44.312
Security Management
home page > Unit 7: Motivating!
"Once people trust management, know they are responsible and are given the training, it's astonishing what they can do for customers and, ultimately, shareholders." -- --James Henderson
- Motivating Managers
- Theories of Motivation
- Interpersonal Skills
- Motivational Ideas
(based on Ch 7. of Principles of Security Management)
"It is a fallacy to assume that managers and bosses are always motivated and that it is subordinates who need a good dose of motivation...Motivated executives model the way (my emphasis), creating a work climate that infects all of the members of the agency. Conversely, unmotivated managers breed unmotivated employees."
also
requires a real commitment to giving clients the best services
(another example of how you can't deal with any management
issue in isolation from others these days..)
example from the book of De-Mar
Plumbing, which sets very high goals --- publicly -- and
then takes a wide range of measure to meet them:
"The plumbing company, having publicly announced this rather
lofty commitment, now has set expectations and clear
goals for its core management and staff. To help implement
the commitment, management must model, through its interactions
with staff, the attitude and behaviors it will take to carry
out the commitment. In addition, employees will probably be given
responsibilities to share in the challenges set forth
by the company. The firm will give a high level of responsibility
to its staff only if it assumes that employees naturally desire responsibility and challenges. In a very real sense, core management
will, through a socialization process, be establishing
performance and customer relations roles for its employees. If
successful, the company will receive monetary and status rewards
from its customers that will need to be redistributed to its
employees, whereas the individual plumbers may receive praise
from clients for excellence in service. Core management must
also find a way to share with all employees the extrinsic
and intrinsic benefits the company will receive from providing
such rich service. In a sense, all the major theories of motivation
will be used as a result of the commitment to quality service.
It all begins with a planned effort to fulfill the needs
of customers."
"A
private security firm is obligated to accrue a monetary profit
for its goods and services. This is the natural and healthy interest
of any private-sector firm functioning in a competitive market.
Moreover, to maximize profits in a competitive industry for the
long term, it is imperative to get employees to maximize their
performance. However, a common approach to maximizing profits,
at least in the short run, is to provide low-cost service by
using substandard equipment an/or paying employees lower wages
than the industry norm." (my emphasis).
What type of motivation would
be most common in this sort of firm, and what would the results
be?
Contrast this to a firm Tom Peters described, whose principles include:
"Attract exciting people -- more than a few of whom are a little offbeat.
Raise hell, constantly question 'the way things are done around her,' and never, ever rest on our laurels. (Today's laurels are tomorrow's compost.)
Make sure that those who leave us, voluntarily or involuntarily, can testify to having learned a lot, having had a special experience, and having made fast friends while they were here. (You shall be known by your alumni).
Have a collegial, supportive, zesty, zany, laughter-filled environment where folks support one another, and politics is as absent as it can be in a human (i.e., imperfect) enterprises."