Preparatory questions for staff with management responsibility     Eight W-rules for delegation:     1. What needs to be done (content)?           What are the individual tasks to be achieved?          What is the desired result?           What are acceptable differences from the desired result?           What difficulties can be expected?    […]

goals, functions, indicators and types

“Goals describe aspired states in the future.”   Functions and purposes   Leadership goals intend to create as much agreement as possible on the things to be achieved in the future.   1.    Goals therefore have a communicatory function (the supervisor and the co-worker have the same pictures and ideas in mind about future results […]

advising, supporting and developing staff

  A major task for any manager is the support of their staff.   One thing which has an effect here is professional development since staff members have tasks which they must work on appropriate to their knowledge and skills and which at the same time constantly enable them to learn new things:   "Job […]

motivation as an incentive formula

  Motivation      =           Value            x      Probability   Motivation for an action as an incentive to invest time, commitment, money or other resources Subjective value: How important is something to me/the member of staff?   Subjective evaluation of the probability that the value will be satisfied by the action. Related terms: Motives, drivers, criteria Subjective probability […]

reorganisation and co

Reorganisation and Co.. Changes – Now what? The significance of reorganisation and an example of a support format Alongside personality and family, work has existential significance. Massive turning points and disruptions in the workplace can sometimes lead to damage to a person’s satisfaction and fundamental motivation which is very difficult to repair. They can cause […]

fair process

  Developed by Ulrich Grannemann Fair process in change processes Justice and change management have a certain similarity. Acceptance of the result (or judgement) doesn’t only depend on the justice of it, but also on the way in which the result was reached: It depends on “fair process”. Kim and Mauborgne (2005) describe three main […]


  1. The term "motivation" The word "motivation" comes from the Latin "motivus", meaning to trigger movement. Motivation refers to internal processes (driving forces, needs, attitudes, interests, will) which cause a person to display certain behaviours more often, for longer, more intensively or in a more targeted way (according to Fröhlich & Drever, 1983). Human […]

Maslow´s hierarchy of needs

Maslow assumes that human behaviour is based on five fundamental needs: – need for self-fulfillment – need for esteem and recognition (self-respect and respect from others) – need for affiliation and love (social needs) – need for security (protection needs) – physiological needs (hunger, thirst etc.)   Maslow acts on the assumption that these needs […]

leadership pyramid

  Ulrich Grannemann     Leadership pyramid   How can leadership activities and tasks the sensibly sorted? The purpose of the leadership pyramid is to help with orientation for the breadth and complexity of the tasks and to assist with identifying any neglected leadership areas.   Leadership activities can be divided into 4 levels:   […]