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Stakeholder Motivation Techniques

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This is based on your private business that you ran for 10 years.
Stakeholder Motivational Techniques

Identify at least 5 motivational techniques that might be useful for gaining acceptance by all constituents in this organization.

Develop a campaign to implement these identified motivational techniques.

Develop a milestone plan for implementing your motivational campaign.

Communications Plan

Identify which types of communication (such as regularly scheduled meetings, shared media such as SharePoint, email, social media, hardcopy reports, etc.) you will use to communicate project status. Be specific on timeframes, the types of information that will be shared, and the level of detail that will be shared with these tools.

Next, discuss which stakeholder groups will receive the specific types of communication you have identified. This can be done via a matrix or table by listing stakeholders in the left column, the types of communications along the top, and an "x" in the cells where a specific stakeholder group should receive a particular type communication.

Layout an authorization plan and who will need to sign-off on specific communications or movement to the next phase in a project.

Include samples of some of the reports or canned communications that would be sent.

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Identify at least 5 motivational techniques that might be useful for gaining acceptance by all constituents in this organization.

The Reward Inducement System, The Managerial Inducement System, The Task Inducement System, The Social Inducement System, and extrinsic motivation techniques are all techniques to elicit acceptance and motivate my employees.

Develop a campaign to implement these identified motivational techniques.

Type I Motivation, Type II Motivation, and Type III Motivation would be used to motivate my employees. The most optimal tasks for employees to engage in are green tasks wherein employees enjoy the new transition within the organization, and therefore, engage in the tasks regardless of success or failure, but their enthusiasm for these tasks will facilitate success more so than red tasks. Red tasks are those tasks that don't elicit any organizational enthusiasm amongst employees, and therefore, employees only do these for pay without much enthusiasm. Because this is a new transition into my company, I need employees to be highly enthusiastic about the tasks that will be done to ensure that our restructuring program is fluent and successful.

My employees must be committed through the use of green tasks that elicit physically and/or emotionally pleasurable or enjoyable responses from my employees. In other words, the individual is having fun purely from engaging in these behaviors. Tasks may be perceived as green to individuals because while they engaging in these tasks, their social identities are better realized and pronounced. The use of motivational tasks such as allowing the employees to play a role in the development and design of our new internet system as well as map the ...

Solution Summary

The expert identifies at least five motivational techniques which might be useful for gaining acceptance by all constituents in the organization. The milestone plan for implementing your motivational campaign is determined.

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Evaluators Might Need Motivation Too!

Performance has often been viewed as a multiplicative function of ability and motivation. Of course, from the quality movement and attribution theory, system factors must also be recognized as important determinants of performance. Focusing on a person, however, leads to emphasizing ability and motivation as causes of performance. The simple multiplicative model can be applied to how well evaluators perform the task of evaluating, not just how well workers perform their tasks or roles or enact the desired values.

Looked at as a joint function of ability and motivation, it can be seen that techniques used for developing common evaluation standards focus on the ability to evaluate accurately. However, techniques such as FOR (Frame-Of-Reference) training do not directly address the motivation of people to evaluate accurately and with common standards.

1. To what extent do you think evaluators may not be motivated to do a good "job" of evaluation? Are there reasons why an evaluator may be motivated to NOT make evaluations accurately? Describe

2. What could be done to increase the motivation of evaluators to rate accurately?

3. Are there system factors that may operate as barriers to evaluating accurately? How could these be reduced or eliminated?

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