Management by Competencies Process management On last lesson

Management by Competencies Process management

On last lesson � System of Corporate Ideas � Strategic Continuum ◦ OSI, FDSI, SDSI, TDSI ◦ to enable to seek for and define new step changes ◦ to prevent confusing the presence and the future strategies � Living strategic Frame � Change vector � Balanced Scorecard PV 215 - 8 2

Processes definition and management � Processes D S E U and projects ◦ defined sets of procedures, activities or actions transforming inputs to outputs � Processes ◦ repeatable, easy to monitor, subject of continual improvement ◦ deterministic, predictable ◦ focused on outputs � Projects ◦ unique, have to be attentively planned and executed, continuously monitored and managed ◦ uncertain ◦ focused on impact, benefits and goals of its outputs Processes and Projects PV 215 - 9 3

Synergy of process and project management D S E U � How can projects benefit from process management? ◦ projects may involve processes; for partial design of project the process design techniques may be utilized � How can processes benefit from project management? ◦ process definition may be extended to define desired impact of process outputs; then performance indicators may be defined more appropriately Processes and Projects PV 215 - 9 4

Best practices in process design D S E U Reasonable process specification granularity Structure as a consequence of process specification Top-down approach Suitable tools Process domain reflection Continuous improvement Processes and Projects PV 215 - 9 5

passive/ active Theory of motivation behavior processing to preserve/ to change need processing pleasant/ unpleasant feeling intuitive procedures rational procedures processing stimuli (C) J. Plamínek PV 215 - 11 b 6

Motivation and Stimulation I S H M O D Motivation • the action that is required for people is given in relation to their current needs • requires the ability to estimate the current needs of people Stimulation • the action that is required for people is given in relation to the general working stimuli • e. g. financial incentives • requires perpetual input of time, money and effort to stimulate people Motivation PV 215 - 11 b 7

Motivation, Stimulation and Vitality Motivation I S H M O D D D STABILITY EFFECTIVITY USEFULNESS Stimulation Motivation PV 215 - 11 b 8

Principles of motivation � Motivation is about reaching harmony in I S H M O D ◦ what does one person feels as their inner needs ◦ what this person is assigned to do for company � Making other person and task to be assigned to fit each ◦ adjust person to the task ◦ adjust task or its submission to person � Golden rule ◦ “Do not adjust people to their task, but adjust tasks to people and their needs!” � Manager skilled in motivating is able to ◦ reach desired result and ◦ make people happy and satisfied with their work Motivation PV 215 - 11 b 9

Personal happiness and satisfaction Personal S H M O D • satisfaction with the role and position • satisfaction with fairness Process • satisfaction with the outcome Factual Motivation I (C) J. Plamínek PV 215 - 11 b 10

I Motivational layers S H M O D reflection of outer short term impulses social role and order reflection of current inner state Mood Motivational Tune degree of fulfillment of life needs Environment Motivational Position Personality Motivational Basis may mask and hide the personality influence in long term may overlap the other factors in short term Motivation (C) J. Plamínek PV 215 - 11 b 11

Motivational Basis Person ality D S E U Guides Explorers D S E U Harmonizers Motivation Refiners D S E U (C) J. Plamínek PV 215 - 11 b 12

Motivational Basis Person ality Explorer Guide Harmonizer Refiner Typical need Inner selfassertion: overcoming challenges Outer selfassertion: influencing people Outer anchor: favorable environment Inner anchor: perfection Response to praise “I know. Of course it works. ” “It was not easy. I’ll show what I did. ” “Praise also the others. ” “Thanks. I did what I could. ” Response to criticism “I know. It has already happened. ” (Belittlement) “Who the hell you are, . . . ” (Acceptance) “I see. Maybe I disappointed you” Fair criticism: (Regret) Unfair criticism: (Diplomatic) “If you think so” Cope with stress Kick. Higher performance Delegating to others Unresponsive Big stress, collapse. Motivating formulations This will be hard. We depend on Nobody done it you. You are before. Do it in great organizer. your way. You will be a part of the team. You will help if they struggle. Here are the instructions. I will advise when it is not clear. Motivation PV 215 - 11 b (C) J. Plamínek 13

Motivation and Environment Environ Useful work MEANING Appreciation ESTEEM and respect Image of the company Securing the future Bearable working conditions Motivation BELONGING Space for personal development Bonuses and career Good interpersonal relationships SAFETY SURVIVAL (C) J. Plamínek Sufficient financial income PV 215 - 11 b 14

What about next steps? Integra tion Qualities (the way we are) Synergeti zation Habilitation Motivation Person (human resources bearer) Attitudes Abilities (what we know and can do) Orientation (C) J. Plamínek (what we want, what we believe in) Definition (C) J. Plamínek PV 215 - 12 15

Methods of abilities development I S H M O practice (skills) D Training Couching (trainer) (couch) general view (models) Habilitation specific issues (reality) Lectures Consulting (lecturer) (consultant) theory (knowledge) (C) J. Plamínek PV 215 - 12 16

Synergy cre( + ) =E cre. . . relationship efficiency coefficient cre < 1. . . conflict cre = 1. . . neutral cre > 1. . . synergy Synergetization PV 215 - 12 17

Interpersonal relationships value claiming egoism Competition Cooperation Me>0, You>0 Me>0, You<0 oppression value destruction Synergetization Destruction Me<0, You<0 M ou e= -Y Yo e= u M Me=0 value co-creation Passivity Me=0, You=0 self-destruction You=0 altruism Yielding Me<0, You>0 value offering (C) J. Plamínek PV 215 - 12 18

Competition causes Competition Me>0, You<0 Managerial Stimuli Feelings Relative evaluation Feeling of Lack Support of individualism Need to take Non-discrimination of roles Preference of individual goals Muting external pressure Aggregated competitive energy Synergetization (C) J. Plamínek PV 215 - 12 19

Cooperation causes Cooperation Me>0, You>0 Managerial Stimuli Feelings Absolute evaluation Feeling of joint opportunity and mutual benefit Attractive and shared goals Need to create Discrimination of roles Preference of sharing of goals and values Exposition to External pressure Shared feeling threat Synergetization (C) J. Plamínek PV 215 - 12 20

Self-sacrifice causes Yielding Me<0, You>0 Managerial Stimuli Feelings Self-sacrifice appreciation Need of high self-assessment Manager as an example Need to give Support of Individual development Need to be useful, to excel, to belong Important of goals and values Need to impersonate Synergetization (C) J. Plamínek PV 215 - 12 21

Prevention of Destruction Me<0, You<0 Managerial Stimuli Feelings Unfair evaluation Feeling of injustice Superiority and disregard Disorientation Unclear evaluation Uncertainty Indifference and unconcern Feeling of extirpation Synergetization (C) J. Plamínek PV 215 - 12 22

Passivity causes Managerial Stimuli Absurd or unexplained goals or values Me=0, You=0 Feelings Values and goals are meaningless There is example to follow Pursuit of values and goals does not make sense Lack of incentives Synergetization Passivity (C) J. Plamínek PV 215 - 12 23

Cooperation • outer relationships: long-term relationships with customers, suppliers, and non-competitive partners • inner relationships: long-term beneficial Competition • outer relationships: long-term relationships with competitors • inner relationships: long-term for dynamic stimulation Yielding • short-term beneficial for crisis situation • only as a result of self-motivation Destruction • undesirable, prevention necessary Passivity • undesirable, prevention necessary Synergetization PV 215 - 12 24

Summary � Process management � Theory of motivation � Personal development � Synergy � Cooperation PV 215 - 9 25