Organizations struggle everyday with the germane issue of what the effective management of people, an organization’s most prized asset, actually entails.
The effective management of people within an organization requires a thorough understanding of the following:
- Motivation – Whether intrinsic or extrinsic and the importance of positive triggers….
- Job design and environment….
- Company’s rewards system and how it is structured and also possibly layered….
- Group influence as a function of Groupthink and other allegiances….
Human beings are creatures of habit and by that, I mean it is natural to expect that individuals will have different triggers within their genetic and socio-cultural make-up, that ultimately control what their motivations are, where they originate from or worse still, whether or not they have any at all.
Of course, as a business owner or a leader, you would hope you haven’t hired someone or lead a group of people on the bottom rung of the Motivation Trigger Index™ (MTI).
Usually, one finds that most people with intrinsic motivation tend to have a higher MTI. They are the high achievers and are usually not driven to succeed or excel necessarily as a result of positive external triggers, but do so because it is just in their make-up. It is however important to note that for these group, the Positive External Triggers (PETs) only serve to further elevate their MTI scores.
As for those, whose Motivational Intelligence (MI) require external triggers, they tend to be either in the middle or the lower rung of the Motivation Trigger Index™. People in this category tend to require an appreciable amount of Positive External Triggers (PETs) and ironically, if they have quite a bit of this, they are bound to excel at their tasks, in some cases, even with distinction.
However, unlike the first group, their MTI scores tend to vacillate between just above average to poor, as a function of the amount of PETs they are exposed to in their work and related environment.
Job Design and Environment
Over the years, scientific management has sought to strip workers of their initiative, thus ridding the work environment of key intangibles such as skill set diversity, autonomy and most important of all, feedback, constructive or otherwise.
A perfect example of empowering employees and creating an environment that engenders optimum productivity and creativity is to seek input from your employees, even when you, as a leader, know what the solution to a problem is. They may even suggest the solution you have in mind and you can give them credit for it.
The rewards system must be one that does not give rise to suspicion or insinuations of favoritism. While majority of organizations, big or small, insist on building a “team atmosphere”, it is imperative that top performers, particularly those that most closely espouse the company’s core principles within the framework of its corporate culture, are duly rewarded and recognized as such.
This process should however be carefully monitored and managed, so as to ensure that everyone (including the non-monetary contributors) feels a sense of belonging to the organization, through their own respective contributions.
It is a well-known fact that the successful execution of a company’s business strategy must involve everyone on the ship.
This can either be a “good thing” or a “bad thing”, but it depends on how you look at it. Now, while it can create a negative work environment due to its potentially divisive and mostly political nature, it is an unavoidable phenomenon.
Most organizations have learned to not only exist but also flourish with just the “right amount” of groupthink, as it actually may engender a spirit of collaboration towards reaching the ultimate objectives of the organization.
The overriding attitude becomes one where the conclusion is that if the company wins, then everyone wins.