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Chief Information Officers Chief Information Officers (CIO) (CIO)

Module 3

Human Resources Management and Change Management

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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

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Organization CultureOrganizational StructureManaging EmployeesMotivating EmployeesChange Management

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Scope

Major Organizational Structures

Divisional StructureFunctionalMatrixFlexi Organization

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Chief Administrator

Administrator Div 1 Administrator Div 2 Administrator Div 3

District Officer 1

District Officer 2

District Officer 3

District Officer 4

District Officer 5

District Officer 6

DIVISIONAL ORGANIZATIONAL STRUCTURE

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Functional Organizational Structure

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Tasks

well Defined

Need for Flexibility and participation

Authoritarian Culture and need for Control

Active Search

Organizational Culture Vs Structure

MOTIVATING EMPLOYEES

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One More Time:

How Do You Motivate Employees?

• Frederick Herzberg –• Harvard Business Review• January–February 1968

MOTIVATING EMPLOYEESMotivation by KITAKITA = Kick in the pants (1968)KITA = Kick in the ass (1987, 2003)

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MOTIVATING EMPLOYEE

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What is KITA?

• Negative KITA

• Motivation by punishment—

• A push

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Negative physical KITA

• 50 lashes

• Two weeks in the brig

Motivating Employees

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Negative psychological KITA

• Move to undesirable office

• Stop speaking to subordinates

• Threaten termination

Motivating Employees

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Positive KITA

• motivation by reward—Pull

Motivating Employees

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Positive KITA• Reducing time spent at work• Comp time• Time off as a reward• Recreation programs• Sabbaticals• Cruises

Motivating Employees

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Positive KITA• Compensation• Pay Increases• Stock Options• Bonuses• Commission• Incentive

Motivating Employees

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Positive KITA• Benefits• Health insurance• Free food• Limited work week• Work at home

Motivating Employees

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Positive KITA• Human relations training• Supervisors trained in psychological approaches to management• Supervisors trained to be sensitive to the needs of their subordinates

Motivating Employees

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Positive KITA -Communication• Training programs• Newsletters• Other publications• Annual performance reviews

Motivating Employees

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Positive KITATwo-way communication• Listen to employees’ complaints and suggestions• Democracy in the workplace• Interactive performance reviews

Motivating Employees

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Positive KITAJob participation• Communicate the importance of the job in the big Picture • Give achievement awards

Motivating Employees

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Positive KITAEmployee counselling• Let employees unburden themselves in psychological counselling

Motivating Employees

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Hygiene• Supervision• Working conditions• Salary• Peer interaction• Personal life• Status• Security

Motivation• Achievement• Recognition• Work satisfaction• Responsibility• Advancement• Growth

Hygiene vs. Motivation

• Hygiene reduces job dissatisfaction• Motivation increases• job satisfaction• Job satisfaction is not the opposite of job dissatisfaction• Hygiene = KITA

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Hygiene vs. Motivation

KITA motivates to avoid punishmentKITA motivates to get rewardsKITA is good for motivating rats– bad for motivating

people

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What’s wrong with KITA?

• Job enrichment• Make the job itself a motivator

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Herzberg’s alternative to KITA

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Maslow’s Hierarchy of Human Needs

GROUP DYNAMICSFormal and Informal GroupsGroups formed when• Being a real team• Compelling direction• Enabling structure• Supportive context• Expert coaching

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How Do People Work in Groups

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GROUP FORMATION

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GROUP DYNAMICS: TUCK MAN STAGES

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Change Management in a Nutshell

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)

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Change Management