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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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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 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


Need for Flexibility and participation

Tasks well Defined

Authoritarian Culture and need for Control

Active Search

Organizational Culture Vs Structure

One More Time:

How Do You Motivate Employees?

• Frederick Herzberg –

• Harvard Business Review

• January–February 1968


  • Motivation by KITA
  • KITA = Kick in the pants (1968)
  • KITA = Kick in the ass (1987, 2003)

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

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
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)