Marketing Assignment
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9781284087819_SLID_CH10.pptxChapter 10
ADAPTATION, MOTIVATION, AND CONFLICT MANAGEMENT
Objectives (1 of 2)
Address the necessity for properly integrating each individual employee into the organization and describe the common techniques of integration.
Introduce the theories that address present-day employee motivation and provide the manager with insight into motivating employees.
Specifically address the motivational concerns arising in conjunction with reengineering, reorganizing, and other practices resulting in downsizing the workforce.
Objectives (2 of 2)
Develop an understanding of the origins of conflict, especially in the organizational setting, and describe how to address conflict constructively.
Describe the essential need for discipline within the organization and introduce the concept of progressive discipline.
Briefly examine the role of the collective bargaining agreement (union contract) in the avoidance and control of conflict.
Adaptation and Motivation
The need to get work done efficiently and effectively
Leads to a need to motivate workers and help them fit the organization
This, in turn, leads to a decrease in need for control and disciplinary action
Fostering Integration into the Organization
Work rules (policies, procedures, customary practices)
Sanctions (to induce compliance)
Selection (for organizational fit)
Training (for technical readiness)
Identification with organization (enhanced)
The work group (and its reinforcement)
Bases of Motivation
Observation of existing work situation
Review of cultural expectations concerning work
Studying the work of management theorists
Motivational Strategies
Performance appraisal
Job rotation, enrichment, and/or enlargement
Delegation
Awards and honors
Career ladders and parallel-path progression system
Motivation in Critical Incidents
After negative observations in surveyors’ report
After trying to meet highly restrictive requirements
During budget cuts and freezes
Appreciative Inquiry
Approach to organizational change, development, and assessment
Identify what is working well by actively recalling successes
Affirm the best of the individual and group experiences
Build on the positive outcomes to envision continued improvement
Sources of Conflict
The nature of the organization
The organizational climate
The organizational structure
Individual versus organizational needs
Solutions to previous conflicts
Model for Analyzing Organizational Conflict
The basic conflict:
- Overt; hidden agenda
- Source of conflict
The participants:
- Immediate, secondary, audience
Provision of arena
Development of rules
Strategies for dealing with the conflict
Collective Bargaining Agreement
The typical collective bargaining agreement (“union contract”) will address all or most of the elements listed in the model agreement. In many instances, contractual conditions will limit decision-making flexibility, essentially providing “pre-made” decisions.
