Business Management - People and Decisions

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OB - Business for Engineers
Mohammad Tawfik
Business ManagementBusiness Management
for Engineersfor Engineers
People and DecisionsPeople and Decisions
Mohammad Tawfik

Leadership and Motvaton Skills
Mohammad Tawfk
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Motivating People

Mohammad Tawfk
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Laws of Motivation
Richard Denny

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1- To Motivate you have
to be Motivated

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Motivating Yourself

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You must manage yourself
before you can lead others
Zig Ziglar
1926-2012

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Set Goals

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Seize the moment to act

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Have persistence

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Build your Willpower

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2- Motivation Requires a Goal
“I will only settle for
world
domination”

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3- Motivation Never Lasts

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4- Recognition Motivates

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Motivation by AppreciationMotivation by Appreciation
(MbA)(MbA)

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5- To Motivate, Recognize
Needs

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Basic human needs
LiveLive
Love andLove and
Be lovedBe lovedLearnLearn
Leave aLeave a
LegacyLegacy

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How to De-Motivate?

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Focus on rewards!

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Do not give enough trust!

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Reward the wrong attitude!

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http:////WikiCoursesWWikiSpacesWcomDo not communicate!

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Focus on Cost!

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How to Motivate?

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Motvate
by:
Motvate
by:
StatusStatus
CertaintyCertainty
AutonomyAutonomyRelatednessRelatedness
FairnessFairness
David Rock
“Your Brain at Work”

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MotvatonMotvaton
AutonomyAutonomy
MasteryMasteryPurposePurpose

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Participation Motivates
LiveLive
LoveLoveLearnLearnLeave a legacyLeave a legacy

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Progress Motivates
LiveLive

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Challenge Motivates
LiveLive

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Belonging Motivates
LiveLive

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Power Motivates
LiveLive

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Learning Motivates
LiveLive

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Self Esteem Motivates
LiveLive

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Autonomy Motivates
LiveLive

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Competence Motivates
LiveLive

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Fairness Motivates
LiveLive

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Certainty Motivates
LiveLive

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Status Motivates
LiveLive

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Purpose Motivates
LiveLive

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Leadership Styles
Situational Leadership
Hersey-Blanchard model

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Hersey-Blanchard
Leadership Model
DelegatngDelegatng
SellingSelling
TellingTelling
PartiipatngPartiipatng
Task Focus
R
e
l
a
t
i
o
n
s
h
i
p
F
o
c
u
s

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Hersey-Blanchard
Leadership Model
Can you
solve this?
Can you
solve this?
This is my
proposal!
This is my
proposal!
This is my
soluton!
This is my
soluton!
What is your
proposal?
What is your
proposal?
Task Focus
R
e
l
a
t
i
o
n
s
h
i
p
F
o
c
u
s

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Follower Model
PerformerPerformer
LearnerLearner BeginnerBeginner
ContributorContributor
Willingness
A
b
i
l
i
t
y

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Follower Model
PerformerPerformer LearnerLearner BeginnerBeginnerContributorContributor
Level of maturity

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Situational Leadership
DelegatngDelegatng
SellingSelling
TellingTelling
PartiipatngPartiipatng
Task Focus
R
e
l
a
t
i
o
n
s
h
i
p
F
o
c
u
s
PerformerPerformer LearnerLearner BeginnerBeginnerContributorContributor

Mohammad Tawfik
Understanding DecisionUnderstanding Decision
Making:Making:
Group IssuesGroup Issues
Mohammad TawfikMohammad Tawfik

Mohammad Tawfik
Based on:
The Art of Critical
Decision Making
Professor Michael A.
Roberto
The Teaching
Company

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The WisdomThe Wisdom
of Crowds?of Crowds?

Mohammad Tawfik

Mohammad Tawfik
Are groups better decision
makers than individuals?
Unfortunately, many groups do not realize
those potential synergies; they experience
process losses.

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In his bestselling book
The Wisdom of Crowds
James Surowiecki argues
that a large “crowd” of
individuals can actually be
more intelligent than any
individual expert

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You need to have diversity within the crowd:
Many different disciplines, perspectives, and
areas of expertise must be represented.

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You have to have decentralization, meaning that
the crowd is dispersed, and people with local and
specific knowledge can contribute.

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You have to have some effective way of
aggregating all the individual judgments.

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Finally, and most importantly, you must have
independence.
This is the key condition that usually doesn’t hold
in actual teams within organizations. They are
interacting closely, and they are interdependent.

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Certainly, pressures for conformity arise within
groups.

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Scholars have described how negative outcomes
result when “fault lines” emerge within teams.
Fault lines are schisms that often emerge based
around natural demographic subgroups within a
team.
We can see in-group/out-group dynamics emerge
in these situations, which leads to dysfunctional
conflict.

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In some groups, they exhibit an inability to
manage air time, such that a few individuals
dominate the discussion. Others are not able to
get their ideas on the table.

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Free riding is another process loss.
Some members may not feel personal
accountability, and they may loaf, expecting
others to carry the load.

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The lack of adequate information sharing is
one of the most perplexing challenges that teams
face, and that hinders their decision-making
effectiveness

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Groupthink—ThinkingGroupthink—Thinking
or Conforming?or Conforming?

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What is groupthink?

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According to social psychologist Irving Janis,
groupthink is when a cohesive team experiences
tremendous pressures for conformity, such that
people strive for unanimity at the expense of
critical thinking.

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Janis has argued that groupthink is more likely to
arise when groups are highly cohesive and
when they face a great deal of stress or pressure.

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What are some of the
signals that your group
is not having a
sufficiently candid
dialogue?

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Do management meetings seem more like
hushed, polite games of golf or fast-paced,
physical games of ice hockey?

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Do subordinates wait to take their verbal and
visual cues from you before commenting on
controversial issues?

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Are planning and strategy sessions largely about
the preparation of hefty binders and fancy
presentations, or are they primarily about a lively,
open dialogue?

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Do the same people tend to dominate
management team meetings?

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Is it rare for you to hear concerns or feedback
directly from those several levels below you in the
organization?

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Have senior management meetings become
“rubber stamp” sessions in which executives
simply ratify decisions that have already been
made through other channels?

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Are people highly concerned about following
rules of protocol when communicating with
people across horizontal levels or vertical units of
the organization?

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How teams canHow teams can
preventprevent
groupthinkgroupthink andand
improve theirimprove their
decision making?decision making?

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Stimulating Conflict and Debate

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You can ask your management team to role-play
the competition

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You can employ mental simulation methods to
stimulate conflict and debate

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Creativity and Brainstorming

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The Curious InabilityThe Curious Inability
to Decideto Decide

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The culture of NONO

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The culture of YESYES

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The culture of MAYBEMAYBE

Business Management - People and Decisions

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