structures Divisional Structure Functional Matrix Flexi Organization 5

6. 6 Chief Administrator Administrator Div 1 Administrator Div 2Administrator Div 3 District Officer 1 District Officer 2 District Officer 3 District Officer 4 District Officer 5 District Officer 6 DIVISIONAL ORGANIZATIONAL STRUCTURE

7. 7 Functional Organizational Structure

8. 8

9. 9 Task s well Defi ned Need for Flexibility and participation Authoritarian Culture and need for Control Active Search Organizational Culture Vs Structure

10. MOTIVATING EMPLOYEES 10 One More Time: How Do You Motivate Employees? Frederick Herzberg – Harvard Business Review January–February 1968

11. MOTIVATING EMPLOYEES Motivation by KITA KITA = Kick in the pants (1968) KITA = Kick in the ass (1987, 2003) 11

12. MOTIVATING EMPLOYEE 12 What is KITA? Negative KITA Motivation by punishment— A push

13. 13 Negative physical KITA 50 lashes Two weeks in the brig Motivating Employees

14. 14 Negative psychological KITA Move to undesirable office Stop speaking to subordinates Threaten termination Motivating Employees

15. 15 Positive KITA motivation by reward—Pull Motivating Employees

16. 16 Positive KITA Reducing time spent at work Comp time Time off as a reward Recreation programs Sabbaticals Cruises Motivating Employees

17. 17 Positive KITA Compensation Pay Increases Stock Options Bonuses Commission Incentive Motivating Employees

18. 18 Positive KITA Benefits Health insurance Free food Limited work week Work at home Motivating Employees

19. 19 Positive KITA Human relations training Supervisors trained in psychological approaches to management Supervisors trained to be sensitive to the needs of their subordinates Motivating Employees

20. 20 Positive KITA -Communication Training programs Newsletters Other publications Annual performance reviews Motivating Employees

21. 21 Positive KITA Two-way communication Listen to employees’ complaints and suggestions Democracy in the workplace Interactive performance reviews Motivating Employees

22. 22 Positive KITA Job participation Communicate the importance of the job in the big Picture Give achievement awards Motivating Employees

23. 23 Positive KITA Employee counselling Let employees unburden themselves in psychological counselling Motivating Employees

24. 24 Hygiene Supervision Working conditions Salary Peer interaction Personal life Status Security Motivation Achievement Recognition Work satisfaction Responsibility Advancement Growth Hygiene vs. Motivation

25. Hygiene reduces job dissatisfaction Motivation increases job satisfaction Job satisfaction is not the opposite of job dissatisfaction Hygiene = KITA 25 Hygiene vs. Motivation

26. KITA motivates to avoid punishment KITA motivates to get rewards KITA is good for motivating rats– bad for motivating people 26 What’s wrong with KITA?

27. Job enrichment Make the job itself a motivator 27 Herzberg’s alternative to KITA

28. 28 Maslow’s Hierarchy of Human Needs

29. GROUP DYNAMICS Formal and Informal Groups Groups formed when Being a real team Compelling direction Enabling structure Supportive context Expert coaching 29 How Do People Work in Groups

30. 30 GROUP FORMATION

31. 31 GROUP DYNAMICS: TUCK MAN STAGES

32. 32 Change Management in a Nutshell

33. 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 Change Management