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Individual Dynamics and Leadership. Changing Behavior

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Individual Dynamics and Leadership. Changing Behavior

  1. 1. INDIVIDUAL DYNAMICS AND LEADERSHIP PROJECT ON BEHAVIOUR MODIFICATION AND MOTIVATION USING OB TECHNIQUES BEST PRACTICES THAT CAN BE FOLLOWED FOR BEHAVIOUR MODIFICATION AND MOTIVATION OF EMPLOYEES OF THE CIS PRACTICE AT DELOITTE INDIA CONSULTING PVT LTD Mayank|Prity |Deeksha |Harika |Abhishek | Prasanth Group 5
  2. 2. The CIS Practice at Deloitte Growing Fast One of the fastest growing practices at Deloitte, the tam size grew by 4 times in the last two years Diverse The practice caters to the life sciences and healthcare sector and consists of people from different professional backgrounds like physicians, dieticians, dentists, physiotherapists and engineers. Dynamic Since the project supports EMR systems at a big Healthcare provider in the US, there is a constant budge of activities and challenges pertaining to new requirements. Client Interaction Employees have to constantly interact with physicians, nurses and other hospital staff who are using the EMR application , understand their problems and provide quick solution Onshore - Offshore The team is spread across US & India offices working across different time zones. Deloitte CIS Practice Diverse Client Interaction
  3. 3. 1 2 3 54 7 6 Employees should come to office on time They should meet their deadlines Effective communication Creativity and Innovation . People should be a team player Employees should deliver quality work They should spend more no. of hours in office Manager’s Concern 8 Job rotation 9Budget constraint
  4. 4. Talked to managers and team leads in the practice to understand the key issues pertaining to organizational behavior that they face Connect Relate their problems to core concepts of organizational behavior and try to find solutions for them based on OB models Explore Study and analyze the survey results to suggest best practices that can be followed to modify employee behavior and motivate them Analysis Float a survey to employees in the practice to understand what are there individual preferences and where they fit in the model. Interact Objectives and Methods of Study Objective The key objective of this exercise is to study the behavioral issues faced by mangers in the CIS practice at Deloitte and relate them to OB models in order to suggest best practices to be followed to modify employee behavior and keep them motivated.
  5. 5. Modifying Behavior 25% 4% 71% Award you for coming on time and being punctual Deduct your salary if you come late praise you if you come to office on time 43% 57% Award you for spending the needed hours in office praise you if you spend the correct hours in office 32% 4%64% he can praise you if deliver them on time Penalise you if you don’t meet your timelines Reward you for delivering them on time 25% 4% 71% praise you for quality work Penalise you if your work is not up to the mark Reward you for being good and delivering the best solution 18% 82% praise you when you deliver something out of the box Reward you for being an innovator 39% 61% Praise you if the client is happy with you Reward you every time the client praises you 46% 4% 50% just praise you for being a team player Penalize you for not working in sync with the team Reward you for helping others in the team Come to office on time – Praise Spend time in office – Praise Meet deadlines – Positive reinforcement Quality deliverables – Positive reinforcement Creative solution – Positive reinforcement Client Interactions – Positive reinforcement Team player – Positive reinforcement
  6. 6. Motivation 19% 81% Employees' Response Job and valued Job and not valued 61% 39% Employees’ Response Career and valued Career and not valued Challenges: • Job rotation • Budget Constraints Response: • Maslow’s hierarchy of needs can be applied on survey response. • Career oriented employees feel they are valued unlike job oriented employees. 100% Employees' Response Career and Yes 57% 43% Employees' Response Job and Yes Herzberg’s two factor theory: • Only involving employees in decision making decreases dissatisfaction. • However, rewarding employees increases satisfaction
  7. 7. Learnings and Conclusion Best practices Key takeaways from analysis based on reinforcement and motivation theories Reinforcement For expectations over and above the job role they look for rewards. Self motivated Most of the employees understand core values Job rotation Provide ample opportunities for learning and career development Recognition Awards and pay hikes are substantial job motivators

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