Herzberg’s motivational theory
Most of us have read the Herzberg’s motivational theory and know that it suggested that satisfiers like recognition, achievement, and personal growth are what people positively respond to.
As managers these satisfiers allow us to lead employees. Anyone who has ever led a group of volunteers knows that you cannot motivate people to do what they do not want to do.
This is largely because we as managers cannot motivate anyone. People can only motivate themselves. It is our job as managers to find out what motivates them and provide them with an opportunity to motivate themselves.
Moving employees from “dissatisfied” to “not dissatisfied” is a place to start. Reflecting on the Management Cycle, we can see that Lead is the third of the four elements. Leading is difficult to do unless you know where you want to go, which is part of the Plan element. Figuring out what resources you have available to get you there is part of the Organized element.
You must give careful attention to the first two elements in order for the third to be effective. As a leader and a manager you influence your department’s potential for success by identifying the strengths needed for each position and then staffing those roles with the right people, find the right fit.
The hiring and training functions of management often reside in the Organized element. Ultimately, the manager must decide if he or she has the right people in the right positions to optimize performance.
Finally, the most important element of leadership is communication. It is essential for a manager to be able to convert department goals into clearly understandable objectives.
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By control, we mean using the score keeping system that will determine how we are doing.
As the final element of the management cycle, control is the inspect what we expect part of management.
Imagine a solid wheel rotating forward, revolving three quarters of the way around, only to hit a flat spot. That is what happens to an organization if it completes the plan, organize, and lead elements of management, but it fails to control, measure, and report the results. The forward momentum stalls and a great deal of effort is required to get the organization moving forward again.
You will establish appropriate performance standards, or controls, to inspect what you expect from your department’s activities. In order to insure alignment of the goals of your department with the organizational goals, you will need to provide feedback to your employees. This feedback can assure them that they are moving forward like the wheel, with the least possible amount of resistance.
Remember, you cannot improve what you do not measure. Focus on creating alignment between company goals and your area of responsibility.