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Chief Information Officers (CIO). Module 3. Human Resources Management and Change Management. Objectives of Module 3. To provide exposure to CIOs to major concepts and techniques in the areas of Human Resources Management, Organizational Development and Change Management. Scope.

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Chief Information Officers (CIO)

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Chief information officers cio

Chief Information Officers (CIO)

Module 3

Module 3

Human Resources Management and Change Management

Objectives of module 3

Objectives of Module 3

To provide exposure to CIOs to major concepts and techniques in the areas of Human Resources Management, Organizational Development and Change Management



  • Organization Culture

  • Organizational Structure

  • Managing Employees

  • Motivating Employees

  • Change Management

Major organizational structures

Major Organizational Structures

  • Divisional Structure

  • Functional

  • Matrix

  • Flexi Organization

Chief information officers cio

Chief Administrator

Administrator Div 2

Administrator Div 3

Administrator Div 1

District Officer 1

District Officer 3

District Officer 5

District Officer 6

District Officer 4

District Officer 2


Chief information officers cio

Functional Organizational Structure

Chief information officers cio

Need for Flexibility and participation

Tasks well Defined

Authoritarian Culture and need for Control

Active Search

Organizational Culture Vs Structure

Chief information officers cio

One More Time:

How Do You Motivate Employees?

• Frederick Herzberg –

• Harvard Business Review

• January–February 1968


Chief information officers cio


  • Motivation by KITA

  • KITA = Kick in the pants (1968)

  • KITA = Kick in the ass (1987, 2003)

Chief information officers cio


What is KITA?

• Negative KITA

• Motivation by punishment—

• A push

Motivating employees

Motivating Employees

Negative physical KITA

• 50 lashes

• Two weeks in the brig

Motivating employees1

Motivating Employees

Negative psychological KITA

•Move to undesirable office

• Stop speaking to subordinates

• Threaten termination

Motivating employees2

Motivating Employees

Positive KITA

• motivation by reward—Pull

Motivating employees3

Motivating Employees

Positive KITA

• Reducing time spent at work

• Comp time

• Time off as a reward

• Recreation programs

• Sabbaticals

• Cruises

Motivating employees4

Motivating Employees

Positive KITA

• Compensation

• Pay Increases

• Stock Options

• Bonuses

• Commission

• Incentive

Motivating employees5

Motivating Employees

Positive KITA

• Benefits

• Health insurance

• Free food

• Limited work week

• Work at home

Motivating employees6

Motivating Employees

  • Positive KITA

  • Human relations training

  • Supervisors trained in psychological approaches to management

  • Supervisors trained to be sensitive to the needs of

  • their subordinates

Motivating employees7

Motivating Employees

Positive KITA -Communication

• Training programs

• Newsletters

• Other publications

• Annual performance reviews

Motivating employees8

Motivating Employees

Positive KITA

Two-way communication

• Listen to employees’ complaints and suggestions

• Democracy in the workplace

• Interactive performance reviews

Motivating employees9

Motivating Employees

Positive KITA

Job participation

• Communicate the importance of the job in the big Picture

• Give achievement awards

Motivating employees10

Motivating Employees

Positive KITA

Employee counselling

• Let employees unburden themselves in psychological counselling

Hygiene vs motivation

Hygiene vs. Motivation


• Achievement

• Recognition

• Work satisfaction

• Responsibility

• Advancement

• Growth


• Supervision

• Working conditions

• Salary

• Peer interaction

• Personal life

• Status

• Security

Hygiene vs motivation1

Hygiene vs. Motivation

• Hygiene reduces job dissatisfaction

• Motivation increases

  • job satisfaction

  • Job satisfaction is not the opposite of job dissatisfaction

  • Hygiene = KITA

What s wrong with kita

What’s wrong with KITA?

  • KITA motivates to avoid punishment

  • KITA motivates to get rewards

  • KITA is good for motivating rats– bad for motivating people

Herzberg s alternative to kita

Herzberg’s alternative to KITA

• Job enrichment

• Make the job itself a motivator

Maslow s hierarchy of human needs

Maslow’s Hierarchy of Human Needs

How do people work in groups

How Do People Work in Groups


Formal and Informal Groups

Groups formed when

  • Being a real team

  • Compelling direction

  • Enabling structure

  • Supportive context

  • Expert coaching

Group formation


Group dynamics tuck man stages


Change management in a nutshell

Change Management in a Nutshell

Change management

Change Management

Planning the Change

  • Objective of Change (Why are we initiating change ?)

  • Scope of Change (What changes are being contemplated?)

  • Benefits and Costs (Who is likely to effected and in what way?)

  • Identify the threats (who is likely to resist change and what other

    problems are we likely to face)

  • Opportunities (Who is likely to assist change and how?)

  • Strategic Options (Ways change can be initiated and implemented)

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