Chief Information Officers
This presentation is the property of its rightful owner.
Sponsored Links
1 / 33

Chief Information Officers (CIO) PowerPoint PPT Presentation


  • 76 Views
  • Uploaded on
  • Presentation posted in: General

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.

Download Presentation

Chief Information Officers (CIO)

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


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


Scope

Scope

  • 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

DIVISIONAL ORGANIZATIONAL STRUCTURE


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

MOTIVATING EMPLOYEES


Chief information officers cio

MOTIVATING EMPLOYEES

  • Motivation by KITA

  • KITA = Kick in the pants (1968)

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


Chief information officers cio

MOTIVATING EMPLOYEE

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

Motivation

• Achievement

• Recognition

• Work satisfaction

• Responsibility

• Advancement

• Growth

Hygiene

• 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

GROUP DYNAMICS

Formal and Informal Groups

Groups formed when

  • Being a real team

  • Compelling direction

  • Enabling structure

  • Supportive context

  • Expert coaching


Group formation

GROUP FORMATION


Group dynamics tuck man stages

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)


  • Login