Leadership and management – Motivation

Pride in Management

Feeling good about day-to-day accomplishments is a strong source of motivation that influences behaviors. Unfortunately, a lot of most people’s daily work can be pretty boring, if not downright tedious and stressful, so “feeling good” about it is not as easy as it sounds. Moreover, those positive feelings come mostly from the informal organization. One of the strongest positive emotional drivers is pride. Kids work harder in school for the teacher who makes them feel proud of getting a good grade or developing a new skill. Multimillionaire athletes stretch themselves to the limit for the pride of winning the championship— but also take pride in the rigorous training it requires. Pride in the journey can be as motivating as pride in the destination. Refinery workers will take extra care in their work for the pride of a clean safety record, or more simply the good feeling of helping a colleague avoid an injury. Yet most motivational programs focus entirely on the formal rewards: money, perks, and promotions. Our research and experience show that how people feel about their work, and the pride they take in their daily or weekly accomplishments can be a powerful motivator of their daily behavior. These topics are covered when studying the Diploma of Leadership and Management - course details here.  In research for Why Pride Matters More Than Money, and in work with clients afterwards, Katz developed the following insights about pride as a motivational force. (Katzenbach & Khan 2010)

What matters is how people feel

Pride is at the heart of what motivates peak performers in most human endeavours. This is evident in art, music, athletics, medicine, or popular entertainment. What motivated George Carlin to toil for many decades in comedy clubs was not the money or the recognition— it was the work itself, including the relentless preparation that characterized his appearances. What motivated Lance Armstrong to push himself to seven Tour de France victories was not the glory but the personal highs of training hard year in and year out. Us humans have a need to feel good about what we do and how we do it. (Katzenbach & Khan 2010)   People want to be proud of the work they do and boast about it to others. It is that self-aggrandizing seldom motivates work that is in the long-term interest of the company. Of course, many people take pride in material things like yachts, mansions, and designer fashion. Companies that rely too much on monetary and material rewards for motivation invariably lose their best people to the highest bidders. Pride, unfortunately, can motivate good and bad outcomes. A classic example of this was reported recently in Bob Sutton’s blog “Work Matters.” It was from a piece of research Gary Latham conducted in a large sawmill where employees were stealing about $1 million in equipment every year. Because of the strong union it was virtually impossible to impose discipline on the offenders. However, Latham’s research determined that much of what was being stolen was actually things the workers neither needed nor used; they were doing it for the thrill of it and to brag to their buddies, which they took great pride in doing. (Katzenbach & Khan 2010)

Good pride in management

You will find a lot of good pride in management and understandably so. Employees want to take pride in their work with positive performance outcomes. They want to feel that the work they are doing is making a difference and they are proud of what they have produced. The leader who can align and connect the good pride people take in their work is more likely to achieve their targets. There are several ways to help employees realise this good pride in them to motivate them.
  1. Show them how their work impacts the organisation and how they are helping their customers. When people are able to visualise and see who their efforts are helping they are more likely to be more motivated.
  2. Show them how their efforts can lead to other opportunities such as a pay rise, a recognition award, or even a promotion! No one wants to stay in their role forever, except those who really love their jobs. Employees are always looking for the opportunity to advance their careers and by showing them how their efforts can pay off, they are more likely to be more motivated.

By user23395, ago
Project Management

Initiation Stage Overview of Project

Part of the DIploma in Project management is to review what other project managers have done in the past to learn from their mistakes. Below Australian students are reviewing the initiation stage of Carmichael Coal Mine and Rail Project starting with the background and an overview of the project. This project was set up by the Queensland government and other stakeholders. If you enjoy the idea of studying Project Management class details here and enroll in a Diploma in Project management.

Initiation Stage Overview:

Background Initiation Overview:

The Carmichael Coal Mine and Rail Project is an approved combined open-cut and underground coal mine, located in the Galilee Basin of central Queensland, that is designed to deliver coal exports to multiple countries across Asia, including India, Vietnam and China. Initial costs of the project were expected to reach $16.5 million, making it the largest thermal coal mine in Australia. This meant the project was expected to deliver 60 million tonnes of coal a year, reaching around 2.3 billion tonnes of coal over a 60-year period. Unfortunately, due to a lack of finance available, the mine has been dramatically downsized in order to be financially viable. Therefore, the cost has been reduced to only $2 billion. This has also reduced the amount of coal that the mine is expected to produce down to 27.5 million tonnes of coal per year. As the rail line has been approved for a capacity of 40 million tonnes per year, the reduced number of coal exports per annum appears to physically possible as opposed to the 60 million tonnes initially planned. The other part of the project is to build a privately owned, narrow-gauge rail line, 200km in length that will connect with the already established Azurian rail line, delivering the coal to Abbott Point Port Terminal ready to be exported. As the Azurian rail line is state government owned, it is unclear who is will be responsible for future upgrade costs. Initially, the project was planned to supply 10,000 jobs impacting on the surrounding communities of Townville, Rockhampton, Mackay and Bowen. However, as the project size and output has been reduced, the availability of jobs has been scaled back to 7000. Despite this drop, the project will demand jobs in multiple professions to accommodate a wide range of duties. Project facilities include open-cut and underground mines, a coal handling and processing plant, water-supply infrastructure and a 200km rail line. Additionally, the project will incorporate off-site infrastructure including a worker’s accommodation village and an airstrip.

By user23395, ago
Project Management

AS 4915-2002: Project management – General conditions

AS 4915-2002: Project management – General conditions Below is a summary of a critical Project Managment document in Australia - The document is called AS 4915-2002: Project management – General conditions document - the focus of the review will be on the initiation and planning stages of the document. It outlines some of the major documents required Background The AS 4915-2002 outlines the contractual conditions, nature and obligations of a project as per Australian Standards and includes templates and checklists various industries are able to use for project management work (Standards Australia Committee OB-003 2002, pp. 4-41). This publication was later amended include Amendment 1-2005. This revision was to ensure the currency of the information and updates in the industry   (Standards Australia Committee OB-003 2002, p. 2). Written for project management professionals, the easily readable general conditions on pages four to twenty-four and the templates and checklists provided on pages twenty-five to forty-one makes it really convenient for project management professionals to meet their legal requirements and contractual obligations. This reference guide is important as it explains the conditions in simple terms such as performance and payment, the project manager’s warranties element, discrepancies, intellectual property rights, and legislative requirements. More information here (Standards Australia Committee OB-003 2002, pp. 6-11). Summary on the initiation and planning stage The AS4915-2002 discusses the initial and planning stages in terms of a project manager’s contractual obligations. The document outlines the responsibility of the Project Manager for the duration of the project as well as post-project where applicable, such as in condition 20 - quality assurance, where it writes that the Project Manager is to plan, establish and maintain a conforming quality system - this is usually discussed and decided upon in the initiation and planning stages (Standards Australia Committee OB-003 2002 p. 15). It also describes the Project Manager’s representative and key personnel as well as employees and subcontractors – from who the representatives are defined as, the key personnel involved and Project Manager’s employees and subcontractors (Standards Australia Committee OB-003 2002 pp. 14-15). It is important that the AS4915-2002 details this as all details are to be agreed to prior to the project planning stage.   The publication also has templates such as the Contract and the task list in project management which is used in the initiation stage and the contents of the documents are decided upon and signed off on prior to the planning stage. The Contract is better known as the Project Charter in project management and it basically describes the project in its entirety. It contains the project scope, the roles and responsibilities of those involved, and outlines the project objectives. The project management task list is a detailed statement of the services to be provided by the Project Manager, ensuring that specific requirements are accurately and completely incorporated in the document (Standards Australia Committee OB-003 2002 pp. 25-38).

By user23395, ago