Staffing and Leading a Growing CompanyChapter 19In Basket ExerciseThe Challenge of Motivating WorkersEmpowermentSlide 6Slide 7Slide 8Slide 9Empowerment LessonsSlide 11Slide 12Slide 13Slide 14What Zapps People?Three Vital Tasks of a LeaderHiring the Right EmployeesConducting a Job AnalysisWorm PickerPlanning an Effective InterviewSlide 21Company CultureCharacteristics of Positive Company CultureCommon Errors with TeamsWhat Makes Teams Succeed?CommunicationJob Design StrategiesRewards and CompensationSlide 29The Feedback Loop.Guidelines for Successful Performance AppraisalsChapter 19: Staffing & Leading 1Copyright 2003 Prentice Hall Publishing CompanyStaffing and Leadinga Growing CompanyStaffing and Leadinga Growing CompanyChapter 19: Staffing & Leading 2Copyright 2003 Prentice Hall Publishing CompanyChapter 19Chapter 19Leadership/ManagementLeadership/ManagementRecruitment/Selection/InterviewRecruitment/Selection/InterviewCompany CultureCompany CultureSuccessful TeamsSuccessful TeamsCommunicationCommunicationMotivation (empowerment, job design, Motivation (empowerment, job design, rewards/compensation, feedback)rewards/compensation, feedback)Performance EvaluationPerformance EvaluationChapter 19: Staffing & Leading 3Copyright 2003 Prentice Hall Publishing CompanyIn Basket ExerciseIn Basket ExerciseSmall groups of 5-6Small groups of 5-6Read background and instructionsRead background and instructionsComplete the assignment individuallyComplete the assignment individuallyDiscuss results and come up with a group Discuss results and come up with a group decision with rationale.decision with rationale.Chapter 19: Staffing & Leading 4Copyright 2003 Prentice Hall Publishing CompanyThe Challenge of The Challenge of Motivating WorkersMotivating WorkersEmpowermentEmpowermentJob designJob designRewards and compensationRewards and compensationFeedbackFeedbackChapter 19: Staffing & Leading 5Copyright 2003 Prentice Hall Publishing CompanyEmpowermentEmpowermentGiving workers at all levels, the Giving workers at all levels, the powerpower, the , the freedomfreedom, and the , and the responsibilityresponsibility to control to control their their own workown work, to make , to make decisionsdecisions, and to , and to take action to meet the company’s take action to meet the company’s objectives.objectives.Requires a different style of management Requires a different style of management from that of the traditional manager.from that of the traditional manager.Is built on Is built on sharingsharing information, authority, information, authority, and power.and power.Chapter 19: Staffing & Leading 6Copyright 2003 Prentice Hall Publishing CompanyEmpowermentEmpowermentZapp = the giving of powerZapp = the giving of powerSapp = the taking of powerSapp = the taking of powerChapter 19: Staffing & Leading 7Copyright 2003 Prentice Hall Publishing CompanyEmpowermentEmpowermentWhat are some things that happen at What are some things that happen at work that make you feel sapped?work that make you feel sapped?What are some things that happen at What are some things that happen at work to make you feel zapped?work to make you feel zapped?Chapter 19: Staffing & Leading 8Copyright 2003 Prentice Hall Publishing CompanyEmpowermentEmpowermentWhen you’ve been sapped…When you’ve been sapped…Your job belongs to the companyYour job belongs to the companyYou do what you are toldYou do what you are toldYour job doesn’t really matterYour job doesn’t really matterYou do not know how well you are doingYou do not know how well you are doingYou feel like you have to keep quietYou feel like you have to keep quietYou feel like you are a different person on You feel like you are a different person on the jobthe jobYou have little/no control over your workYou have little/no control over your workChapter 19: Staffing & Leading 9Copyright 2003 Prentice Hall Publishing CompanyEmpowermentEmpowermentWhen you’ve been zapped…When you’ve been zapped…Your job belongs to youYour job belongs to youYou are responsibleYou are responsibleYour job contributes to the wholeYour job contributes to the wholeYou know where you standYou know where you standYou have some say in how things are doneYou have some say in how things are doneYour job is a part of who you areYour job is a part of who you areYou have some control over your workYou have some control over your workChapter 19: Staffing & Leading 10Copyright 2003 Prentice Hall Publishing CompanyEmpowerment LessonsEmpowerment LessonsEmpowered people own their jobs – Empowered people own their jobs – they’re responsiblethey’re responsibleIt’s easy to It’s easy to sappsappIt’s hard to It’s hard to zappzappMaintain people’s self-esteemMaintain people’s self-esteemMust be work relatedMust be work relatedMust be sincereMust be sincereChapter 19: Staffing & Leading 11Copyright 2003 Prentice Hall Publishing CompanyEmpowerment LessonsEmpowerment LessonsListen to othersListen to othersEye contact, non-verbalsEye contact, non-verbalsSummarize what was said (mental list)Summarize what was said (mental list)Respond with empathyRespond with empathyAsk for help in solving problemsAsk for help in solving problemsSeek ideas, suggestions, infoSeek ideas, suggestions, infoOffer help without taking responsibilityOffer help without taking responsibilityChapter 19: Staffing & Leading 12Copyright 2003 Prentice Hall Publishing CompanyEmpowerment LessonsEmpowerment LessonsDelegate responsibilityDelegate responsibilitySelect the proper personSelect the proper personDelegate authority to carry out and make Delegate authority to carry out and make decisions – give clear instructionsdecisions – give clear instructionsFollowupFollowupDebriefDebriefSet measurable, realistic goalsSet measurable, realistic goalsWhat, why, why they are importantWhat, why, why they are importantChange goals as necessary - feedbackChange goals as necessary - feedbackChapter 19: Staffing & Leading 13Copyright 2003 Prentice Hall Publishing CompanyEmpowerment LessonsEmpowerment LessonsCoachingCoachingExplain purpose/importanceExplain purpose/importanceExplain processExplain processDemonstrateDemonstrateObserve while person practicesObserve while person practicesImmediate feedbackImmediate feedbackExpress