business management - people and decisions
TRANSCRIPT
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
Business Management Business Management for Engineersfor Engineers
People and DecisionsPeople and Decisions
Mohammad Tawfik
Leadership and Motvaton SkillsMohammad Tawfk
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Motivating People
Leadership and Motvaton SkillsMohammad Tawfk
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Laws of Motivation
Richard Denny
Leadership and Motvaton SkillsMohammad Tawfk
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1- To Motivate you have to be Motivated
Leadership and Motvaton SkillsMohammad Tawfk
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Motivating Yourself
Leadership and Motvaton SkillsMohammad Tawfk
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You must manage yourself before you can lead others
Zig Ziglar1926-2012
Leadership and Motvaton SkillsMohammad Tawfk
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Set Goals
Leadership and Motvaton SkillsMohammad Tawfk
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Seize the moment to act
Leadership and Motvaton SkillsMohammad Tawfk
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Have persistence
Leadership and Motvaton SkillsMohammad Tawfk
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Build your Willpower
Leadership and Motvaton SkillsMohammad Tawfk
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2- Motivation Requires a Goal
“I will only settle for world domination”
Leadership and Motvaton SkillsMohammad Tawfk
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3- Motivation Never Lasts
Leadership and Motvaton SkillsMohammad Tawfk
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4- Recognition Motivates
Leadership and Motvaton SkillsMohammad Tawfk
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Motivation by AppreciationMotivation by Appreciation(MbA)(MbA)
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Leadership and Motvaton SkillsMohammad Tawfk
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5- To Motivate, Recognize Needs
Leadership and Motvaton SkillsMohammad Tawfk
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Basic human needs
LiveLive
Love and Love and Be lovedBe lovedLearnLearn
Leave aLeave aLegacyLegacy
Leadership and Motvaton SkillsMohammad Tawfk
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How to De-Motivate?
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Focus on rewards!
Leadership and Motvaton SkillsMohammad Tawfk
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Do not give enough trust!
Leadership and Motvaton SkillsMohammad Tawfk
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Reward the wrong attitude!
Leadership and Motvaton SkillsMohammad Tawfk
#WikiCourseshttp:////WikiCoursesWWikiSpacesWcomDo not communicate!
Leadership and Motvaton SkillsMohammad Tawfk
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Focus on Cost!
Leadership and Motvaton SkillsMohammad Tawfk
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How to Motivate?
Leadership and Motvaton SkillsMohammad Tawfk
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Motvate by:
Motvate by:
StatusStatus
CertaintyCertainty
AutonomyAutonomyRelatednessRelatedness
FairnessFairness
David Rock“Your Brain at Work”
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MotvatonMotvaton
AutonomyAutonomy
MasteryMasteryPurposePurpose
Leadership and Motvaton SkillsMohammad Tawfk
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Participation Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Progress Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Challenge Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Belonging Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Power Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Learning Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Self Esteem Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Autonomy Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Competence Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Fairness Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Certainty Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Status Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Purpose Motivates
LiveLiveLove Love LearnLearnLeave a legacyLeave a legacy
Leadership and Motvaton SkillsMohammad Tawfk
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Leadership Styles
Situational Leadership
Hersey-Blanchard model
Leadership and Motvaton SkillsMohammad Tawfk
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Hersey-Blanchard Leadership Model
DelegatngDelegatng
SellingSelling
TellingTelling
PartiipatngPartiipatng
Task Focus
Relationship Focus
Leadership and Motvaton SkillsMohammad Tawfk
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Hersey-Blanchard Leadership Model
Can you solve this?
Can you solve this?
This is my proposal!This is my proposal!
This is my soluton!This is my soluton!
What is your proposal?
What is your proposal?
Task Focus
Relationship Focus
Leadership and Motvaton SkillsMohammad Tawfk
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Follower Model
PerformerPerformer
LearnerLearner BeginnerBeginner
ContributorContributor
Willingness
Ability
Leadership and Motvaton SkillsMohammad Tawfk
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Follower Model
PerformerPerformer LearnerLearner BeginnerBeginnerContributorContributor
Level of maturity
Leadership and Motvaton SkillsMohammad Tawfk
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Situational Leadership
DelegatngDelegatng
SellingSelling
TellingTelling
PartiipatngPartiipatng
Task Focus
Relationship Focus
PerformerPerformer LearnerLearner BeginnerBeginnerContributorContributor
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
Understanding Decision Understanding Decision Making:Making:
Group IssuesGroup Issues
Mohammad TawfikMohammad Tawfik
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
Based on: The Art of Critical Decision Making
Professor Michael A. Roberto
The Teaching Company
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
The Wisdom The Wisdom of Crowds?of Crowds?
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
Are groups better decision makers than individuals?
Unfortunately, many groups do not realize those potential synergies; they experience process losses.
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
In his bestselling book
The Wisdom of Crowds
James Surowiecki argues that a large “crowd” of individuals can actually be more intelligent than any individual expert
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
You need to have diversity within the crowd: Many different disciplines, perspectives, and
areas of expertise must be represented.
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You have to have decentralization, meaning that the crowd is dispersed, and people with local and
specific knowledge can contribute.
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You have to have some effective way of aggregating all the individual judgments.
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Finally, and most importantly, you must have independence.
This is the key condition that usually doesn’t hold in actual teams within organizations. They are
interacting closely, and they are interdependent.
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
Certainly, pressures for conformity arise within groups.
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
Scholars have described how negative outcomes result when “fault lines” emerge within teams.
Fault lines are schisms that often emerge based around natural demographic subgroups within a
team.
We can see in-group/out-group dynamics emerge in these situations, which leads to dysfunctional
conflict.
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In some groups, they exhibit an inability to manage air time, such that a few individuals
dominate the discussion. Others are not able to get their ideas on the table.
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Free riding is another process loss.
Some members may not feel personal accountability, and they may loaf, expecting
others to carry the load.
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The lack of adequate information sharing is one of the most perplexing challenges that teams
face, and that hinders their decision-making effectiveness
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
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Groupthink—Thinking Groupthink—Thinking or Conforming?or Conforming?
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What is groupthink?
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According to social psychologist Irving Janis, groupthink is when a cohesive team experiences tremendous pressures for conformity, such that
people strive for unanimity at the expense of critical thinking.
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Janis has argued that groupthink is more likely to arise when groups are highly cohesive and
when they face a great deal of stress or pressure.
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What are some of the signals that your group
is not having a sufficiently candid
dialogue?
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Do management meetings seem more like hushed, polite games of golf or fast-paced,
physical games of ice hockey?
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Do subordinates wait to take their verbal and visual cues from you before commenting on
controversial issues?
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Are planning and strategy sessions largely about the preparation of hefty binders and fancy
presentations, or are they primarily about a lively, open dialogue?
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Do the same people tend to dominate management team meetings?
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Is it rare for you to hear concerns or feedback directly from those several levels below you in the
organization?
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Have senior management meetings become “rubber stamp” sessions in which executives simply ratify decisions that have already been
made through other channels?
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
Are people highly concerned about following rules of protocol when communicating with
people across horizontal levels or vertical units of the organization?
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How teams can How teams can prevent prevent
groupthinkgroupthink and and improve their improve their
decision making?decision making?
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http://AcademyOfKnowledge.orgOB - Business for EngineersMohammad Tawfik
Stimulating Conflict and Debate
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You can ask your management team to role-play the competition
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You can employ mental simulation methods to stimulate conflict and debate
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Creativity and Brainstorming
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The Curious Inability The Curious Inability to Decideto Decide
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The culture of NONO
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The culture of YESYES
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The culture of MAYBEMAYBE