Loc: Riyadh, Saudi Arabia
Employees need to be self-motivated, because depressed employees spread negativity that would bring the entire team down. Management won't tolerate whiners.<br><br>For those who are down, you need to know what you can do to make them happy again. If what they need is doable, do it for them, if not then you tell them straight and suggest possible alternatives.. <br><br>This is what I do with my team:<br>- Involve them in planning their future tasks and trust them to set their deadlines.<br>- Share my annual and quarterly plans with them; They need to know and plan ahead too.<br>- Back them up at management meetings.<br>- Share the load with them.<br>- Review performance and tasks weekly, and discuss load balancing on lagging tasks.<br>- Coach , supervise, and trust.<br><br>Hope this helped..<br><br>
Are you familiar with the Hawthorn research? "Hawthorn effect"<br><br> Storey<br><br>Case study, you have to copy paste this link:<br>http://arapaho.nsuok.edu/~hancockl/Supervision/Ouchi Z.htm<br><br><br>_________________________________________<br>You expect me to sign here or somethin?<P ID="edit"><FONT SIZE=-1><EM>Edited by djstefan on 04/04/04 03:05 AM (server time).</EM></FONT></P>
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i don't motivate them. i tell them, i know it sucks, but we gotta do it. if you don't wanna do it, you can leave. nobody ever left. you just have to make sure everyone understands we're not here to have fun and play, but to work professionally for money. i only have 3 people working for me though. i guess it's different if you have dozens working for you.<br><br>
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Loc: Riyadh, Saudi Arabia
If you manage 3 or 3000, you have to think about employee loyalty and continuity. Those two can only come from a satisfied employee. If an employee feels secure and comfortable, you'll get more creativity, productivity and less slippage in deliverables. On the other hand, when an employee is treated like a machine, then your employee is out the door as soon as he/she gets a job that offers the same salary. Along with the investment you made in training, along with your secrets.<br><br>Since you're managing, you must be involved in budgeting and know that nothing consumes a budget like training a replacement employee and waiting for him/her to be productive.<br><br>We've had a case when a member of the team decided that "this is an easy going job and I can skip deadlines" and found himself out the door after 2 months. So, it's not the land of milk and honey; it's tough. But there is no reason why it shouldn't be tough and satisfactory at the same time.. At the end, it's one boat.<br><br>
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