KỸ NĂNG ĐỘNG VIÊN TRONG QUẢN LÝ GS, TS, BS LÊ HOÀNG NINH

KỸ NĂNG ĐỘNG VIÊN TRONG QUẢN LÝ KỸ NĂNG ĐỘNG VIÊN TRONG QUẢN LÝ GS, TS, BS LÊ HOÀNG NINH MỤC TIÊU • Chẩn đoán vấn đề năng lực làm việc • Thúc đẩy khả năng người khác trong công việc • Tạo được môi trư[.]

KỸ NĂNG ĐỘNG VIÊN TRONG QUẢN LÝ GS, TS, BS LÊ HỒNG NINH MỤC TIÊU • Chẩn đốn vấn đề lực làm việc • Thúc đẩy khả người khác cơng việc • Tạo mơi trường thúc đẩy / động viên cơng việc CƠNG THỨC NĂNG LỰC Formula for Performance Performance = Ability x Motivation (Effort) Ability = Aptitude x Training x Resources Motivation = Desire x Commitment Diagnosing Poor Performance • How difficult are the tasks? • How capable is the individual? • How hard is individual trying to succeed at the job? • How much improvement is individual making? Ba dấu hiệu nguy hiểm suy giảm khả (Three Danger Signals of Ability Degeneration) Taking refuge in a specialty Focusing on past performance Exaggerating aspects of the leadership role Năm công cụ giúp cải thiện khả (five tools for improving ability) Tái cung cấp (Resupply ) Đào tạo lại (Retrain ) Trang bị / tân trang ( Refit ) Phân công lại (Reassign) Trả tự (Release ) Management Styles Theory X: Employees are seen as lazy Theory Y: Employees want to a good job Sự liên quan hài lòng lực Relationship Between Satisfaction and Performance EMPHASIS ON PERFORMANCE EMPHASIS ON SATISFACTION LOW © 2007 by Prentice Hall HIGH LOW HIGH Indulging Integrating Ignoring Imposing 6- Bốn dạng Buông thả (Indulging): focuses on satisfaction rather than performance Ấn định (Imposing): focuses on performance rather than satisfaction Sao lãng (Ignoring ): focuses on performance or satisfaction Hợp (Integrating): focuses equally on performance and satisfaction © 2007 by Prentice Hall 6- 10 Path Goal Theory Insert figure 6.2 © 2007 by Prentice Hall 6- 16 Performance → Outcomes Using rewards and discipline to encourage good exceptional behavior and extinguish unacceptable behavior © 2007 by Prentice Hall 6- 17 The Best Award Programs • Give awards publicly • Use awards infrequently • Embed them in a reward process • Acknowledge past recipients in awards presentations • Match award with culture © 2007 by Prentice Hall 6- 18 Managers’ Actions as Reinforcers Manager’s get what they reinforce, not what they want © 2007 by Prentice Hall 6- 19 Behavior Shaping Strategies © 2007 by Prentice Hall 6- 20 Disciplining: responding negatively to behavior to discourage future occurrences Rewarding: linking desired behaviors with employee-valued outcomes © 2007 by Prentice Hall 6- 21 Extrinsic Outcomes: outside the control of the individual Intrinsic Outcomes: experienced by the individual as a result of successful performance © 2007 by Prentice Hall 6- 22 Work Design The process of matching job characteristics and worker’s skill and interests © 2007 by Prentice Hall 6- 23 Job Characteristics Model Insert figure 6.4 © 2007 by Prentice Hall 6- 24 Work Design Strategies • Combine tasks • Form identifiable work units • Establish client relationships • Increase authority ã Feedback â 2007 by Prentice Hall 6- 25 ... đề lực làm việc • Thúc đẩy khả người khác cơng việc • Tạo mơi trường thúc đẩy / động viên cơng việc CƠNG THỨC NĂNG LỰC Formula for Performance Performance = Ability x Motivation (Effort) Ability