The Art of Management

The key to productivity and proper policy execution lies squarely on the shoulders of management. That is worth repeating. The key to the level of productivity accomplished by staff, and the accomplishment of procedural policy being followed properly, lies directly on the staffs management. The actions and the persona given by these managers determines the effectiveness of the entire operation.
Below are links and sections on theories of productivity and employee motivation. Included is my own theory of management. Hopefully this section will give you things to think about so you can establish your own beliefs and practices as a manager. Managers have a wonderful opportunity to have a positive affect on the lives of those they are responsible for.
There are 2 forms of motivation
Extrensic - External motivation. This is primarily caused by the job environment
Intrinsic - Internal motivation. This is primarily caused by the employee's individual thought pattern.
Motivating managers must address issues on a group level and individual level to fully accomplish productivity.
My own Theory of Management I call the "CAR" theory
"C" - Communication - no matter how we think, no matter how much we care, it all comes down to what and how we say it. Too many managers open their mouths before they turn on their brains. The manager that will attain the most loyalty and productivity is the one who communicates concern and caring for their employee's.
"A" - Affection - if you don't honestly care about the welfare of your employee's, then get a new job. Those who use management to fulfill some sort of masochistic fantasy are in for a life of grief. Those in love with themselves, will only have themselves to count on.
"R" - Respect - give it if you want to get it. Don't expect it, earn it. Trust is the foundation to success. If you want your employee's to care about their job, care about yours.

This "CAR" theory also applies to a successful relationship
3 facts of employee motivation
Managers dont motivate. They create an environment where employee's can exploit intrensic motivation.
Every employee has unique motivation hot buttons. Finding it is the challenge of management.
Employee's will perform for their own reasons, not yours.
Did you ever notice how that same people, feeling the the urge to break wind, will restrain so as not to embarrass themselves, but will open their mouth without much thought and accomplish it anyway.
If you're used to only looking out for number one, then management is not for you. Self denial is one of the strongest characteristics of a strong leader. Your number one priority will be to accomplish defined company goals with your staff. If you are only out for number one, your staff will burn you at every opportunity.

Good Article's

How to Energize and Motivate Employee's

Motivating Employee's for Peak Performance

Basic's about Employee Motivation

Ten Common Management Mistakes

By Colin Powell
The ripple effect of a leader's enthusiasm and optimism is awesome. So is the impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and performance incompetence with a "what, me worry?" smile. I am talking about a gung- ho attitude that says "we can change things here, we can achieve awesome goals, we can be the best." Spare me the grim litany of the "realist," give me the unrealistic aspirations of the optimist any day.
Powell's 18 Lessons for a successful leader
Herzberg’s Motivation-Hygiene Theory

Hygiene Factors
Company policy and administration
Supervision
Relationship with supervisor
Work conditions
Pay
Relationships with peers
Security

Motivation Factors
Achievement
Recognition
Interesting work
Responsibility
Advancement
Growth

McClelland’s Learned Needs Theory

People‘s individual differences in motivation is not that much influenced by instinctive desires (as in Maslow‘s theory) but by learned needs
Need for Achievement (establishing/ maintaining high level of performance)
Individuals want personal responsibility for success/ failure (calculated risk, receive immediate feedback on performance)
strive for personal success (are often dynamic entrepreneurs)
Paranoid manager's respond to complaints in a paranoid fashion and working on the premise of guilty until proven innocent. Handling situations in this fashion create an equally paranoid environment amongst staff and slowly eat away at employee morale.
Micro managing is the single biggest killer of intrensic motivation. Golden Rules of Management
The best employee's don't always make the best managers
The best managers fall into two groups. They are either outgoing and positive people - OR - the most quiet and most trustworthy. The worst are the outgoing and negative, or quiet and untrustworthy.
If the only time your employee hears from you is when you want something or you are jumping them about something - why would you expect them to think you care about them?? A good manager, like a psychologist, has the gift of listening. Listening is the ability to hear not only what is being said but also understanding what is not being said.
Talking the talk is easy - walking the walk is the sign of a true manager The manager that bad mouth's their customers as idiot's should not be surprised when their employee's begin treating them as such.

Take the online adaption of the Myers-Briggs Personality Test - 4 questions. Find out what makes you tick, your strength's and things to be careful of.

also here

Personality Types
Dr. Carl Jung's personality model

• SOCIALIZER: These are extroverted, gregarious and fun-loving people. You can spot a socializer by his or her fashionable clothes, fancy vehicles or expensive watch. Appeal to their sense of fun. Chitchat with them before getting down to business.
• DIRECTOR: These are introverted, task-oriented, get-down-to-business-types. They're interested in the bottom line, not a relationship. You can spot a director by his or her conservative clothes. When you're in front of a director, get to the point quickly and avoid socializing.
• THINKER: Details, details, details. Thinkers love facts, data and feature dumps. They gather all of the information they can before they even begin to make a decision. Thinkers ask a lot of tough questions, but if you meet their expectations count on repeat business.
• RELATER: Supportive, emotional, and interactive. Relaters are intuitive, and are big readers of non-verbal communication. They encourage harmony and if they weren't buying from you, they'd probably be working for the diplomatic corps. "Who else is using this product?" That's the question that marks a relater. Your proposal must stress harmony, security and benefits.

Personal Thoughts - Before returning to law enforcement, I was a successful manager for over 15 years. This was after my first year as a total failure as a manager. At 23 years of age, I was promoted to manager of a small distributorship in Springfield, MO. After a year I resigned to return to inside sales. My management training had been the US Army and a boss that even the president of the company didn't like. I had been "annoited" manager and quickly began to create the Kingdom of David. It was my way or the highway. And during the next few months, most chose the highway freely, or I chose it for them. After I resigned in humiliation, I re-evaluated and was given a second opportunity a year later. In the next 15 years, I achieved a nearly nill employee turnover and highest employee productivity in the corporation. Was it because of me? Not at all. It was a 180 degree change in management philosophy and attitude. I hired good people and supported, not managed them. It was because I fought for my customers first, my employee's second and the company third....never forgetting my number one priority to make money for the company. It was a simple philosophy really. The customer paid the bills, the employee's took care of the customers, and the company financed the whole thing. My president and I knocked heads a lot in the beginning, but a few years later he promoted me to run the entire company because the philosophy proved the most profitable. Then after 8 years of success and helping get the company on track, the corporation restructured and I was out of a job. Oh well - blind loyalty to a company in this day and age is a different story and a lesson I am just learning.


Chris and David Long
copyright 2001