The document discusses several topics related to employee motivation and teamwork, including: 1. It describes Maslow's hierarchy of needs and Herzberg's two-factor theory of motivators and hygiene factors. 2. It provides steps for achieving a motivated workforce, such as getting to know employees, establishing a positive attitude, and celebrating successes. 3. It discusses concepts like empowerment, the characteristics of successful teams, common team roles, and the stages of team development.

1. Total Quality Management
Employee Involvement
Bilal Ahmad Khan

2. Motivation
Maslow’s
Hierarchy of Needs

3. Ergonomics
Designing equipment and
devices that fit the,
human body
movements
cognitive abilities

4. Herzberg’s Two-Factor Theory
Motivators
 Recognition
 Responsibility
 Achievement
 Advancement
 Work
 Intrinsic
Hygiene factors/dissatisfiers
 Low salary
 Minimal fringe benefits
 Poor working conditions
 Ill-defined org. policies
 Poor supervision
 Extrinsic
What should be the focus ?

5. Achieving a Motivated Work Force
1. Know thyself
- 360 degree feedback system
2. Know your employees
- ask questions
3. Establish a positive attitude
- ideas and suggestions
4. Share the goals
- both individual and org. goals
5. Monitor progress
- road map

6. 6. Develop interesting work
- job rotation
- job enlargement
- job enrichment
7. Communicate effectively
- knowledge about work
8. Celebrate Success
- recognize employee achievement

7. “How can you be suffering from burnout? You’ve
never really caught fire in this organization.”

8. Empowerment
“Invest people with authority”
 Empowerment Vs Job enrichment
Three conditions to create empowered environment
1. Everyone must understand the need for change
- Locus of control
2. The system needs to change to the new paradigm
3. The organization must enable its employees
- information, education, and skill

9. Teams
A group of people with a full set of complementary skills
required to complete a task, job, or project.
Team members;
1. Operate with a high degree of interdependence,
2. Share authority and responsibility for self-management
3. Are accountable for the collective performance
4. Work toward a common goal and shared rewards
A team becomes more than just a collection of people when a
strong sense of mutual commitment creates synergy

10. When you TAKE responsibility you are
HELD accountable
• Responsibility: feeling of ownership
• Accountability: making, keeping, and managing
agreements

11. Types of Teams
1. Process Improvement Team
- represent each operation of the process or sub-
processes
2. Cross-functional team
- design review and product support teams
3. Natural work teams
- composed of all the members of the work unit
4. Self-directed/self-managed work teams
- performance evaluation, customer relations, supplier
relations

13. Characteristics of Successful Teams
1. Sponsor
2. Team charter
3. Team composition
4. Training
5. Ground rules
6. Clear objectives
7. Accountability
8. Open communication
9. Balanced participation
10. Cohesiveness

14. Team Member Role
Team Leader
 Ensure decisions are made by consensus
Facilitator
 Neutral assistant
Recorder
 Maintain MOM
Timekeeper
 Ensure that team maintains the schedule
Team member
 Member of natural work team

15. Stages of Team Development
1. Forming
- lack of trust
- formal communication
- organization required
- team charter is established
2. Storming
- most difficult stage
- great deal of conflict
- work out on compromise
- respect the experts on the team

16. Stages of Team Development
3. Norming
- Members begin to work together
- Emotional conflict is reduced
4. Performing
- Problem solving
- Changes are implemented
5. Adjourning
- Reserved for temporary teams
- lessons learned

18. Common problems in Teams
1. Floundering
2. Overbearing participants
3. Dominating participants
4. Reluctant participants
5. Unquestinoned acceptance of opinion
6. Attribution
7. Groupthink

19. Common Barriers to Team Progress
 Insufficient training
 Incompatible rewards and compensation
 First-line supervisor resistance
 Lack of planning
 Lack of management support
 Access to information system
 Lack of union support
 Project scope too large