Motivational Management: Inspiring Your People for Maximum Performance

Front Cover
AMACOM, American Management Association, 2003 - Business & Economics - 276 pages
Managers have a tough job. By definition, they must accomplishtheir goals and do their work through the work of others. The oldsaying that OCyOCyIf you want something done right, do it yourselfOCOOCO hasa ring of truth to it, because it is usually harder to get employees todo a challenging job well than to do it yourself. Yet managers mustlet go of their own urge to just step in and make things right, andthey must instead nurture the necessary competencies and commitmentin their employees.Achieving difficult goals through the work of others is of coursean age-old challenge. Whoever built the pyramids must have wrestledwith it. But in some ways, the challenge is a new one for ustoday. As weOCOll explore in Chapter 1, managers now face challengesthat need a lot more effort, creative problem-solving, and willingnessto change than did the previous generation of managers. As Ivisit workplaces and speak to audiences of managers and executives, I hear a common set of frustrations and desires having to dowith the need to achieve tough and variable goals in a tough andvariable world. To be better and quicker and smarter as an organizationrequires us to be better and quicker and smarter as individuals.That means everyone, not just the managers. How do weachieve that goal?"
 

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Contents

The Quest for Star Performers
1
Creating a Positive Performance Environment
18
Rethinking Management Communications
35
Using Motivational Communication Techniques
49
Tackling the Feelings That Drive Performance
65
Providing Challenging Opportunities
87
Using Feedback to Motivate
114
Eliminating Contaminants
139
Transforming Negative Attitudes
158
Appealing to Individual Motives
184
Using Recognition and Rewards
209
Measuring and Tracking Job Motivation Levels
233
Learning Goals for Each Chapter
251
The Incentive Profile
259
Index
269
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