【Practical training project 4】

【Task object】

Help students master the application of methods to motivate team members.

【Task content】

(1) Each group forms a circle.

(2) According to the characteristics of the company established by the team members, they apply the theoretical knowledge they have learned to use incentive methods.

【Task requirement】

(1) The group leader presided over the discussion.

(2)  Group members learn and discuss common motivation methods.

(3)  Select appropriate incentive methods to motivate team members according to the industry the company is in and the characteristics of team members.

(4) Assign one student for each group to record and summarize.

(5)  After the activity, one representative from each group was required to report their application of incentive methods in class.

(6)  The preparation time is 10 minutes.

【Task organization】

Table3-7    Team motivation method using training task organization table

【Task evaluation】

Table3-8    Team motivation method using training task evaluation form

DELL "Wife Training"

DELL company training sales staff is to adopt the "wife training".They compare the sales manager to the "wife" of the new sales staff. Only by constantly nagging and encouraging the new staff like the wife can the new staff form long-term good sales habits, so as to make the sales training finally play a role.The training is done by the training manager and the sales manager.New sales staff report not only to the line manager, but also to the training manager.The training manager is responsible for skill training, tracking and assessment (weekly ranking of new sales staff, E-mail them the ranking status.No pressure, no motivation!The sales manager takes on coaching and management functions to improve performance through the final implementation of new recruits.The first is a three-week intensive training, in which experts explain the sales process and skills, and experienced sales staff are invited to share their experience.Then, the sales manager and training manager attend the meeting every weekend to check the progress of the new staff last week, discuss and share their work experience, analyze new sales opportunities and make sales plans for the next week.The sales manager and the training manager discuss the development and next steps of the new employee.Finally, "wife" in the work can consciously guide the new use of sales skills, timely encourage new, effective management of new.The results of "wife-based training" are amazing, and they can be illustrated in numbers.The average quarterly sales of DELL sales representatives is $800,000. Without the "wife training", the average sales of new employees in the first quarter was $200,000. After such training, the average performance of new employees in the first quarter reached $560,000, much higher than the previous sales of 200,000.

Career planning of grassland development

Grassland Xingfa launched career planning for every employee in 1998.Fledgling young employees, through intuitive feelings after period of time, the existing working conditions are not satisfied, or feel existing jobs cannot give full play to its individual talent, without a manager, the personnel directly to the group in charge of the highest authority - personnel put forward relevant requirements, the personnel department is responsible for to give satisfactory reply within a month.

Career design education can be arranged when new employees just enter the company's orientation education.Prairie xingfa group is arranged 5 to 7 days of career planning, please talk about the importance of career planning experts and planning of the main points, including the choice of career path, the relationship between personal growth and organizational development, system study and the necessity of lifelong learning and how to according to their own specialty and interest in planning their own life, etc., make employees into the enterprise produces strong awareness: Find the right direction, find the right position, know as soon as possible "where I should be", "how I should move forward".

One sentence on the penalty sheet

When the company makes the punishment list, can it add a sentence to reduce the negative impact of punishment on employees' psychology?"Correct mistakes in order to better move forward correctly."Then the table head of the list "punishment sheet" three words to "improvement sheet".Such a penalty sheet is far more effective than a simple and serious one.All the previous punishment sheets had been composed of solemn faces without a word to spare.After the modification, a sentence was added which was very human, cultural, educational, and enlightening. The face of the punishment sheet changed from serious, cold, and heartless to kind, quiet, expectant, and full of hope.When employees receive punishment, see this sentence, a series of psychological changes will occur, from the instinctive aversion, resistance, resistance to understanding, cognition, to accept, to improve the error, therefore, the head called "improvement sheet" is more appropriate.

Factory councils in German enterprises

In German enterprises, participation in management is mainly achieved through negotiation of factory committee, joint decision of the board of directors, checks and balances of the board of supervisors and other ways.The factory Committee consists of elected representatives of all employees, excluding management, and holds regular joint meetings with the employer.The law obliges the employer to provide the factory committee with all kinds of information and relevant documents, especially regarding financial production, changes in work procedures, etc.For enterprises with more than 100 employees, the Factory Committee must appoint a finance committee to meet regularly with management to understand the financial status of the company;For businesses with more than 1,000 employees, employers are also required to report in writing every quarter on all aspects of the business.The committee can express its views on almost all major decisions and initiatives in the enterprise.In terms of working hours, wages and benefits, the committee also has the right to make joint decisions. In particular, when changes in working conditions are found to harm the human needs of employees, the committee can ask the employer to make changes or compensate for them.

Methods are:

1. Every employee should write a self-development plan every year, which briefly explains what goals they want to achieve in the year, what needs they have, what help they hope to achieve, and summarizes the plan of the last year.On the one hand, the self-development plan is the basis for employees to carry out self-management, and on the other hand, it sets requirements for the superiors of each employee: how can you help your subordinates to realize their own plans? It can not only serve as the basis for the superiors to formulate their own plans, but also become the basis for the assessment of the superiors.

2. Fill in the employee survey on the company's work opinions regularly every year. This employee survey can arouse the enthusiasm of those who are not involved in the management initiative and participate in it.

3. Conduct a 360-degree employee review every year.

4. Hold regular symposia to solicit opinions from employees, and participants fully express their opinions on the set topics. Generally, a clear resolution should be made during the meeting or at the end of the meeting.To hold seminars at all levels to study a problem in depth and propose appropriate solutions in order to formulate decisions, principles and methods on a major issue.The person invited or designated to attend can be made to feel valued or satisfied psychologically, even if he or she has nothing to say.

5. Set up advisory bodies or advisory committees.

Carnegie's inspiration

Carnegie, a famous Adult educator in the United States, wrote world-famous famous works such as "The Weakness of Human Nature", "the Advantages of Human Nature" and "the Brilliance of Human Nature", which became the second best-seller in the history of human publishing after the Bible.He points out that the first basic human behavior skill is "don't criticize, blame or complain too much."The second is to "show genuine praise and appreciation."

IBM has a "100 percent club". When a company employee completes his annual assignment, he is approved as a member of the club. He and his family are invited to attend the grand gathering.As a result, the company's employees have made membership in the "100 percent club" their first goal to earn that glory.

Two bears the honey

Black bears and brown bears like honey and live on beekeeping.They each have a hive with the same number of bees.One day, they decided to have a competition to see whose bees could produce more honey. 

The yield of honey depends on how much bees visit the flowers every day.So it bought an expensive performance management system to measure visits to bees.In its view, the bee's workload is the number of flowers it touches.At the end of each season, black bears publish the workload of each bee;Black Bear also set up a prize for the bee with the most visits.But he never told the bees that he was racing against the brown bears. He just let his bees race. 

Brown bears think differently from black bears.The key to how much honey bees produce, he says, is how much nectar they gather each day -- and the more nectar, the more honey they make.So he told the bees that he was competing with the black bears to see who could produce more honey.At a modest cost, it bought a performance-management system that measured how much nectar each bee collected per day and how much honey the hive produced per day, and published the results.It also set up a reward system for the bee that collected the most nectar that month.If a month's total bee production was higher than the previous month, all bees were rewarded to varying degrees. 

A year later, the two bears checked the results. The black bear didn't have half as much honey as the brown bear. 

[inspired]

Black Bear's evaluation system is accurate, but the performance it measures is not directly related to the final performance.To maximize traffic, black bear bees don't pick too much nectar, because the more nectar they pick, the slower they fly and the fewer visits they get each day.In addition, the bears originally competed for more information from the bees, but since the reward range was so small, the competition for more information became information suppression.Bee competition is so intense that even if a bee learns valuable information, such as a large acacia forest somewhere, it doesn't want to share it with other bees. 

The brown bear bees is different, because it is not limited to reward a bee, to gather more honey, the bees mutual cooperation, the sense of smell bees fly faster, responsible to spy on where to spend up to the best, and then come back and tell the strength bees gather nectar to go there together, the rest of the bees gather nectar, responsible for the storage of it into honey.Although the bees that collect the most nectar get the most rewards, other bees also reap some of the benefits, so the bees are far from being mutually destructive. 

Incentive is a means to stimulate the competition between employees is necessary, but in comparison, to stimulate the team spirit of all employees is particularly outstanding. 

Marriage Agencies in Hitachi

In Japan, where companies are seen as extended families, employers place great importance on employees' marriages.Hitachi, for example, has set up a "matchmaking agency" for its employees.When a new employee enters the company, he/she can enter his/her education background, hobbies, family background, height and weight into the Network.When an employee submits an application, he or she is given access to computer files, and applicants often spend their days off sitting on the sofa poring over them slowly and carefully until they find a match.Once he is selected, the contact sends all the information about the candidate to the person who agrees to meet, and the company arranges a date.Both parties must report their views of the other to the contact person after the date.Employees in Japan have little time to find a suitable life partner because of the intense work environment, a Hitachi human resources manager said.We are happy to do it for them.On the other hand, it can stabilize employees and strengthen the cohesion of the company.

SONY's internal recruitment system

One evening, Akio Morita, chairman of SONY, went into the staff canteen to eat and chat with the staff as usual.He has maintained this habit over the years to foster a sense of cooperation and a good relationship with his employees.One day, Akio Morita suddenly found a young worker depressed, full of thoughts, eating in silence, no one.So Morita volunteered to sit across from the employee and strike up a conversation.After a few drinks, the employee finally said, "I graduated from Tokyo University and have a very well-paid job.But before I came to SONY, I was crazy about SONY.At the time, I thought coming to SONY was the best choice of my life.But now I found out I wasn't working for SONY, I was working for the supervisor.Frankly speaking, my section chief is incompetent. What's more, all my actions and suggestions have to be approved by the section chief.Some of my own small inventions and improvements, the section chief not only do not support, do not explain, but also sarcasm me like a toad to eat swan meat, ambitious."

General Motors crisis and resolution

In order to improve labor productivity, GM has implemented an enterprise reengineering and reform plan to strengthen control of automobile production and assembly operations.General Motors organized a campaign to restore normal working conditions.They conducted a questionnaire survey of all factory workers, held a series of meetings with leaders and managers at all levels, and finally came to the following conclusions:

Workers feel that management does not care about their needs, feelings, etc.They feel that management changes their work schedule without notice or consultation, adds or cancels overtime, casually notifies them of lockouts, and workers do not know how to cooperate with the company.The workers felt that management was not interested in their ideas for improving working methods and factory operations.

Some workers have put forward various opinions on the working environment but have not been improved, and they are tired of heavy, mechanical and repetitive work and dissatisfied.Many workers do not understand the goals and plans of the company, and there is a lack of common goals between the company and employees. Workers cannot know what the company wants to do and why it does so, so cohesion cannot be formed.

Managers on the front line also feel that they are not well aware of the goals and plans of the entire management and therefore do not integrate these goals and plans with their day-to-day management of workers.

After the above diagnosis, the company found that the main root of the crisis is the lack of timely communication between the management department and workers, lack of necessary contacts.The company has fully implemented the "exchange plan", which includes:

Five minutes of daily news related to the auto industry, company and plant is broadcast from the factory.The news mainly deals with the status of sales, inventory and production plans, giving workers a general idea of what is going on in the company.Its contents are also posted on bulletin boards throughout the factory.

News bulletin: As a means of direct communication between plant managers and workers, all major news about the plant's business is passed directly to the workers and posted on the bulletin board, including changes in new products, shifts, production schedules, weekly production and new orders.The factory manager also told everyone about the problems in the factory and asked workers for advice on how to solve them.

Management training: in order to strengthen the role of managers in interpersonal communication at work, all managers and staff should be trained in interpersonal relationship and communication.Designed and directed by a public relations coordinator and quality control officer experienced in organizing assembly lines.

Management has developed an operational rotation plan to give workers interested in rotation the necessary training to help them expand their capacity to work within the same assembly team, which includes some 30 jobs that are different but essentially of the same skill level.

After the exchange program was implemented for a period of time, the results were seen. Normal production was restored. The dissatisfaction was reduced to one third of that of the previous year.

Southwest airlines

Southwest's internal magazine often lets employees know how they are doing with a section called "Where do we Rank?"Here, employees can see the monthly routine reports and statistics of the transportation department for three tasks: punctuality, baggage handling and passenger complaints.And the evaluation results of the current month and the previous month are compared to formulate the overall performance of Southwest Airlines in the industry ranking.It also lists industry averages to help employees keep track of trends and compare companies with the average.Southwest employees have great confidence in these numbers because they know that the company's success is tied to their performance.When a peer ranked higher than Southwest for several months in a row, the news was spread within the company within a matter of days.In the end, employees redouble their efforts to catch up.Southwest's front-line employees are more informed than many of their peers.

Tame the Rebels (Diary of a CEO)

Arrogance is universal, because talented people generally think they are smarter than others than leaders, so when his immediate boss manages him, he has a rebellious mood in his heart, which is often said by managers disobey management.In turn, managers tend to manage such employees with emotion and prejudice.That's what happened at my work unit.An employee whose performance has always been the first thinks that a specific work process should be improved. She has also raised it with her supervisor, including the department manager, but she has not received much attention, and the leader thinks that she is meddling.One day, she went against the rules.The supervisor found out and gave her an emotional rebuke.But instead of changing, she thought the supervisor was selfish, so she quarreled with the supervisor and quit her job.Where the supervisor reported to the department manager, the manager also seriously criticized her with emotion, but she turned a deaf ear to it.Then the manager and the supervisor decided to punish her severely, thinking that she was dismissed and deducted three months of bonus.The employee refused.So the department manager reported the problem to me.

I called this well-known professional into my office to talk.Instead of criticizing her first, I let her talk about what happened and exchange ideas with her.I found that the employee was really thoughtful, the work procedure she violated should be improved, and she talked about many imperfections in the current work procedure and management system.I was able to communicate with her as a friend and equal, and listen to her opinions so sincerely, she felt valued and respected, and her resistance gradually subsided. From the beginning, I only thought the supervisor was wrong, to the end, I admitted that I had done wrong.Under my tentative questioning, she also said how much her mistake deserved to be punished.And left my office happy.

Since then, I and the department managers and supervisors to exchange opinions and views, managers and supervisors are identified with the "useful talent doesn't work, did not use slave to use", discussion and decision to the employee himself believed should be subject to fines by half penalty, publicly on briefing to let her do the self review, and one working day.She accepted her punishment with great pleasure, even gratitude.And I improved that workflow as quickly as I could.After the incident, I found that the employee suddenly changed the original arrogant and disobedient mood, and actively cooperated with the supervisor's work, and the work enthusiasm increased.People said it was as if she had changed.

Real bosses know how to delegate

A person buys parrot, see a parrot front mark: this parrot can two languages, price 200 yuan.Another parrot said: this parrot can speak four languages and sells for 400 yuan.Which one should I buy?Both are sleek and very flexible.The man turned and turned, unable to make up his mind.The result suddenly discovers an old lost tooth parrot, the fur color is dim and dishevelled, price tag 800 yuan.This person hurriedly call boss: this parrot can speak eight languages?The shopkeeper said, No.The man wondered: then why old and ugly, and incompetent, will be worth this number?The shopkeeper replied, Because the other two parrots called him Boss.

Get your morale back, get Lawson back

When TakeshiNiinami took over as president of Lawson, Japan's second-biggest convenience store chain, in May, over-expansion had left the company with too many stores, many of which were losing money as Japan's deflation drove down retail prices;Its new ventures, such as ATMs and online shopping centres, have failed to generate revenue, and its fast food has a reputation not just for being "boring" but now for being "scary".Since then, Mr Niinami has taken over Lawson ina whirlwind and is known in corporate Japan for his tanned face.Shortly after taking over as Lawson president, Niinami set out plans to tour all of Lawson's stores (7,648 in Japan), and "I always try to communicate directly with people at Lawson, maybe they sometimes think, 'That nasty guy!'But I'm always straightforward."This straight-talking approach made a significant difference to Lawson's flagging staff morale.Michino Ishimizu, an analyst at Morgan Stanley, reckons that improving communication between Lawson's branches and senior management was Mr Niinami's biggest contribution to the company from the start.Niinami's forthright style helped morale, he says, because it gave employees a sense that radical change was under way."The mood at the company has improved and Lawson has become a company where employees are free to speak to their superiors," he wrote in a report recommending investors buy Lawson shares.In light of Niinami's efforts, Lawson's high morale is translating into better business performance. Despite the overall economic situation and the strength of its competitor SevenEleven, Lawson's share price has remained stable and achieved initial success despite the nikkei's slump over the past three months.