4.4.PeoplePeople"There go my people.I must follow them, for I am their leader." (M. Gandhi, quoting Alexandre Ledru-Rollin, (1848) Eh! Je suis leur chef, il fallait bien les suivre)Motivating factorsGroups and TeamsEgoHiring and fring; Employment lawInterviewsMeeting techniquesManagement Management Goal settingOverall directionMeasures of success Strategy rather than tacticsCulture leadCommunicationManagement TheoriesManagement Theories7 people is a natural hunting groupCompany growth break points: 7, ~50, 350...Classical/HierarchicalHuman RelationsClassicalClassicalFormal and rational approachFocus on STRUCTURE of organisationTasks reduced to simple elements ->boring and repetitiveAssumptions that individuals primarily motivated by PAYManagement Tasks - Classic Management Tasks - Classic modelmodelF W TaylorAll knowledge should be recordedScientifc selection and progressive development of workforceWork for maximum outputFrank and Lilian GilbrethTime and Motion studyIntroduced rest periodsHenry GanttGantt Chartreplaced piece rate with day rate and bonusManagement Tasks - Classic Management Tasks - Classic modelmodelHenri FayonObjectivesForecastsPlanningOrganisingDirectingCo-ordinatingControllingCommunicatingMintzbergHuman RelationsHuman RelationsConsider individuals social needsmotivationbehavoirFocus on WORK doneTheory X and Theory Y Theory X and Theory Y companiescompaniesMc GregorTheory X: traditional heirarchical structureStickAutocraticTheoryY: People orientedCarrotParticipativeTheory XTheory XPeople dont want to work, they have to made to do soPeople must be coerced, controlled, threatenedHierarchical structure, Defned roles, task oriented, little job fexibilityPoor communication, status demarcations - Them and usSlow to change or adaptTraditional e.g. armed forces, smoke stack industryTheory YTheory YPeople want to work, but are prevented from doing soThey will exercise self-control when comittted to common objectivesAccept and seek responsibilityFlat management structure (e.g Matrix)Good communications, little statusPeople oriented: Flexible work teamsAdapts well to rapid changeMost modern computer companiesManagementStructuresManagementStructuresHierarchical OrganogramProject -> Home Group 1 2 3 4People/SkillAlice A L (75%) 25%o!L (75%) 25%"#$rlie5%% 5%%&$'e A 25% L (75%)(li)$!et# A 25% 75%*re+L (75%)Matrix exampleTheory YTheory YPeople want to work, but are prevented from doing soThey will exercise self-control when committed to common objectivesAccept and seek responsibilityFlat management structure (e.g.. Matrix)Good communications, little statusPeople oriented: Flexible work teamsAdapts well to rapid changeMost modern computer companiesHuman RelationsHuman RelationsConsider individuals social needsmotivationbehaviourFocus on WORK donePeople are the key assetHierarchy of NeedsHierarchy of NeedsAbraham MaslowHuman needs arranged in levelsAs soon as lower level satisfed, the next level emerges and demands satisfactionOnly unsatisfed needs motivate behaviourHierarchy of NeedsHierarchy of NeedsPhysiologicalSafetySocialEsteemSelfGrowthRealisationSelf EsteemRecognitionPeer esteemBelong, be acceptedGie and receie friendshipProtection from dangerEconomic Sec!rity"armth#ood$rin%&irPAY is not a specifc need, only a meansGroups and TeamsGroups and TeamsLimit to project size an individual can tackle7 people is a natural hunting groupCompany growth break points: 7, ~50, 350...Informal as well as formal communicationsGroupsGroups(after John Adair)Defnable Membershipa collection of two or more people identifable by name or typeGroup ConsciousnessMembers think of themselves as a groupCollective perception and identifcationShared PurposeCommon tasks, goals or interestsInterdependenceNeed to help each other to accomplish the purposes for which they joined the groupInteractionCommunicate with each otherReact to each otherWork TypesWork Types(after Belbin)Chairpersoncalm, controlled, self-confdentIdeas personindividualistic, serious-minded, unorthodoxShaper/Starteroutgoing, dynamic, highly strungCompany workerpredictable, dutiful, conservativeResource Investigatorextrovert, enthusiastic, curious, communicativeMonitor/Evaluatorsober. unemotional, prudentTeam buildersocially oriented, mild, sensitiveCompleter/Finisherorderly, painstaking, conscientious, anxiousStages in Group Stages in Group DevelopmentDevelopmentFormingbefore individuals see themselves as a teamfeels difcult, anxious, unsure Stormingchallenge the leaderHostility, aggression, emotions highNormingorganise tasksco-operating, secure, comfortablePerformingwork surges ahead, people perform wellopenness, mutual trust and support, enthusiasm, inspirationEgo-less programmingEgo-less programmingEgo-less programming conceptCultureIts OK to admit mistakes and ask for helpNetworkingNetworkingTeams do not exist in a vacuumDepend on help, co-operation with other teams to achieve objectivesPitfalls if they dont networkInter-group hostilityInsularity and inward thinkingNIH factorChief Programmer ModelChief Programmer ModelPilot'o(Pilot)ibrarian*esterExpert*ool(b!ilder$oc!menter&dministratorSecretary+after Broo%s,Hiring and fringHiring and fringEmployment contract/StatementHours and holidaysRemunerationGrievance procedureFiring:2 verbal, 2 written warnings - keep recordsRedundancyNon-discriminationNon-discriminationSexharassmentRaceMust show reason for non-nationalswork permitDisabilityDiferently abledRecruitmentRecruitmentPersonal contactAdvertisementsNetAgenciesInterviewsInterviewsRecruitmentAppraisalWhyLearn more about candidateCompare with job specGive candidate further information about the organisationEncourage positive feeling about organisationPreparationWho needs to know, or be present?Who greets, refreshments, room, seating,Questions and outlineReport formCirculate papersConducting InterviewConducting InterviewProblemsPre-conceived ideasOnly remembering last candidateEye conductDiscussionCreate rapport - smileSummarise/refectListen - dont talkToneBody languageInterviewInterviewQuestionsSpeed/paceOpen/closedSituationalProbingStress- why?CloseCheck plan - covered everything?Any questions?Explain next stageCheck still interestedInterview -afterInterview -afterMake the decisionskillsPersonal qualitiesBest compared to restCVsCheck referencesCheck unexplained gapsCheck unusually short job durationFollow-upOferContractInductionAppraisalsAppraisalsPurposeEnable team members to get a clear idea of how they are doingIdentify where they might need support/trainingSet objectivesPersonal career/growthFormDate, Name, Job title, AssessorSelf assessmentAssessor or line manager assessmentKey objectivesDevelopment planActions - jointly agreedFollow-upInterviewInterview15 minutes to sell yourselfBe yourselfEnthusiasm, achievementsQuestionsWhat are the best and worst aspects the company?Where will I be in 3 years time?Communication skillsCommunication skillsSay it three timesNot more than three major pointsWhat does the target audience know?