《如何激励别人》PPT课件.ppt

WHAT IS MOTIVATION?,If you do not know what motivates a person, just ask,By Ravi Kapila,WHAT IS MOTIVATION?,Assess your own motivation levels as well as those of your staff,WHAT IS MOTIVATION?,Use persuasion and influence in order to encourage self-motivation,RECOGNIZING NEEDS,Establish what the needs of your staff are, and assist in meeting them,RECOGNIZING NEEDS,Remember that making work fun does not mean making it easy,RECOGNIZING NEEDS,Try to motivate through the use of voluntary social and sports activities,RECOGNISING NEEDS,Use inter-team competition to help stimulate team spirit,RECOGNIZING NEEDS,Keep the number of supervisors to a minimum,RECOGNIZING NEEDS,Remember that different people are motivated in different ways,UNDERSTANDING BEHAVIOUR,Be aware that the systems that your staff use may be demotivating,UNDERSTANDING BEHAVIOUR,Look for positive responses to any criticisms - they are good signs of motivation in staff,UNDERSTANDING BEHAVIOUR,Maintain eye contact with your staff whenever you speak with them,UNDERSTANDING BEHAVIOUR,Ask your staff if any changes at work would help to motivate them,UNDERSTANDING BEHAVIOUR,Learn to see the difference between work problems and personal ones,UNDERSTANDING BEHAVIOUR,Keep work as varied as possible to avoid causing demotivation,UNDERSTANDING BEHAVIOUR,Treat departures and absenteeism as warning signs of demotivation,ASSESSING YOUR ATTITUDE,Ensure staff know both their role and its importance,ASSESSING YOUR ATTITUDE,Demonstrate your competence at every opportunity,ASSESSING YOUR ATTITUDE,Improve order and control by using collaborative management,BEING A GOOD MANAGER,Do not just assume you are “visible”-ensure that it is true,BEING A GOOD MANAGER,If bad results occur, review your own motivation as well as employees.,BEING A GOOD MANAGER,Show respect to your staff, and they will show it to you,IMPROVING COMMUNICATION,Strengthen your message by using several means of communication,IMPROVING COMMUNICATION,Deliver in-company communications as soon as possible,IMPROVING COMMUNICATION,Encourage your staff to participate in decision-making,IMPROVING COMMUNICATION,Keep staff informed wherever possible-uncertainintes are very demotivating,IMPROVING COMMUNICATION,Encourage disagreement - it often paves the way to consensus,IMPROVING COMMUNICATION,Make time to stop and chat rather than simply greeting staff,IMPROVING COMMUNICATION,Always ask staff for their opinions about decisions that affect them,IMPROVING COMMUNICATION,Be aware of office politics, and set an example by never taking part yourself,CREATING A NO-BLAME CULTURE,Do not gamble, but combine risks with excellent planning,CREATING A NO-BLAME CULTURE,Praise work well done, even if some targets are missed,CREATING A NO-BLAME CULTURE,Take risks only when the chances of success are high,CREATING A NO-BLAME CULTURE,Be firm but fair when you are drawing attention to error, and do not pull any punches,WINNING CO-OPERATION,Find the root cause of repeated complaints, and eradicate it quickly,WINNING CO-OPERATION,Always check that your wishes have been understood,WINNING CO-OPERATION,Inform staff of the use of their ideas and success rates,WINNING CO-OPERATION,Have a good reason and an explanation for refusing a request,WINNING CO-OPERATION,Never offer to finance anything unless you can raise the funds,WINNING CO-OPERATION,Consider ideas from staff at all levels of seniority,WINNING CO-OPERATION,Make use of the positive elements of each person,ENCOURAGING INITIATIVE,Give people the opportunity to use their own initiative whenever possible,ENCOURAGING INITIATIVE,Acknowledge all suggestion box ideas immediately - handle any rejections tactfully,ENCOURAGING INITIATIVE,Encourage staff to achieve by setting high but realistic targets,ENCOURAGING INITIATIVE,Do not be too fast in accepting “NO” for an answer,ENCOURAGING INITIATIVE,Give your staff a say in the setting of targets,MOTIVATING INDIVIDUALS,Stretch people with goals that push them to perform better,MOTIVATING INDIVIDUALS,Make the most of new staff by first making them feel welcome,MOTIVATING INDIVIDUALS,Form your own opinions of your colleagues and staff,MOTIVATING INDIVIDUALS,Be as natural as possible, but tailor your approach to each individual,MOTIVATING INDIVIDUALS,Remember that what you measure and reward is what you get,MOTIVATING INDIVIDUALS,Do not put a ceiling on incentives - it limits motivation,MOTIVATING GROUPS,Ambition dictates achievement, so be sure to encourage big ambitions,MOTIVATING GROUP,Confront trouble makers as soon as you become aware of their presence.,MOTIVATING GROUP,Cure any bad systems as a first step to conquering poor morale,MOTIVATING GROUPS,If demotivation occurs, consider changing your business sytem,PREVENTING DEMOTIVATION,Do not wait for annual appraisals to talk about staff performance,PREVENTING DEMOTIVATION,Talk about work related problems to prevent them from becoming more intense,PREVENTING DEMOTIVATION,Allow people to talk about what demotivates them, and listen carefully,PREVENTING DEMOTIVATION,Bad news always travels fast, so deliver it as quickly as possible,PREVENTING DEMOTIVATION,Emphasize to staff the benefits of all reforms, however unwelcome,DEALING WITH DEMOTIVATED PEOPLE,Assess the reasons for demotivation before considering any action,DEALING WITH DEMOTIVATED PEOPLE,Consider all the options before losing valued team members,APPRAISING EFFECTIVELY,Keep the appraisal relaxed and friendly - do not make it an inquisition,APPRAISING EFFECTIVELY,Take the chance to improve yourself by asking staff to appraise you, too,APPRAISING EFFECTIVELY,Always start appraisals by discussing the progress made and success achieved,APPRAISING EFFECTIVELY,Find out about the quality of support given in the job,APPRAISING EFFECTIVELY,Provide training in small, regular dosses rather than one long course,APPRAISING EFFECTIVELY,Follow up on any courses to check their quality and staff responses,APPRAISING EFFECTIVELY,Give staff chances to use and increase their expertise,APPRAISING EFFECTIVELY,Sit in on training courses to ensure the quality is high,EVALUATING EACH JOB,Regard grading and similar systems with caution - not as scared,EVALUATING EACH JOB,Pay your staff members for responsibility and contribution, not for seniority and status,EVALUATING EACH JOB,Do not allow job specifications to be perceived as “straitjackets”,EVALUATING EACH JOB,Ensure that jobs offer a wide range of stimulation and variation,EVALUATING EACH JOB,Get the money right, or everything else could easily go wrong,EVALUATING EACH JOB,Watch costs of fringe benefits - unwatched, they tend to soar,EVALUATING EACH JOB,If you are the highest payer, be sure to get the highest results,ENRICHING JOBS,Delegate whole tasks to improve efficiency and motivation,ENRICHING JOBS,Give staff every opportunity to use newly acquired skills once training has finished,ENRICHING JOBS,When an idea is accepted, let its creator implement the suggestion,EMPOWERING STAFF,Ensure your staff do not suffer under externally imposed limitations,EMPOWERING STAFF,Find out about a job from the person doing it,BUILDING CAREERS,Find an assignment for anyone who has not had one in the past year,BUILDING CAREERS,Encourage your staff to enrol for regular training it will pave the way to future success,BUILDING CAREERS,Do not underuse people - it causes them as much stress as overuse,BUILDING CAREERS,Utilize as many of each persons skills as possible,RECOGNIZING EXCELLENCE,Seek early chances to promote able, younger members of your staff,RECOGNIZING EXCELLENCE,Use monetary rewards as flexibly as possible to get the most of their motivational value,RECOGNIZING EXCELLENCE,Use taskforces to develop your best people,MOTIVATING THROUGH CHANGE,Take every chance to preach quality and practise improvement,MOTIVATING THROUGH CHANGE,Make one major change, while also going for many small ones,MOTIVATING THROUGH CHANG