Transcript Approaches to People (Using Human Resources) Lecture Topic 3: Dr. Craig Kasper.

Approaches to People
(Using Human Resources)
Lecture Topic 3: Dr. Craig Kasper
Introduction
• Main point: People are THE key to productivity.
• Productivity reflects on you, the manager!
• And we all want to look good, right??
Highlights
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Contingency Theory
Importance of people orientation
Maslow’s Hierarchy
Active Listening
Writing a Performance Standard
Efficiency and effectiveness
Self Assessment
Five steps to improve productivity
Contingency Theory
• We’ll discuss contingencies for physical emergencies
later, but what if your “disaster” is an employee??
• Human behavior is very complex.
• Ultimately, you manage through understanding and
feeling for the people.
• A good manager must know the people who work for
him.
Good Management
• Select the right people.
• Develop talent
• Reward superior performance!!
(Penalize suboptimal performance.)
• Treat justly (may be different than
what people’s sense of “fair,”
or “unfair” is…)
• Set high standards (people will either
meet or exceed them, or wash out.)
• Insist on achieving your set goals
(people may surprise you with their
ingenuity.)
“Wolf” Pike’s Place Market, Seattle
Leadership Revisited
• We already mentioned that good leaders do so
by setting good examples.
• However, good leaders also have the ability to
influence people (not the power to require).
• REM: If all your employees leave due to your
daily bad attitude, then you do a lot of work
yourself!
Leadership Defined
• Struggle!!!
• Strive to achieve clairity of purpose.
• Competant, assurred, confident (not arrogance), courageous
• This attitude can be contageous and often attracts followers! (A selffullfilling prophecy of sorts, since this is what make a leader great
anyway!)
• Mentor, doesn’t panic.
• Explains difficult decisions (especially when they must be reversed.)
Maslow (1954)
• Yes, this stuff still applies…Wait, who’s Maslow?
• Everone has basic needs and your employees
certainly qualify.
• They all revolve around self-fulfillment.
Maslow
1.
Basic: air, water, food, rest, shelter.
2.
Safety (security): Protection.
3.
Social: sense of belonging, sharing, friends, love
4.
Esteem: respect, achievement, competence, confidence.
5.
Independence: working toward personal goals, authority, freedom
6.
Self-fulfillment: Be all you can be!!, learning, growth, selfactualization (ambition).
• When these core
needs aren’t met, it
often shows up in an
employee’s attitude!
• Unsatisfied needs
become motivators
for other behaviors.
• You’ll see it coming in
some folks long before
you actually have a
confrontation.
James Greenwood
“Whoa! Too much coffee, Bob??”
Communication and Active Listening
• We choose to communicate verbally.
• Non-verbal communication (NVC) is automatic. (Even
when you sayin’ nuttin’, you sayin’ sum’in’!)
• Personal perception is a powerful influencing factor in
NVC.
• Also, recall that you can’t please everyone, all the time.
Active Listening
• “You can let your walk, talk…or you can let your talk,
talk; but never let your talk, talk, more than your
walk, talks!”
• Learn to speak less and listen more (insight)!
Reduce your listen/talk ratio. (TEOM=2 ears + 1
mouth)
• This gives you a powerful upper hand in determining
the best course of action when dealing with conflict.
• What you hear from people in the most innocent
situation may provide valuable insight into what their
true nature is (TAROT).
Setting the Bar
• Evaluation of performance of workers is critical
to any operation.
• Each job should have a set of standards to “live
up to.” If it doesn’t, then employees don’t know
what is expected.
• Employees are often involved in defining their
job standards. This is good for both employee
and manager.
Standard “standards”
1. Resemble a contract between the employee and
the firm.
2. Address the most important aspects of the
empolyee’s duties and responsbilities.
3. Guide the employee to accomplish important
tasks. (As defined by the supervisor.)
4. Be directed at specific tasks or requirments.
5. Act as units of meaure (goes back to employee
comparision/evaluation.)
Standard “standards”
6. Be brief, clear, concise, believable and easily
understood!!
7. Enhance communication between employee and
supervisor.
8. Encourage productivity and efficiency.
9. Enable employeeand evaluator to agree on
whether the accomplishements failed to meet,
met, or exceeded the standards.
10. Be taken seroiusly.
“Unstandard” standards
Nebulous, challenge your team, but don’t “give ‘em enough rope to
hang themselves!”
2. Overemphasis on doing the “boss’” job. If your’re doing his job,
why is he there? It works the other way, too!
3. Include unimportant tasks—those not necessary for the position.
4. Unclear.
5. Difficult to measure.
6. Discourage productivity.
7. Cause mistrust.
8. Mislead employee.
9. Waste/abuse of time.
10. Unused/unenforced.
1.
Standard Development
• This can be a daunting task, especially if you
don’t have prior experience.
• Communication (language) must be clear.
• Often units of time, quality, and quantity are
inserted within a document.
• Don’t use directives, but require an outcome
(and communicate it.)
Productivity
• Usually a good manager is rewarded by a highly
productive group (TAL).
• Periodically the manager needs to assess the
work or workers and make refinements as
needed.
• There is no rule of thumb
here, but several basic
steps will be discussed…
What is productivity?
• Efficiency = output/input
• Productivity = doing the right things right.
• How to increase productivity?
– Increasing efficiency
– Response (speed)
– Lower costs
– All this may decrease
production and/or delivery
time.
The Manager’s Mandate
• Make goals clear from the start (syllabus).
• Rate yourself as a manager (performance eval’s.)
• Involve people in looking for opportunities.
• Analyze and measure before and after a change.
• Choose opportunities.
The Manager’s Mandate
• Make goals clear from the start (syllabus).
-Explain what you intend to do (and why) at
the beginning.
-You may have to spell it out (put in writing).
The Manager’s Mandate
• Rate yourself as a manager (performance eval’s.)
REM:Your ingenuity is your most powerful tool.
Are you providing the following?:
Clear direction with routine feedback?
Challenging work?
Striving for harmonious crews?
Giving workers a choice?
Advancement?
Making workers feel part of the team?
The Manager’s Mandate
• Involve people in looking for opportunities.
– Be open and honest here!
What needs improvement?
What obstacles stand in the way?
What tasks can be done more efficiently?
What can be shortened, simplified, cut out? i.e.—What
could we NOT do?) (Most people like this one!)
What are the employees unhappy about?
How can performance appraisals be used to improve
productivity?
What can YOU do to improve productivity?
The Manager’s Mandate
•
Analyze and measure before and after a change.
a. Analyze your objectives and problems along with
opportunities for improvement.
b. Decide what ought to be measured
c. Define the measurement output
parameters (quality, pounds).
d. Determine the input measures (labor).
e. Establish the collection system.
f. Analyze the validity and usefulness of the
system.
The Manager’s Mandate
• Choose opportunities for improvement.
1. People-make the people better, not just hire more
people (exc. seasonal)
2. Procedure-flow charts
3. Environmental-fish/people ergonomics go a long way to
help increase productivity.
4. Capital Investment-improve the workplace.
Aquaculture Certification Team
• Manager: Joshua Lembeck
• Task: Help design a set of steps to achieve an
aquaculture certification component of Aqua Program at
HCC.
• Goal: Develop State Recognized Aquaculture Technical
Skills Certification
Aquaculture Certification Team
Helpful Suggestions:
1. Must show performance measures of technical skill
attainment.
2. Must be able to document completions (certificate)
3. Must be able to show/document student retention and
transfer.
4. Must collect data (or be able too), how? What data?
5. Must account for non-traditional enrollments: i.e.
Westmark.
6. NSF funding to initiate project possible: contact: Dr. Eric
Roe: [email protected]
Service Learning Team
• Manager: Ed Walkuski; Players: D.K., M.A., R.K.
• Task: Design a service learning component to a course
within the aquaculture curriculum.
• Goal: Implement service learning into the program this fall.
• Contact: Barbara Ritter: [email protected]
• Helpful suggestions: Pick a topic, or task in aquaculture
and write up a series of “how-to” steps for it. Then think
about how we can develop it into a “service” a.k.a. job for
students. Write it up and present the report to the group
for critique and refining.
Greenhouse Production Team
• Manager: Ryan Karcher, Players: J. Patten, M.A., Doc K.
• Task: Manage fish production this semester in the HCC
greenhouse.
• Goal: Consistent quality fish production, staffing, fish
husbandry, delivery for sales, increase production, new
species, expand capacity for holding fish...etc.
• Contact: Dr. Craig Kasper
• Helpful suggestions: Look for ways to improve efficiency
and consistency of production. Develop as much talent as
you are able, including your own!
Marketing and Sales Team
• Manager: Daniel Kroegel, Player: J.L., M.B.
• Task: Marketing and sales of fish
• Goal: By low/sell high.
• Contact: Chris Watts @ Ekkwill Waterlife Resources
Telephone: 800-237-4222
Fax: 813-677-1542
• Helpful suggestions: Find new sales opportunities for the
program.
Fish Nutrition Team
• Players: W.R., M.B., M. A., J.P. ???
• Task: Design, conduct and analyze a fish feeding study at
the greenhouse.
• Goal: Collect some preliminary data on a potential citrus
product used in several aquaculture feeds.
• Contact: Dr. Craig Kasper
• Helpful suggestions: Start soon, start early, never give
up...