Plan for positive influence

Perioperative Services em Mast Therapeutics
8 de Apr de 2013
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
Plan for positive influence
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Plan for positive influence

Notas do Editor

  1. Attitudes reflect how we feel about something and give warnings of potential problems and influence behavior (Robbins & Judge, 2011, p. 89). Satisfied and committed employees have lower rates of turnover, absenteeism, and withdrawal behaviors. They also perform better on the job (Robbins & Judge).
  2. The most important thing managers can do to raise employee satisfaction is focus on the intrinsic parts of the job, such as making the work challenging and interesting (Robbins & Judge, 2011). The team morale and attitude can also be improved by providing positive feedback and evaluation during each step of the process while before, during, and after working on each aspect of the project. The team leader in essence is a cheerleader and is integral to team morale.
  3. Team members should be encouraged to express their emotions in a healthy, positive manner. Unresolved emotions can lead to emotional dissonance which will affect the team as a whole, and has the potential to create conflict and inhibit productivity.
  4. One needs to evaluate the job, the work group, and the organization to determine the optimal personality fit (Robbins & Judge, 2011, p. 135). Personality surveys can be administered to the team in order to best understand their personalities. The assessments can be discussed individually and as a group, to figure out the strengths and weaknesses of each team member.
  5. MotivationDifferent personalities might affect what motivates people to participate in the workplace. Creative personalities see the workplace as a place to experiment with new ideas, achieve different solutions or incorporate artistic elements into products (Drew, 2011, p. 1). Communicators may be motivated to discuss and debate business decisions. People with compassionate-focused personalities may view their work as serving humanity or making the world a better place (Drew). Competitive employees may view the workplace as an arena where they hope to beat out others to demonstrate their ability. Although motivations may reflect a mixture of several work-related goals, playing to people's strengths can boost motivation and result in better products and services. For example, assigning a competitive type employee the task of developing a campaign to beat out your primary competitor might be successful.Interpersonal RelationsPersonalities also affect workplace behavior when it comes to interpersonal relations. Type A personalities tend to do things quickly, feel rushed, and may be angry or hostile. Type B personalities take a more relaxed approach, completing one thing at a time and expressing their feelings (Drew, 2011, p. 1). In some ways, personality differences can facilitate interpersonal relations. People might enjoy interacting with individuals whose personalities complement their own. But personality differences can cause problems. Type A personalities might appear overbearing to Type B personalities, causing friction. Type B personalities might seem too emotional to Type A personalities (Drew, p. 1).Work EthicFor example, someone with a free-wheeling, fun-loving personality may struggle to buckle down, meet deadlines or be a shrewd negotiator when discussing contracts (Drew, 2011, p. 1). “Employers should take care to establish strong principles to guide work ethic choices in the workplace no matter what personality types are employed” (Drew, p. 1).FriendlinessAmong the many traits that make up an employee's personality, one of the most important when customer service and co-worker relations are concerned is friendliness. Friendly employees effortlessly communicate with co-workers and customers, resulting in higher customer satisfaction and better workplace communication (Miksen, 2011, p. 1). Like employees with positive attitudes, friendly employees extend their friendly personality to those they meet, which can lessen the stress at work and lock in a sale when dealing with customers (Miksen, 2011).Self-AssessmentSome people naturally assess their own performance in the workplace, setting goals and identifying areas for improvement (Drew, 2011, p. 2). Others may focus on the task at hand, not reflecting on the past or planning for the future. Self-assessment can be a valuable tool for improving abilities. Employers may offer training and workshops to help employees better understand their strengths and weaknesses in the workplace (Robbins & Judge, 2011).
  6. “Values are difficult to observe in others, as they are inner concepts often buried in the human psyche and not readily accessible by the conscious mind” (McCann, 2003, p. 1). When these values are violated, the conscious mind takes over and appropriate behavior occurs to defend this attack (McCann, 2003, p. 1).The Window on Work Values helps explain why problems exist within any group of people working together. Valuetypes define core frameworks that people hold and for which they are prepared to expend considerable energy in either promoting or defending.
  7. For teamwork to be effective, one needs to understand individual working values as these influence motivation and the way people work (Robbins & Judge, 2011, p. 157). The Window on Work Values Profile offers important insights into how things actually get done on the team, helping all gain perspective and understanding on how the team interrelates and works together, as well as how they fit with the culture of the workplace (Team Management Systems Development International [TMSDI], 2012, para. 1). Most people will hold three or four of the values reasonably strongly. “Because of the structure of the model, these values are more likely to be concentrated in one particular section, giving rise to key value patterns which are useful in understanding and predicting individual and group behavior” (McCann, 2003, p. 1).
  8. Clarify organizational objectives. If employees don't know what they are working toward, you can't expect them to feel motivated and inspired (Mack, 2011, p. 1). During the first few meetings, the team will lay out a clear set of objectives, including goals, strategies and an appropriate time line. Convey clear expectations and provide instructions. When employees are given an assignment but are unsure what to do or why it is needed, their motivation will be affected (Larmore, n.d., para. 5). Employees must have clear instructions on what should be done so they know how to complete the task without difficulty. They should also be provided with all the necessary tools for getting the task done. This lets employees know what you expect from them as a unit (Mack,para. 1).Encourage cooperation by offering rewards based on team results. If employees have an incentive to work together, it will be to their advantage to work toward healthy employee relationships and maintain a motivated atmosphere (Mack, 2011, para. 2).Develop healthy competition by rewarding employees who model attributes you want others to adopt. If promotion isn't an option, offer financial incentives, such as bonuses or raises, as well as public recognition, all of which foster traits that contribute to the effectiveness of your organization (Mack, 2011, p. 1).
  9. Provide team members with a positive atmosphere in which collaboration and supporting each other is encouraged. When employees are cheering each other on, supporting each other when help is needed or recognizing the hard work of others, they are motivated to work harder and challenge each other (Larmore, n.d.,para. 4).Continue team-building activities on an ongoing basis. Schedule outings and activities to build camaraderie and encourage people to get to know each other outside of work. Employees who value each other tend to work more productively back on the job (Duggan, 2011, para. 5). Fewer conflicts, misunderstandings and areas of confusion result. Ask for feedback so you can repair underlying causes of low morale and decreased motivation. For example, if improper conduct -- such as safety violations and mental or physical harassment -- goes unreported or undisciplined, employee morale will suffer (Mack, 2011, p. 1). Listen to employee feedback to identify problems, and then take the steps to remedy the situation.
  10. Financial rewards may have short-term effects. Review your incentive system periodically to determine which methods are effective and which you should discard. There's no point in devoting resources toward motivational strategies that don't result in performance or morale improvements (Mack, 2011, p. 1).
  11. Formal and informal recognition tie into an employee's need for esteem and respect. Manager compliments on quality work assignments, formal recognition of high achievers and the informal compliments from peers serve as incentives for employees and help create a positive work environment (Acevedo, 2011, para. 4). Organizations may formally recognize employees with awards, certificates, in meeting announcements or through highlights in company distributions (Acevedo).
  12. When the team is mired with obstacles, unable to function, and lacks motivation; as a team leader, you need to focus them on the future opportunities that this project represents. Providing opportunities for professional growth, education, and guidance are used as incentives by organizations (Acevedo, 2011, para. 4). Mentoring, leadership training programs, tuition reimbursement, job rotation and employee development programs can enhance an employee's perception of his value to the company. Employees who feel valued are more engaged and motivated to improve their skills and present higher-quality work (Acevedo, 2011, para. 5).
  13. Retaining valued employees may be accomplished through benefit-related incentives (Acevedo, 2011, para. 3). Discounted or free gym memberships, lower-cost health insurance premiums, on-site day care, dry-cleaning services and even massage options can differentiate a company from competing firms. Employees who enjoy a high level of benefits may have incentive to stay with the organization rather than looking for alternative employment. Organizations can detail the value of benefits through a yearly "reward" statement that lists the monetary reward of benefits employees receive above their base pay (Acevedo, 2011, para. 3).