Пособие по переводу английской научно-технической литературы. Орлова Г.Д. - 161 стр.

UptoLike

Составители:

Рубрика:

161

Many books and articles have been written describing how to use the strengths and

weaknesses of staff members to motivate them to better performance. But too many of

the tactics recommended result in manipulation rather than motivation. The best

approach is a direct and candid one.

Understanding that motivation means "motive-for-action" may shed some light on

how to motivate others. Actually, you cannot motivate anyone; the best you can do is

make it possible for each person to motivate himself. A strong motive for action is the

conviction that completing the assignment at hand will be of benefit to the company and

to the staff member. It is your responsibility to foster this conviction.

Delegating Responsibility

Learning to delegate will not be easy, especially if you have been a highly

competent engineer. The very engineering skills that won you a promotion to

management can be a detriment to your becoming an effective manager of engineers.

As you review the work of your subordinates, you will be itching to release those skills

once again. You will find it hard not to give a complete answer when you are asked,

"What should I do now? I'm stumped." But even if your background and experience

make the correct answer obvious to you, you should merely provide suggestions. Have

the subordinate view the problem in a broader perspective. If necessary, recommend

several courses of action. You will probably find that with a little effort, he can select

and develop the best course of action himself.

If you select the best approach for a subordinate, it becomes "what the boss wants";

and if it does not work out, he will not feel responsible. Thus, his commitment to

solving the problem is reduced, and his problem-solving development is slowed. In an

unusual case, a subordinate may become your arms and legs—doing what you want

done, taking little blame for what is done wrong, and giving little thought to what the

job is all about. But this should be the exception, not the rule.