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 […]

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 […]

motivation

  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 […]

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 […]

9 steps of conflict escalation (part 1)

The 9 escalation levels     Phase I   The conflicting parties are aware of the tensions and contradictions and make efforts to solve them rationally. Failed attempts at solutions contribute to a deepening of the tensions. Despite this, each side makes efforts to work with the opposing party to overcome the conflicts. Cooperation and […]

constructive confrontation

Dealing with mistakes/unmet expectations   How should I as a manager react? What is an appropriate reaction?   Failure to react or delayed reactions leads to tacit contracts. The staff member learns that the results behaviour is okay. The manager expects the staff member to read his mind: As a good member of staff he […]

goals and agreement

 A goal is a necessary, striven for, and/or desired state   a)       that should be adhered to (especially related to routine work and standard tasks) b)       that should be reached at a determined point of time.     Advantages of agreements on goals   ·       All persons involved know the necessity and the purpose […]