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April 10, 2012

We’re all in this together – but I need more…

It’s very difficult for me as president to call on the American people to make sacrifices to help shore up the financial system if there’s no sense of mutual obligation and mutual help… We’re all in this together

US President Barack Obama, March 2009

As the recession hits western countries in particular, governments are seeking to balance budgets through a series of fiscal measures; cutting government expenditure and raising taxes. In addition, wages have been frozen (or cut in real terms), pension conditions changed and employment protection reduced. To justify these policies, governments have tried to create the impression, that although the measures are tough, they are necessary and fair. In short, all the population are taking a ‘hit’ and as President Obama claims, ‘we are all in this together’.

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August 15, 2011

why do CAS?

Filed under: CAS — Tags: , , , , , — Steve Money @ 9:06 am

Why “do” CAS?

Please ask your current group of Year 1 and Year 2 DP/CAS students why they ’do’ CAS?

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September 1, 2010

Too much virtue in the workplace is a vice

Filed under: Business & Management — Tags: , , — Paul Clark @ 11:09 am

In Mayo’s Hawthorne experiments (1928 – 33), the power of the social group was clearly identified. Mayo had been brought up with the ideas of Taylor’s scientific management, holding the view that low productivity was caused by environmental factor such as physical working conditions. However, at the Hawthorne plant of the Western Electric Company Mayo begun to develop a new line of thinking which was to form the basis of the ‘human relations school’ of management. Mayo discovered that job satisfaction increased through employee participation in decisions rather than through short-term incentives. This idea developed with the third stage experiments in the bank-wiring room where a group of workers was offered financial incentives to increase productivity, with a singular lack of effect. The output levels stayed stubbornly flat. Mayo concluded that the power of the working group was more important than the incentives and that the group norm on output – its code of behaviour – was dominant. So, if managers want to motivate they need to concentrate on social groups and interpersonal skills.

It is refreshing to see Mayo’s ideas still alive in recent research, but perhaps in not such a refreshing form. A recent article ‘Do-Gooders Are Unpopular Team Members’ in Wired.com reports that unselfish workers, who are the first to offer to help with projects, are among those that co-workers like the least, according to four separate social psychology studies.

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June 25, 2010

Drawing on Motivation

Filed under: Business & Management — Tags: , , — Paul Clark @ 8:59 am

On March 14th I included a post on motivation, focusing on an inspirational TED presentation. In his talk, career analyst Dan Pink put forward the view that traditional monetary rewards aren’t always effective and indeed that under some circumstances can reduce, or in words performance. In essence, he was developing the views of Herzberg and Maslow that money only really motivates when the tasks are mechanical and low skilled. As people move through their careers they are looking more for a purpose and for activities that empower and stimulate, because these type of activities promote independence and challenge individuals to get better at their jobs. Now this talk has been shortened and animated into a ten minute presentation by RSA Animate. Students will find this presentation more accessible and will also be impressed by the technical skills of the animator as he illustrates the key points being made. It will also appeal to your more visual students, who may find it hard to concentrate on extended speech.

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March 14, 2010

The surprising science of motivation – lighting the candle

Filed under: Business & Management — Tags: , , — Paul Clark @ 4:43 pm

Another fascinating and stimulating TED video adding to the pool of knowledge on motivation. Career analyst Dan Pink examines the puzzle of motivation, starting with a fact that social scientists know, but most managers don’t: Traditional rewards aren’t always as effective as we think. Dan compares intrinsic and extrinsic (‘carrot and stick’) motivators.

on

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March 7, 2010

The high school reality of Maslow and Herzberg

Filed under: Business & Management — Tags: , — Paul Clark @ 11:18 pm

When asking my students how they rate money as a motivator, most agree it is the prime motivator. This concept doesn’t quite align with the theories of Maslow and Hierarchy. Maslow saw money as a part of the basest of motivators – literally holding up the triangle – in that it can buy the survival needs such as food and shelter and provide an extrinsic motivator.

Herzberg’s investigations classified money as hygiene factor or de-motivator. However, when teaching these theories it is important to develop them and explain the context in which they were conducted. Maslow was a humanistic psychologist who believed that every person has a strong desire to realise his or her full potential, to reach a level of self-actualisation. To prove that humans are not simply reacting to situations, but trying to accomplish something greater, Maslow studied mentally healthy individuals instead of people with serious psychological issues.  The application of his ideas to business situations was a much later development.

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