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This book shows managers how to identify opportunities for increasing productivity by enhancing commitment and provides tools for building a high-performing team.
More than ever, senior and frontline managers are tasked with the development and maintenance of highly productive teams-a formidable challenge in all situations. Organizational directives for "lean," highly responsive, change-adaptive workforces have created an environment in which every aspect of productivity must be examined and improved in the quest to meet increasingly competitive global goals. About 30 percent of productivity is lost from knowledge workers who withhold undetected discretionary effort because managers fail to tap into motivation dynamics that impact the level of individual and team commitment. This book gives managers the tools they need to motivate their teams to deliver significantly better results.
Readers of
Motivation: The Manager's Key to Closing the Commitment Gap will gain a foundational understanding of motivation from theoretical, experimental, and anecdotal perspectives and identify key areas of potential untapped productivity. The book explores the changing workforce values, economic pressures, and the revised compact between employers and employees that create the commitment gap that results in untapped productivity. Managers will see how to go through a diagnostic and relationship-building process that creates powerful and productive dialogues, resolves conflict, and pinpoints behaviors and identifies tools to build a fully committed, high-performing team.
Sommario
AcknowledgmentsIntroductionPart One Understanding MotivationChapter 1 Motivation and the Human Condition
Chapter 2 The Changing Workforce Composition and Values
Chapter 3 Intrinsic and Extrinsic Motivation
Chapter 4 The Manager as Motivator
Chapter 5 Motivating Organizational Survivors
Part Two Motivation ApplicationsChapter 6 Motivational Dialogue
Chapter 7 Compliance Strategies
Chapter 8 Motivating Job Performance
Chapter 9 The Five Key Coaching Situations
Chapter 10 Motivating Teams
Afterword: Fear and Ethics
NotesBibliographyIndex
Info autore
MARVIN R. GOTTLIEB is President of The Communication Project, Inc., a consulting firm based in Greenwich, CT./e For more than 20 years as a management development specialist and trainer for consulting, manufacturing, travel, and financial services companies worldwide, Dr. Gottlieb has been at the forefront of computer-based distance learning instructional design. He has also completed a 30-year career as Associate Professor of Communication at Lehman College-CUNY. Among his recent books is Managing the Workplace Survivors (Quorum, 1995, with Lori Conkling).
