CHAPTER XI

CORPORATE COMMITMENT TO DEVELOPING
ITS PEOPLE ASSET

A.     DIFFERENCE BETWEEN TRAINING AND DEVELOPING EMPLOYEES

1.     Whose Responsibility Is It To Develop Employees?
2.     Our Problems Are In Front Of Us
3.     We Can No Longer Fly By The Seat Of Our Pants
4.     Look At The Way Commercial Airline Pilots Are Trained
5.     Let‘s Promote Jane To Supervisor

THE SUPERVISOR’S PRAYER

7.     We Tend To Develop People Through Osmosis
8.     History Tells Us We Must Change
9.     Economic Reprisal So Longer Works
10.     Good Labor Is Hard To Find
11.     Our Future Success Depends On Our Present Actions
12.     Change Itself Is Changing
13.     What Does The Lack Of Developing People Cost?
14.     You Get Out What You Put In
15.     Perceptions Decide Motivations
16.     Here’s What One Study On Training Revealed
17.     The Needs Of Business
18.     The Importance The Japanese Place On Employee Development

B.     WHY MUST THE EMPHASIS OF KEY EXECUTIVES BE REDIRECTED?

1.     Survey Results Show Today’s Workers Produce Far Less Than They Can
2.     Motivation Begins With Management, Not Employees
3.     Answers To Motivation Issues Are Available
4.     The Classic Motivators Provide Clues To the Answers
5.     The New Motivators Provide the Answers
6.     The Golden Opportunity Available To All Of Us
7.     Because Some People Do Not Know the Opportunity Exists, They Miss It
8.     Other People Ignore Opportunities
9.     Improve Employees And Everything They Control Will Improve
10.     Keep Focusing On The Benefits
11.     Five Questions That Could Be Better Than The Answers

C.     MASLOW’S MOTIVATION THEORY

Level 1: PHYSICAL NEEDS
Level 2: SECURITY NEEDS
Level 3: SOCIAL NEEDS
Level 4: EGO NEEDS
Level 5: SELF-FULFILLMENT

D.     THE TRUE ROLE AND GOAL OF TODAY’S EXECUTIVES

1.     An Executive’s Need Is To Understand The Needs Of Others
2.     Motivation, A Person’s Purpose
3.     The Greatest Aim of People Is To Be Themselves
4.     In Our Quest To Be Efficient, We Reduce Worker Motivation

E.     DOUGLAS McGREGORS’ THEORY "X" ADD THEORY "Y"

1. Theory "X"
2. Theory "Y"

F.     SOME REASONS TO UPDATE YOUR ORGANIZATION NOW

G.     AVOIDING THE PEOPLE PROBLEMS ASSOCIATED WITH CHANGE

1.     Begin Tracing Your Problems To Their Source(s)
2.     Examine The Feelings Of All Your Key People Regarding Resistance
3.     Look, With A Careful Eye At Your Organizational Structure
4.     Your Success Tomorrow Will Depend On How You Act Today

H.     THE CHALLENGE OF RESISTANCE"

1.     What is Resistance?
2.     Nine Familiar Forms Of Resistance

I.     WHY DO PEOPLE RESIST CHANGE?

1.     Employees Resist "Social" Not Technical Change
2.     Consider These Two Aspects Of Change

J.     WHAT RESISTANCE SHOULD TELL YOU

1.     Most Resistance Is Avoidable
2.     Resistance Tells You That Something Other Than The Idea Is Wrong
3.     Often The Problem Is How We Deal With Workers
4.     Shifting the Emphasis Often Eliminates the Resistance
5.     Results Will Always Be In Proportion To Contributions

K.     USING PARTICIPATION TO OVERCOME RESISTANCE TO CHANGE

1.     How to Involve Workers In The Changes That Affect Them
2.     The Three Phases Of Organized Changeover

PHASE 1: PRIMARY
PHASE II: SECONDARY DEVELOPMENT
PHASE III: Final Development

L.     A WORD OF CAUTION ABOUT PARTICIPATION IN CHANGES

M.     ENGINEERED MOTIVATION TECHNOLOGY

1.     How to Use The Decision-Tree Discussion Guide
2.     The Technique Allows Workers To Satisfy Their Wants And Needs
3.     Considerations When Using The Guide
4.     One More Thing Before You Proceed
5.     The Secret Of Succeeding Is Y O U

N.     KEY INGREDIENTS OF SUCCESSFUL MOTIVATION PROGRAMS