Series: Project Planning and Management

project planning and management
series
71
ACKNOWLEDGEMENT
The Project Planning and Management Series consists of
a set of
modules presenting practical approaches, tools and techniques manuals and associated
for project planning and
management. (See list on

back cover). A product of the
Government of Jamaica/USAID
National Planning Project (1976-1980), the series was dev'eloped
by the Project Develop
ment Resource Team (PDRT)
of PAMCO for use in
"action-training" workshops and
reflects extensive experience in training and project development.
All piesent PDRT
members are contributing authors and have worked together
in writing, revising and
publishing the series. Special credits are due to Dr. Merlyn
Kettering for desigin and
development of the series; Dr. Bruce Brooks for writing
final ve-sions of many modiles;
Mrs. Marjorie Humphreys for assuming primary editing and

production responsibility and
for organizing draft papers into more useful materials: Mr.

since 1979, for designing the cover and improving many Lascelles Dixon, head of PDRT
of the illustrations; and Mrs.
Christine Hinds and Miss Linette Johnson for typing the
drafts and final manuscripts.
Any comments on the series and its usefulness are welcome.
Marcel Knight
Managing Director
PAMCO
March, 1980
Contributing Authors:
Merlyn Kettering
Bruce Brooks
Conrad Smikle Published by:
Lascelles Dixon The Project Analysis & Monitoring Co. Ltd. (PAMCO)
Michael Farr Inter-Continental Hotel, 4th Floor
Marjorie Humphreys Kingston, Jamaica, W.I.
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MODULE 40
MOTIVATION OF EMPLOYEES
Brucc Brook,6
A. PREREQUISITES:
B. DISCUSSION:
Motivation is the inner force that causes an individual to exert his own
unique resources toward goal achievement.
C. PURPOSE:
Motivation of employees is necessary in any organization if the manage

ment is to be successful in reaching the organization's objectives.
Motivation of employees is created as a result of outside and inside
stimuli and if these stimuli are correctly perceived and received by
individuals the goals of the project are much more

likely to be
acheived.
D. USES OF MOTIVATION:
Motivation of employees must be based on a conscious effort of the
manager to create the conditions and circumstances in which each indivi

dual in the organization is encouraged to use their natural talents and
abilities to the greatest advantage.
E. FACTORS THAT CREATE THE MOST FAVOURABLE CLIMATE FOR MOTIVATING

EMPLOYEES:
1) Prouide the opportunity fot achievement o' ptoject objec
tvez. One of the primary elements for providing moti
vation is a good system of commuwication6which will enable
the employees and the management to communicate easily
(without fear or reprisal), upward, downward and sideways
in the organization. Everyone in the organization is
entitled to know what to expect, what is going on and why!
Everyone must know what the project objectives are, the
progress being made, and the problems and policies of the
organization.
The flow of conmunications just doesn't happen. It must be
made to happen by doing certain things, i.e., setting up
DO NOT DUPLICATE WITHOUT PERMISSION
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committees, requests for reactions about actions to be
taken, face to face discussions with each employee, re

gular information releases on plans and progress toward
objectives, and a suggestion box for employees.
The matrix form of organization in relation to projects
(SEE MOUDLE 5) makes it imperative that a good system of
communications exist because of the complexity of the
organization. Management must exert an even greater effort
than is usual in the strict "line organization", if it is
to provide the opportunity for the employees to achieve
project objectives.
2) A pLogam o6 eirployec pa ticipation is important for

employee motivation. Involvement and understanding are
achieved through participation. This does not mean that
employees are to be involved in decision making, but the
seeking of their advice and counsel feeds the employee's
self value and creates job satisfaction. This will enhance
employee performance and move the project toward its objec

tives. Regular meetings and consultations with selected
employees will permit them to participate. The results of
these meetings should be disseminated among the employees
End recognition given to the involved employees for their
contribution on this process.

Another way for encouraging
employee participation is the use of committees that
involve the employees in the non-work related activities

of the company, as well as the solution to
policy problems that may arise. They can help gather
together relevant information and suggest possible solutions.
3) Centte on objctivez a.d goaZ6 rather than on skills and

activities. Objectives are what must be stressed. They
are the basis for the goals of each person in the organi
zation. The ability of the managemeovt to centre on the
organization's goal and objectives is likely to be the key
to successful project management. This means getting the

employees to set their own personal goals so the project
goals will be accomplished. Only a searching look at each
individual's contribution to
the whole, and the involvement
of each employee in the setting of their own oersonal goals,
will enable t.ie employees to make a maximum contribution to

the project.
The manager must give each employee the opportunity to set
his own goals and visualize the results of his effort in
concise and measurable terms. When this is done it gives
the management the basis for evaluating the employee in
relation to what "his" goals are and what he believes "he
will do" to reach his goals.
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When the employee states his goals and the results he will
generate to reach these goals, he must at the same time be
made aware of the system of rewards and penalties that will
come into play to reward success - and assess penalties

as earned. These rewards or penalties must be adminis
tered as quickly as possible after the employee's evaluation
has been completed.
4) The manager and supervisors must sct the cxampZ in order to
generate the needed "self-generating enthusiasm". This
provides a large part of the motivating force. In short,
the boss must lead the way. The manager must do as he
expects others to do and have confidence in their ability
to do thEir jobs. He must be sinceLe, hone6t, and humble
with those with whom he works. Respect the employees as
persons with feelings, aspirations, values, and knowledge
about their jobs just as you would expect to be treated.
Make each person feel that he is a definite part of the
total project and that his contribution is needed and
appreciated. The manager must be enthusiastic and positive
and run the organization acccrding to the rules, and never
bend the rules to favour anyone including friends, rela

tives and most of all himself.
5) The manager and supervisors should avoid negative approachz.
The vast majority of people want to achieve, so the super

visors must approach the work with a positive, "it can be
done", attitude. If the management's attitude sets the
tone for the work force, employees tend to emulate the
actions and reactions of their designated leaders. If
these leaders apprcach their jobs with a negative attitude,
there is a very strong likelihood that tne workers will do
the same. The tendency is to take longer to do tasks,
avoid the difficult, and spend time complaining and making
excuses for failure to perform.
There are different lists of principles that appear in the
literature, for creating the necessary climate to achieve
the desired results through others. The following list
incorporates those principles most relevant to motivation.
Because motivation of employees is so closely associated
with communication and change, the principles of com

munications and change are integrated into these prin
ciples of motivation.
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PRINCIPLES OF MOTIVATION
PRINCIPLE 1. Motivation is the central activity of management on
which all success depends.
PRINCIPLE 2.
Motivation is generated from within the individual in
response to either an exterior or interior stimulus.
PRINCIPLE 3. Each individual interprets and perceives outside
stimuli according to his own unique circumstances.
PRINCIPLE 4. Each individual has a limitless need for personal
satisfaction.
PRINCIPLE 5. Successful motivation programs will be constructed
to allow personal satisfactions to be in harmony with
organizational goals.
PRINCIPLE 6. Managers are responsible for creating the working
environment or climate that allows motivation to
occur.
PRINCIPLE 7. The manager's shadow is cast over all those he
manages and they are likely to mirror his image.
PRINCIPLE 8. The manager is what his self image allows him to be.
PRINCIPLE 9. It is only by obtaining accurate readings of our
behavior that we can change and correctly modify it
to be most effective in motivating others success

fully.
PRINCIPLE 10. Rules relating to use of authority or power:
1. Power flows upward as well as downward in the
organization.
2. Most people want to do the right thing.
3. People have far more ability than they are
releasing.
4. The manager is responsible for serving his
subordinates and for their success.
5. Because responsibility is shared, he must
help his subordinates achieve rather than
forcing them to achieve.
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6. When authority, responsibility, and account

ability are shared there will be greater
achievement.
PRINCIPLE 11. Six steps to participative management:
1. A problem is perceived or recognized by
either the manager or subordinate.
2. Subordinate takes responsibility for con

sidering solutions with manager's help.
3. Manager and subordinate mutually consider
implications of solutions.
4. Subordinate selects a solution manager can
accept.
5. Subordinate tries to implement solution,
and manager supports him in every way.
6. Subordinate finds the new solution acceptable
and adopts it or finds it unacceptable and
abandons it.
PRINCIPLE 12. Questions for the manager: (when adopting
participative management styles)
1. What do I presently do that my subordinate
could do as well or better than I?
2. Is my subordinate capable of making some of
the decisionswithin the framework of his
job, that someone else is making?
3. What are the costs and risks of subordinate
involvement in decision making and goal
setting?
4. As the subordinate grows, what training or
knowledge is it necessary to give him?
5. Am I honestly and sincerely ready to share
responsibility and authority with my sub

ordinates?
PRINCIPLE 1S. Employee's test for the boss:
1. Is he aware of me? Can I turn to him for

help?
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2. Will he do something to help ine solve this
problem?
3. Does he respect and know me as a human being?
PRINCIPLES OF CHANGE
PRINCIPLE 14. Change will occur with ever-increasing velocity for
change itself creates faster changes.
PRINCIPLE 15. The emphasis of the manager in a change situation,
in which experience no longer rulesmust be on
learning and teaching.
PRINCIPLE 16. In today's dynamic world the status quo is change.
PRINCIPLE 17. Today's manager must consider the total effects of
his organization arid its output on the quality of
life, on individual needs, and on society in
general.
PRINCIPLE 18. To conquer change, the manager must:
1. Honestly attempt to remain informed about what
is going on. A searching look at the world,
the community, society, his people, his com

petition, his organization, can avoid the
disaster of an avalanche of change, which in
reality was merely an accumulation of
innovation over time.
2. Provide for the continuous development and
education of his people. By considering the
changing job requirements, the psychological
impacts, the new knowledge needed, he can keep
his staff abreast of technological and
scientific change.
3. Recognize the potential for innovation from
within the organization. He must create a
situation where the creative fruits of his
own people can be harvested.
PRINCIPLE 19. People resist change because:
1. the human being's natural reaction to change
is negative;
2. they fear job loss or depreciation of worth;
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3. they have fear, awe, or outright animosity
toward anything they don't understand, and
particularly something they feel maybe a
machine intruding intc the human domain.
PRINCIPLES OF MOTIVATION
PRINCIPLE 20. Tips for introducing change or innovation.
1. Pre.-condition employees at all levels to the
introduction of the change. Secure full support
of management tEam and create a cooperative
spirit in giving advance communication
regarding the change.
2. Plan participation of those affected. Let
them be a part of the responsibility for success
and the decision making role. Make sure there
is understanding of the scope, needs, and goals
of the change.
3. Orientate everyone on their role in the pro

gram's success. Indicate the new challenges
and opportunities created. Be honest and
factual regarding job security, stability, and
the impurtance of the human contribution.
Explain how the system will operate. (See
Appendix 36.6 - checklist for Employee
Orientation)
4. Provide for needed training well in advance of the
program.
PRINCIPLE 21. A man's worth to an organization is directly propor

tional to his oppurtunity for performance.
PRINCIPLE 22. Questions managers must ask are: (to test motivation)
1. Is the atmosphere vital, friendly, happy, or
sullen, servile and glum?
2. Do employees stop their conversation when you
appear, or do they include you?
3. How many suggestions or new ideas for improve

ments do you receive?
4. When was the last time someone disagreed with
you?
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5. Is there a spirit of cooperativeness and team

work?
6. Are people developing and growing both on and
off the job?
7. Are employees setting reasonable goals?
8. Do my subordinates require constant supervision?
9. Are there irrational or excesssive over

reactions to problems?
10. Does everyone seem to be stereotyped in their
behavior?
PRINCIPLE 23. No human being can be truly successful and productive
anless he is expressing his own inherent potential.
PRINCIPLE 24. Management should concentrate first on thp overall
motivational climate and then on individual problem
cases.
PRINCIPLE 25. Man's behavior is controlled by a composite of his
heredity, his historical experience, and his present
environment.
PRINCIPLE 26. Jobs that do not meet basic biological needs have few
takers and those that do fill them will generally be
on the lower end of the productivity scale.
PRINCIPLE 27. A motivational program is not a free-standing,
isolated program, but one incorporating:
1. organization policies, procedures, and
objectives;
2. attitudes, philosophy, values, and actions
of management;
3. the creation of proper working conditions or
climate;
4. the wise use of the tools of motivation to
meet needs.
PRINCIPLE 28. Money, in and of itself, is not a motivator, but
managers must recognize it as a tool to be used in
meeting the needs of man which do cause motivation.
.DO NOT DUPLICATE WITHOUT PERMISSION
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PRINCIPLE 29. Fear is a negative motivational condition and will
rob employees of the desire to try to achieve their
potential productivity.
PRINCIPLE 30. Each individual has a changing hierarchy of needs
which varies according to his experiences and present
situation.
PRINCIPLE 31. A man's position in the organization has a large
influence on his priority of needs.
PRINCIPLE 32. The manner in which a person evaluates and determines
his needs affects the kinds of jobs he can perform
successfully.
PRINCIPLE 33. Job success is largely dependent on the correct
matching of the individual needs with job satis
factions.
PRINCIPLE 34. Individual motivational needs will shift as job
changes occur, but a drastic change is unlikely.
PRINCIPLE 35. Performance of the individual should lead to

satisfaction and not vice versa.
6 GOLDEN KEYS OF MOTIVATION
1.
Perception
2.
Feedback
3.
Goal Setting
4. Participation
5.
Relevancy
6.
Evaluation
PRINCIPLE 36. High effort must be balanced with similar rewards in

terms of needs and satisfactions of the individual.
PRINCIPLE 37. People perceive their world according to their needs,

and their perception of the job environment in
meeting them.
PRINCIPLE 38. Accuracy in evaluating perceived needs can best be
secured through feedback from others.

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PRINCIPLE 39. Goal setting will give us more accurate information
on estimating the discrepancy between the actor arid
the real person.
PRINCIPLE 40. Goals should be set which are neither so low as

to
fail to provide oppurtunity for incentive, nor so
high as to insure failure, and above all, in the
light of reality of accomplishment.
PRINCIPLE 41. Participation must be real, it must involve the
important aspects of the job at any level if it is
to fuel motivation and job performance.
PRINCIPLE 42. Relevance of facts and concentration on what is
necessary for accomplishment and performance will
result in successful motivation.
PRINCIPLE 43. Only through evaluation can an employee or his
manager know what is going on.
PRINCIPLE 44. A scheduled, regular, objective evaluation of every
individual on a planned basis will contribute to his
successful performance.
PRINCIPLE 45. A goal or result found in the job profile meets the
following 9 qualifications; A ututt...
1. Designed to increase the performance score of
the employee.
2. Tied into the manager's goals and thus to the
organizational goals.
3. Found in the area of personal involvement and
responsibility of the employee.
4. Designed so that progress and evaluation can
be measured fairly.
5. To allow the employee to exert maximum parti

cipation and creativity so he can match his
goals with organizational goals as much as
possible.
6. Designed to challenge and spur the growth and
development of each employee to his potential.
7. To enhance the process of communication between
superior and subordinate.
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8. To serve as device for improving organizational
control and integration.
9. Provide goals that are flexible rather than
static in nature.
PRINCIPLE 46. Consider group interaction when-setting goals, so
both individual contribution and teamwork are
properly expressed and defined.
PRINCIPLE 47. Self generated motivation occurs most successfully
when an employee is directing his efforts toward
definite goals he has helped set.
PRINCIPLE 48. Evaluation is not a reward - punishment session, but
rather a review of progress, growth, and development.
PRINCIPLE 49. Evaluation should:
1. cause improved motivation and increased per

formance in the future;
2. identify those with greater potential, and.
ready for increased challenges;
3. provide knowledge for decisions relative to
transfer, promotion, and salary;
4. provide an employee with benchmarks of his
achievement and accomplishment;
5. provide information to the manager as to his
success and what further contribution he can
make; and
6. provide the fuel for reformed or remodeling
goals for the future.
PRINCIPLE 50. Each individual should be evaluated against his own
goals, and for his own accomplishment.
PRINCIPLE 51. Competition is likely to be successful when indi

vidual goals are closely related to those of the
immediate group as well as the broad organizational
objectives.
PRINCIPLE 52. Each person has a potential for solving a problem or
accomplishing a task, and the more involved they are
in contributing to the solution the less they will
feel compelled to oppose it.
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PRINCIPLE 53. Providing different routes for recognizing the con

tribution of people will increase the chances for
motivational success.
PRINCIPLE 54. Rules for Parallel Promotion:
1. The promotion ladder must be real and meaning

fully related to achievement and ability.
2. It must be recognized by management and peers
as such.
3. Rewards must be commensurate with similar
contributions of the management cadre.
PRINCIPLE 55. Motivation and high job performance are virtually
impossible when the employee and the job are not
matched.
PRINCIPLE 56. Rules for matching the person and the job:
1. Determine what the job actually requires in the
way of skills, knowledge, experience, emotional
or personality factors.
2. Decide if it is an entry job with promotional
possibilities built-in along with training,
or if it is basically a terminal job with little
chance for advancement.
3. Use tests for determining specific skills or
levels of attainment if possible. Use only
valid testing programs.
4. Be sure to present the job accurately and
fairly to the candidate. Do not underrate its
demands or overrate the potentials for growth
and development.
5. Make sure through self-appraisal that you are
not swayed by prejudicial ideas about people,
race, color, age, sex.
PRINCIPLE 57. Job-testing success is dependent upon thorough know

ledge of the requirements of the job.
PRINCIPLE 58. Testing at its best can only provide people with the
potential for doing the job. It does not guarantee
they will do the job.
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PRINCIPLE 59. The more phases of "job orientation" that are carried
out by the new employee's immediate supervisor and his
fellow workers, the more successful it will be.
PRINCIPLE 60. A good incentive plan must move the majority of your
people to increased productivity over the long run.
PRINCIPLE 61. Tests for an "Incentive Plan." It must provide fnr:
1. Increased productivity
2. Frequent feedback
3. Flexibility to change
4. Teamwork and cooperation
5. Long range programming
6. Understanding and fairness
7. Broad participation
8. Meeting organizational objectives
PRINCIPLE 62. Basics of the "Scanlon Plan" are:
1. Productivity committee
2. Employee participation system
3. Processing procedure
4. Management decision
5. Appeal process
6. Measured rewards
.y
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PRINCIPLE 63. System of the "Scanlon Plan."
.. I Emp l oy e e s
Suggestion Boxes
Suggestions Employee Meetings
Individual Contact
3 - 6 Members
Processed and Productivit 2 Times as many Workers as
Recommendation Committee Managers
Immediate Supervisor
usually Chairman
Next Level or Decision
Decision Made Management Level in Large Organi

zation might be Overall
Committee
A a In Large Organization a
Higher Management Level
Ew
Reward Based on Increased
Productivity
PRINCIPLE 64. The productivity committee meets monthly and does the
following things:
1. Makes sure that each suggestion received is
properly recorded and adequately presented for
management's consicieration. (Some suggestions
will require further f:cts or development.)
2. Makes sure action is clearly taken and that
response or feedback is made to the proper
group or persons.
3. Processes all suggestions submitted, including
those still not completed and makes recom

mendations.
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4. Considers any other problems or oppurtunities in
regard to performance and productivity. (Often
the manager will institute problems for dis

cussion.)
5. Forwards recommendation to proper management
level for final decision. (It is most important
to recognize that the committee does not manige.)
The final right to accept or reject any recom

mendation is reserved for management' The
committee must not become embroiled in union
business, grievances, wages, etc. Its activities
are restricted to operating improvements only.
6. The committee must provide an accurate record of
its deliberations and activities so full com

munication can be achieved at all levels.
PRINCIPLE 65. Employee meetings held at regular periods coinciding
with the rewards time span should follow this pro

cedure:
1. The first order of business is to analyse the
performance of the previous period and why it
was good or bad. This requires the availability
of sound and reasonable records of productivity
and standards of performance.
2. Any organizational problems or matters of
interest which management wishes to communicate
to employees should be reviewed.
3. Discussion and action taken on past recommendations
and suggestions and why such action or disposition
was made.
4. Solicitation of new ideas, recommendations,
responses and problem identification from all
concerned.
5. Discussion and information as to results

rewards measures and what they will be for the
period. This must be presented in an under

standable and meaningful manner. Particular
recognition for outstanding achievement or
contribution should be made at this time to
maximize and encourage future efforts.
PRINCIPLE 66. A manager's expectations are the key to a subordinate's
performance and development.
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PRINCIPLE 67. The way the manager treats his subordinates largely
determines their nerformance and progress.
PRINCIPLE 68. Principles of Vertical Job Loading
PRINCIPLE
MOTIVATORS INVOLVED
A. Removing some controls while

responsibility and personal
retaining accountability
achievement
B. Increasing the accountability

responsibility and recog
of individuals for own work
nition
C. Giving a person a complete

responsibility, achievement
natural unit of work (module,

and recognition
division, area, etc.)
D. Granting additional authority

responsibility, achievement,
to an employee in his activity;

and recognition
job freedom
E. Making periodic reports

internal recognition
directly available to the
worker himself rather than
to the supervisor
F. Introducing new and more

growth and learning
difficult tasks not pre

viously handled
G. Assigning individuals
responsibility, growth and
specific or specialized tasks,

advancement
enabling them to become
experts.
----------------------------------------------------------
ENLARGEMENT VS. ENICHMENT OF CORRESPONDENTS' TASKS IN COMPANY
EXPERIMENT
Horizontal Loading Suggetions6

VeAtical Loading Suggeutons
Firm quotas could be set for letters

Subject matter experts were
to be answered each day, using a

appointed within each unit
rate which would be hard to reach.

for other members of the
unit to consult with before
seeking supervisory help.
(Supervisor had been
answering all specialized
and difficult questions.)
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The women could type the letters

Correspondents signed their own
themselves, as well as compose

names on letters. (Supervisor
them, or take on any other

had been signing all letters.)
clerical functions.
All difficult or complex

Work of the more experienced
inquiries could be channeled to a

correspondent was proofread less
few women so that the remainder

frequently by supervisors and
could achieve high rates of out-

was done at the correspondents'
put. These jobs c'-uld be

desks, dropping verification
exchanged from time to time.

from 100% to 10%. (Previously,
all correspondents' letters had
been checked by supervisor.)
The women could be rotated

Production was discussed, but
through units handling

only in terms such as "a full
different customers, and then

day's work is expected." As
sent back to their own units.

time went on, this was no
longer mentioned. (Before, the
group had been constantly
reminded of the number of
letters that needed to be
answered.)
Outgoing mail went directly to
the mail room without going
over supervisors' desks.
(Letters had always been
routed through the supervisors.)
Correspondents were encouraged
to answer letters in a more
personalized way. (Reliance
on the form letter approach
had beEn standard practice.)
Each correspondent was held
personally responsible for
the quality arz accuracy of
letters. (This responsibility
had been provincE of supervisor
and verifier.)
r.
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PRINCIPLE 69. Necessary steps to installing a "job enrichment"
program include:
1. Initially select jobs where cost of change is
relatively low, attitudes are poor, hygiene
is becoming costly, and motivation can make
a difference.
2. Approach the change with conviction that you
and your subordinates can successfully change
to meet the new dimensions.
3. Brainstorm a list of changes that may enrich
the job, without passing judgment on them.
This is the point to involve subordinates.
4. Screen the list to weed out impractical ideas,
those stated in generalities, those tending
toward horizontal loading, etc. It is
management's responsibility to determine
final job content.
5. If possible, set up an experimental grouping.
Introduce the new motivators a step at a time
to allow assimilation to occur. Use simplest
ones first to insure success building on
success. Keep track of performance.
6. Be sure your direct line supervisors understand
and are with you in the effort.
PRINCIPLES OF COMMUNICATION
DEFINITION OF COMMUNICATIONS IN MANAGEMENT:
COMMUNICATION, WITHIN MANAGEMENT, IS A MEANINGFUL
EXCHANGE OF UNDERSTANDING TO ACHIEVE A FAVOURABLE
RESPONSE.
PRINCIPLE 70. Understanding can occur only when there is common
knowledge.
PRINCIPLE 71. There must be a common sharing of the meaning of
words before understanding can occur.
PRINCIPLE 72. The more subjective the message, the more difficulty
we have in securino understanding.
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PRINCIPLE 73. There is always feedback from any message that is
received.
PRINCIPLE 74. A good message is not only understood, it also
achieves a favourable response.
PRINCIPLE 75. When the purpose of a message is emotionally
important it can usually be achieved most success

fully by personal contact.
PRINCIPLE 76. The more of the senses that are involved, the more
effective communication becomes.
PRINCIPLE 77. To insure the most successful understanding, keep it
simple, keep it short.
PRINCIPLE 78. When there is not understanding, there is quite apt
to be misunderstanding.
PRINCIPLE 79. All messages must be sent with the knowledge that the
receiver will interpret them as he sees fit, as a
unique human being.
PRINCIPLE 80. Barriers to communication:
1. Physical Barriers -- space, distance, time,

distractions, etc.
2. Personal Barriers -- values, judgments, desires,

attitudes.
3. Semantic Barriers -- different meanings of words,

phrases, and symbols.
PRINCIPLE 81. Standards or criteria must be established before
making an evaluation.
1. What we are accustomed to or expect becomes the
norm and only departures from the norm are
noted.
2. Criteria should be based on fact rather than
desire or wishful thinking.
3. Something is good or bad compared to what?
PRINCIPLE 82. Objective descriptions are quantitative;
1. How many, how much, how often (three times a
week rather than frequently).
40.20 PAMCO, PDRT

Training
Material
PRINCIPLE 83. Think in terms of continuous rather than categories.
1. Look at the big picture.

2. Seldom is something either black or white. The
truth is probably in the grey area.
PRINCIPLE 84. Evaluate ideas, situations, or people on individual

merit rather than pre-judging from generalizations.
1. A generalization to be useful must be based on

scientific fact or a long series of similar
experiences.
PRINCIPLE 85. Check for supporting evidence when you give or hear
opinions.
1. Our wishes, likes, dislikes, tend to influence
our own opinions or our evaluation of the
opinions of others.
2. Is the statement a fact based on scientific

evidence or long experience or are you accepting
it because you like the person making the
statement or because it is a statement that
agrees with your feelings?
PRINCIPLE 86. The level of listening depends on the mental
activity of the listener.
1. The non-hearing level.
2. The hearing level ... little remembered.
3. The thinking level ... good retention.
PRINCIPLE 87. Try to eliminate outside distractions which divert

the listener's attention.
PRINCIPLE 88. When distractions cannot be eliminated more effort

must be extended to concentration on the speaker's
subject.
PRINCIPLE 89. Avoid mental arguments with what a speaker is saying.
Concentrate on what he is saying and why he is
saying it.
PRINCIPLE 90. Listen for ideas instead of trying to remember all

the facts a speaker may give. He may be giving
several facts to develop only one or two main ideas.

40.21 PAMCO, PDRT
Training
Material
PRINCIPLE 91. Limit your note-taking to main ideas. Concentrate on
what a speaker is saying and write down only enough
to help you recall the main ideas.
PRINCIPLE 92. Do not let your emotional reaction to a person's
appearance or mannerisms divert your concentration
from what he is saying.
PRINCIPLE 93. Your concentration ability can be improved with
practice.
To carry out a program of motivation, a manager must recognize
the needs of the people in his organization. Basically every person
has needs that they desire to fullfill. The order of priority put on
these needs is an individual choice with the exception of the very
basic ones such as food, water and shelter, and even these are
influenced by individual choice in terms of quantity needed, e.g.,
some people have greater need for food than others after the subsistence
level is reached. A list of the needs and associated job factors are
shown below with a definition of those that are not biological.
NEEDS AND ASSOCIATED JOB FACTORS
BIOLOGICAL NEEDS BIOLOGICAL JOB RELATED FACTORS
Food & Water Money or Pay
Sex Fringe Benefits
Security Working r.onditions
Shelter Hours of Labor
Physical Comfort Managerial Relationships
Freedom from Fear Job Stability
SOCIAL NEEDS SOCIALLY RELATED JOB FACTORS
Recognition Learning & Training
Respect Advancement & Promotion
Status Authority & Responsibility
Acceptance Relationships with:
Companionship work group
Reputation supervisor or administration
Social Image of Organization
Social Image of Job
"'V
40.22 PAMCO, PDRT
Training
Material
INDIVIDUAL NEEDS INDIVIDUAL RELATED JOB FACTORS
Achievement Gaining Knowledge & Skills
Growth & Development Freedom of Action
Creativity & Innovation Challenging Atmosphere
Contribution Job Importance
Accomplishment Leadership Roles
Power Participation in Decisions
Pride Enrichment & Variety
Goal Setting
Change & Innovation
Each of these job factors can meet needs or cause frustration and
conflict in meeting needs. How you use the tools of motivation and
create the motivational climate can cause either job satisfaction or
job dissatisfaction. It should also be pointed out that the same
things that cause satisfaction for one person may cause dissatisfaction
for another. As time and positions change, the individual's priority
of needs may change and satisfactions at one time and place may become
dissatisfactions at another time and place.
THE CHALLENGE TO THE MANAGER IS TO DEVELOP PROGRAMS WHICH PROVIDE
THE MAXIMUM FLEXIBILITY IN SATISFYING INDIVIDUAL, CHANGING NEEDS, WHILE
MAINTAINING ENOUGH MANAGERIAL CONTROL TO BE SURE PROJECT NEEDS ARE MET.
DEFINITION OF MAJOR NEEDS IN FUTURE
*RECOGNITION - Outstanding performance earns
praise and fulfillment from manager and/or
peers.
RESPECT -- Feels satisfied that he is well
regarded by manager and/or peers.
0 *STATUS -- Involves his image or relationships
C with others either the manager and/or peers.
A ACCEPTANCE -- Feels he is part of the group or
L team effort.
COMPANIONSHIP -- The feeling of affection,
friendship and identifying with the group.
*REPUTATION -- The image he feels others have
of his ability and skill in his job assignment.
*ACHIEVEMENT -- The feeling of meeting and
achieving pre-determined goals and challenges
that are meaningful and known.
40.23 PAMCO. PDRT

Training
Material
GROWTH -- The feeling that one is gaining

and developing his knowledge, skills, and
abilities.
I CREATIVITY -- Being able to exert individual

N innovative approaches to job situation.
D
I *POWER -- The ability to exercise leadership
V over others, to influence or direct the goal
I setting process of others or the organization.
D
U PRIDE -- The self knowledge that a difficult
A task has been achieved or a job is being done
L well.
CONCENTRATION -- The feeling of being involved

with others in successfully achieving team
objectives, of having done your part of the
whole.
*ACCOMPLISHMENT -- A sence of responsibility for
not only our actions but for others as well.
A willingness to help others grow and achieve.
*These needs are generally stronger in those who make

good managers or supervisors.
Ewly PDRT worLking papers utevant to this topic include

"Management o6 People", M. Kettering and J. Ktitianen,
7977. (72 pag e).
40.1.1 PAMCQ, PDRT
Training
Material
APPENDIX 40.1
Exercise I
*THE HUMAN EQUATION -- ITS MANAGEMENT AND VALUE
NOTE: Check that area most closely approximating your opinion of
what is going on in your organization. Please be honest as
this exercise is for your own understanding only! Don't
study the question, but check your first reaction.
QUESTIONS: SYSTEM 1. X I SYSTEM 2. JXI SYSTEM 3. X
1. The confidence shown

in subordinates Little Condescending Completely
L 2. Subordinates feel.
E they can talk
A freely to their Not Sometimes Nearly
D supervisors Much Always
E 3. There is a con-
R scious seeking and
S use of subordinates' Sometimes Whenever Nearly
H ideas Desired Always
I 4. Subordinates
do
P shoulder respon
sibility and are
Very Sometimes Nearly
self directing
Seldom Always
5. Subordinates must
be watched con
stantly to insure
proper work
Most of Sometimes Very
responses
the Time Seldom
6. Men are inherently
lazy and careless
about work
Mostly Somewhat Seldom
M 1. Predominant use is
0 made of the follow-
T ing motivators -
I i.e., fear, threats, Often Sometimes Almost
V punishment Never
A 2. Employees are
T allowed to help set
I their own work Nearly Mostly Seldom
0 goals Always
N 3. Employees work
mostly for money
rather than achieve-

Nearly Mostly Seldom
ment
Always
40.1.2 PAMCO, PDRT

Training
Material
APPENDIX 40.1
QUESTIONS:
SYSTEM 1.
X SYSTEM 2. X SYSTEM 3 X
4. Responsibility for
I
reaching organi
zational objectives
Mostly
Top and At All
is felt
at Top
I Middle Levels
C 1. Information on how
0 the total organi-
M zation is doing is
Very
Little A Great
M given subordinates
Little
Deal
U 2. What is the direc-
N tion of informa-
I tion flow?
Downward
Downward Sideways
C 3. Downward communi-
A cation is received
T with
Suspicion
Caution
_Openess
I 4. Upward communi-
Often
Censored Accurate
0 cation is
Wrong
for Boss
N 5. Upward Communi
cation from sub-
Whenever
ordinates is
Hardly
Convenient Nearly
sought
Ever
or Useful Always
1. How well does the
D boss really know

Not Well
Only Things Well
I his subordinates
at All
IHe Wants To Informed
R 2. Where does the
E knowledge used in
Upper and
C making decisions
Top
Middle From All
T come from
Management
Management Levels
I 3. Is there a con
0 scious method for
N involving workers
Almost
When Fully
in decisions
Never
Convenient Involved
4. Is an evaluation of
Whenever
T When Needed n a
subordinates' per-
Something
for Prodding Regular
formance made?
is Wrong
Basis
40.1.3 PAMCO, PDRT

Training
Material
APPENDIX 40.1
QUESTIONS: ISYSTEM 1. X I SYSTEM 2. X SYSTEM 3. X
5. Goals orientation
and goal setting
are used to con- Fully
tribute to When Useful Involve
motivation Seldom to Boss Everyone
TOTAL CHECKS ... .......... 1 1
*Adapted from work done by Rensis Likert,
Univeristy of Michigan, Ann Arbor, Michigan.
'1
40.2.1 PAMCO, PDRT

Training
Material
APPENDIX 40.2
Exercise 2
QUIZ
"DO YOU KNOW YOUR PEOPLE"
INSTRUCTIONS:
1. List the 5 most important people to you, and affecting your job
and success as a manager. (Do not include family.) These can be
subordinates, bosses, suppliers, consultants, bankers, etc.
2. Fill in rest of information blanks.
NO. OF SPOUSE
NAME AGE CHILDREN (NAME) HOBBY
2.
3.
4.
5.
NOTE: When I return to my job, I will fill in this information for

the 5 most important people affecting my success as a manager.
SNO. OF SPOUSE
NAME AGE CHILDREN (NAME) HOBBY
il
reuntWmo, ITHU
~D IULCT EilRiMIS iraIONfo
2. NOTE:
3.
When
_
5.I
40.3.1 PAMCO, PDRT

Training
Material
APPENDIX 40.3
Exercise 3
(See Example on following pages.)
JOB PROFILE WORKSHEET
DATE
BY
POSITION
RELATIONSHIPS:
Responsibility --
Responsible to --
Responsible for --
Authority --
RESULTS (Job Goals):
Result I. (goal)
Activities --
Result II. (goal)
Activities --
EVALUATION:
40.3.2 PAMCO, PDRT

Training
Material
APPENDIX 40.3
EXAMPLE OF A JOB PROFILE
Date: January 14, 1978
By: Manager of Production
Position: Assistant Production Manager
RELATIONSHIPS:
RESPONSIBLE FOR: 'This position will be responsible for shipping
finished product. receiving raw products and supplies, storage and
inventory of products and supplies, department personnel, operating
and financial efficiency, purchasing all raw products and supplies,
purchase of equipment used in department, janitorial services, and
all necessary control data and information needed for depart

mental operation.
RESPONSIBLE TO: This position will report directly to the produc

tion manager for direction and evaluation of progress.
RESPONSIBLE TO THIS POSITION: 6 men shall report to this position,
i.e., p,,rchasing agent, chief shipping and receiving, 2 men in
shipping and receiving, 2 men on janitorial services.
AUTHORITY CONFERRED:
SHIPPING - select carrier, schedule delivery, load product, select
packaging and stacking methods, prepare shipping papers, maintain
continuous inventory control of finished product.
RECEIVING - unload, store, handle all raw products, and supplies
used and maintain inventory and use control records.
PERSONNEL - hire, train, discipline, and assign personnel,
schedule work, overtime, and vacations. Determine attendance at
schools, and training sessions, recommend termination, raises,
promotion, or change of classification.
FINANCE - make spending decision within budget and may purcha.e up
to $500 worth of equipment within department without vice presiden

tial approval.
40.3.3 PAMCO, PDRT
Training
Material
APPENDIX 40.3
PURCHASING:- determine quantity, supplier, specification of
quality, inventory supply, delivery schedule, mode of shipment,
method of purchasing.
RESULTS:
1. C'erate a job ciimate that encouages participationo6 att

eruoyee,5 in goat setting and job achievement resuLting in
high job satisfaction and productivity.
(a) each employee will have a "job profile" developed and
reviewed annually.
(b) fcrmal aluation of employees will be made at
minimum of 6 months intervals.
(c) monthly departmental employee meetings will be held
to maintain two-way communication and encourage
suggestions for improved operation.
(d) employ3-es will be encouraged to take advanced
training in their field of interest.
(e) salary schedules, promotions, and development and
growth will be stressed.
(f) working conditions and overtime are equitable and
reasonable.
2. I,6uAe an adequate .supply of quantity o6 Aaw product and

supp&Le foA the ptoduction depattment in the lteat cost
method to inute e ficient and effective production o6
product.
(a) secure competitive bids on all supplies and product
used which exceeds $500 in annual consumption.
(b) scheduled delivery and storage programs which will
reduce cost and insure minimal cash flow drain based
on a 30-day production schedule furnished by vice
president of production.
40.3.4 PAMCO, PDRI"

Training
Material
APPENDIX 40.3
(c) maintain a 3-day supply of raw product plastics and
a 30-day supply of other production supplies.
(d) develop a constant inventory plan in co-operation with
office manager and staff employees.
(e) review material and supply quality specifications in
co-operation with production manager and office
manager on regularly scheduled basis (bi-monthly).
(f) work out method of improving use of raw materials
product manager and employee.
3. Asue proper handfinq of materials shipped and Aeceved to

in,6uze effivency and quatity.
(a) develop a new packaging and stacking plan for
loading customer delivery in co-operation with
marketing department.
(b) route trucks so least amount of overlapping is done
and delivery is on time (before 4 p.m.).
(c) whenever possible, unload raw materials directly into
production line from rail car and on to trucks from
production line
d) check with customers by survey of salesmen to determine
timeliness and condition of finished product on
delivery.
4. Maintain pleasant and safe working conditionz in plant to

insue adequate employee mowale for incAeased p)Loductivity.
(a) remove all scrap, debris, and rubbish from plant on
daily shift basis.
(b) clean windows, floor, equipment and machinery on a
regular basis.
(c) repaint and refurbish walls, equipment and machinery
on a scheduled basis.
7
40.3.5 PAMCO, PDRT
Training
Material
4PPENDIX 40.3
(d) paint and identify all safety hazard zones.
5. Attempt to operate the department in .6uch a way that co.t.
are loweAed and imprLoved effirency cont buteu generally
towards increased production.
(a) establish a goal of handling all materials and supplies
witi the department for an overall cost of 8 per
pound.
(b) establish and operate within a yearly departmental
budget.
(c) schedule a workload that will minimize the need for
overtime.
(d) study the feasibility of annual ordering of supplies
and materials with regularly designated delivery
dates to increase economic leverage.
EVALUATION:
(a) The production manager will review progress toward job
goals every 6 months and revise and update same at that
time.
(b) Weekly conference will-be held with manager of production
to determine short run problems and progress.
(c) -Manager of production will conduct an annual salary and
wage review with assistant manager of production about
his salary and his recommendation for personnel salaries.
40.4.1 PAMCO, PDRT

Trainingj
Material
APPENDIX 40.4
USING MOTIVATIONAL TOOLS IN DEVELOPING A JOB CLIMATE
INTRODUCTION: A manager must be able to exercise control over job
factors to develop a motivational program. Job factors can be divided
into 2 categories:
(1) motivational tools; and
(2) job climate.
DEFINITIONS: For purposes of this workshop, the following difinitions
are given:
Motivationat TooZ6 -- are largely exterior, management controlled
job factors that stimulate or affect motivation. They are con

crete and recognizable in nature, and when directed at emoloyees will
triger fairly immediate response. For example ... money is one
of the primary tools of motivation. It is the actions managers
take, or the things they use to influence behavior, and they
contribute to the motivational climate.
Job Climate -- is largely that part of job factors related to
interior or self generated motivation. It is the condition which
influences the kind of motivation that occurs; the part of the
working environment created by management which allows self
generated motivation'to occur. The climate is how the individual
perceives his job and his relationships with others, and the
organization, to be.
These 2 job factors overlap. Our aim is to help you recognize
job factors how they contribute to the motivational process. It
is especially impottanmt to recognize that job factors may be
positive or negative in nature.
ACME STORY
The project manager and a management consultant were discussing
the need for a motivational program on the project. The consultant
pointed out to the manager that the motivational program would con
sist of not only direct actions or things management could do or use
(tools), but equally important, the creation of the right job con
ditions (climate). By using these two approaches skillfully, the needs
40.4.2 PAMO, PDRT

Training
Material
APPENDIX 40 .4
and job satisfactions of the employee could be met and positive inner
motivation could occur. He stressed the fact that an overall moti

vational program involved:
(1) organizational policies, procedures, practices, and
objectives.
(2) attitudes, philosophy, values, and actions of management.
(3) creation of a proper working condition or climate.
(4) using the tools of motivation wisely to meet needs.
Remember, motivational tools create job climate which allows job
satisfaction that either frustrate or meet individual employee's needs.
To fortify the manager's knowledge of how this process works,
the management consultant asked the manager to complete the following
exercise. Your job is to help the manager. Do this as a group.
Fill in the blanks with the most appropriate answer in your group's
opinion. You will find there is considerable overlapping, but this
only stresses the complex nature of the motivational process. (See
"Needs and Associated Job Factors" attached.)
INDIVIDUAL
*MOTIVATIONAL TOOL JOB CLIMATE NEEDS
(example) Retirement Dinner Work appreciation Recognition
Goal Setting Participation in

Decisions
Promotion to Foreman Authority over Others
Job Seniority Job Stability
Training Advancement Opportunity
Good Lighting Good Working Conditions
Employees Picnic Peer Group Support
/" 1
40.4.3 Pt,,CO, PDRT
Training
Material
APPENDIX 40.4
NEEDS AND ASSOCIATED JOB FACTORS
BIOLOGICAL NEEDS BIOLOGICAL JOB RELATED FACTORS
Food and Water Money or Pay
Sex Fringe Benefits
Security Working Conditions
Shelter Hours of Labor
Physical Comfort Managerial Relationships
Freedom from Fear Job Stability
SOCIAL NEEDS SOCIALLY RELATED JOB FACTORS
Recognition Learning and Training
Respect Advancement and Promotion
Status Authority and Responsibility
Acceptance Relationships with:
Companionship work group
Reputation supervisor or administration
Social Image of Organization
Social Image of Job
INDIVIDUAL NEEDS INDIVIDUAL RELATED JOB FACTORS
Achievement Gaining Knowledge and Skills
Growth and Development Freedom of Action
Creativity and Innovation Challenging Atmosphere
Contribution Job Importance
Accomplishment Leadership Roles
Power Participation in Decisions
Pride Enrichment and Variety
Goal Setting
Change and Innovation
Each of these job factors can meet needs or cause frustration and
conflict in meeting needs. How you use the tnols of motivation and
create the motivational climate can cause either job satisfaction or
job dissatisfaction. It should also be pointed out that the same
things that cause satisfaction for one person may cause dissatis
faction for another. As time and positions change, the individual's
priority of needs may change and satisfactions at one time and place
may become dissatisfactions at another time and place.
:2
40.4.4 PAMCO, PDRT
Training
Material
APPENDIX 40.4
DEFINITION OF MAJOR NEEDS IN FUTURE
*RECOGNITION -- Outstanding performance eavuin6 praise and
fulfillment from manager and/or peers.
RESPECT -- Feels satisfied that he is well regarded by
manager and/or peers.
0 *STATUS -- Involves his image or relationships with others
C either the manager and/or peers.
A ACCEPTANCE -- Feels he is part of the group or team
L effort.
COMPANIONSHIP -- The feeling of affection, friendship and
identifying with the group.
*REPUTATION -- The image he feels others have of his
ability and skill in his job assignment.
*ACHIEVEMENT -- The feeling of meeting achieving pre

determined goals and chellenges that are meaningful
and known.
GROWTH -- The feeling that one is gaining and developing
abilities.
his knowledge, skills, and

N innovative
D CREATIVITY --
Being able to exert individual
I approaches to job situation.
V *POWER -- The ability to exercise leadership over others,
I to influence or direct the goal setting process of
D others or the organization.
A PRIDE -- The self knowledge that a difficult task has
L been achieved or a job is being done well.
CONTRIBUTION -- The feeling of being involved with
others in successfully achieving team objectives,
of having done your part of the whole.
AJ
40.4.5 PAMCO, PDRT
Training
Material
APPENDIX 40,4
*ACCOMPLISHMENT -- A sense of responsibility for
not only our actions but for others as well.
A willingness to help others grow and achieve.
*These needs are generally stronger in those who
make good managers or supervisors.
Our No. 1 challenge then, is to develop programs which provide the
maximum flexibility in satisfying an individual's changing needs, while
maintaining enough managerial control to be sure organizational needs are
met profitably.
40.5.1
PAMCO, PDRT
Training
Material
APPENDIX 40.5
Exercise 4
DIRECTIONS: As a group,
fill in "A" & "B" & "C" DATE NAME

as you see it. INTERVIEWER
(9) OTHER REQUIREMENTS
NOT COVERED
S I I.
0
-m (8) TESTING REQUIREMENTS
TESTS OF APTITUDE, DEX

o.
E 4-.(
0.o- TERITY, PERSONALITY, ETC.
0 (n
U w Cw
o o-o O (7) EMOTIONAL REQUIREMENTS,

o '( n SUCH AS STRESS, MATURITY,
-
. a
S.- MOTIVATION, PERSISTENCE ETC.
W." o0_
0 -- 4-3 . _r
-C-
4
oU
0 CL (6) PERSONALITY AND
z2 -- >
r_ REQUIREMENTS: ANY SPECIAL

j u o
4--3 0"03 FACTORS, TEAMWORK, LEADER
-- >- SHIP, OUTGOING, ETC.
o 4.a-)
8
.,-- W
0
aj r0rO
LuJ U 3: PHYSICAL
CL 0 0C (5) PHYSICAL REQUIREMENTS,
"n W, 0 ANY LIFTING, STRENGTH, AGE,
. M''EDEXTERITY, ETC.
..) u
< -.X "0
(4) APPEARANCE REQUIRED,
__
--
CLANY
SPECIAL CHARAC-
" a) =
_-4- S- TERISTICS SUCH AS DRESS,
L-
4
- C S_
00
GROOMING, ETC.
C
4. -(3)
EXPERIENCE REQUIRED,
(D0 "--4- .-- -'

r-o0_.. ANY SPECIAL KIND OR
--CL . LENGTH OF EXPERIENCE

C " (2) SKILLS REQUIRED,
0 m LANY SPECIAL SKILLS NEEDED
C..
C) (1) EDUCATIONAL REQUIRE
-~ MENTS: WHAT KIND OF EDUCA
u TIONAL LEVEL IS NECESSARY
FOR THE JOB
u Ln > CD I 4-P
FACTORS:
(V0o r_
L. "0- 0a) a)
=04-0
< a)
u 0_0 a)S.
F- .(0 _I- (a
ULLJ- - C 4- a
40.6.1 PAMCO, PDRT
Training
Material
APPENDIX 40.6
Exercise 5
CHECK LIST FOR EMPLOYEE ORIENTATION
Name
Job
Date Employed
SUBJECT
1. Information on employee policies: DATE
WHO WHEN COMPLETED
a. wages (basic-rates-etc.)
b. incentive program
c. promotion (policies and
potential)
d. union (deductions-policy)
e. hours (starting-quitting
etc.)
f. overtime (policy-premiums
etc.)
g. vacation (schedules
length-etc.)
h. holidays (number-policy
etc.)
i. insurance (contribution
benefits-etc.)
j. training (opportunities
needs-etc.)
k. other fringe benefits
.2. Knowing the Organization:
a. tour of facilities or plant
b. organizational plan
structure
40.6.2
PAMCO, PDRT
Training
Material
APPENDIX 40.6
DATE
SUBJECT WHO *WHEN COMPLETED
c. organizational objectives
d. introduce "job profile"
e. discuss products produced
f. principle markets
g. organizational standing
h. growth and development
i. miscellaneous
3. Establishing the right relationships:
a. meeting first day

b. introducing to team members
c. appoint buddy
d. review job and job
relationships
e. review organization of team
f. tour facilities (i.e.,
lunchroom, washroom,
lockers, parking, etc.)
g. .discuss policy and rules
(i.e., tardiness, absen
teeism, coffee break,
lunch-hour)
h. review safety regulations
i. review hours and wages, etc.
j. other
40.6.3 PAMCO, PDRT
Training
Material
APPENDIX 40.6
SUBJECT
4. Job expectations and performance:
DATE
WHO WHEN COMPLETED
a. assign trainer
b. review training program
c. review team approach and goals
d. explain requirements of job
e. discuss expectations
f. review goals approach
g. standards of ethics and
conduct
h. work habits norm
i. establish co-operative spirit
j. training and teaching
procedures
k. discuss pride and quality
needed
5. Follow-up process
a. review and establish job
profile
b. review evaluation procedure
c. establish 2-way communication
d. check on progress
e. discover problem areas
f. encourage creativity and
participation
g. check with buddy and trainer
for progress and problems
h. assign or establish what
further actions are needed
i. other
Project Planning and Manaement

Series.
MANUAL
- I
Planning for Project Implementation
MANUAL - P Project Planning
MANUAL -
M Project Management
MANUAL
- PF Pioneer Farm Implementation
Planning
MODULES
1.
Defining Project Objectives
(Objective Trees)
2. The Logical Framework
3. Work Breakdown Structure
4. Activity Description Sheets
5. Project Organization
6. Linear Responsibility
Charts
7. Project Scheduling
- Bar
8. Bar Charting for
Project Charts
Control/Scheduling
9. Project Scheduling
- Network
Analysis
10. Milestones Description

Charts
11.
Resource Planning & Budgeting
12.
The Role of PAMCO
13.
Project Technology Analysis
14. Demand Analysis
15. Market 3trategy Analysis
16. Project Area Analysis
17.
Project Costz & Benefits
IS. Project Profile
19. Financial Analysis
20. Cash Flow Analysis
21. Discounting
22.
Net Present Worth Analysis
23. Cost-Benefit Analysis
24. Benefit-Cost Ratio Analysis
25. Internal Rate of Return
26.
Social Analysis of a
27.
Economic Analysis of Project
Projects (including Border

28. Financial Statements Pricing)
& Ratios
29.
Project Selection & Ratios
Analysis
30. Brainstorming
31. Decision-making System

32.
Project Institutional for Projects
Environmental Analysis
33. Ecological Analysis for
Projects
34. Introduction to Contracts,

Jamaican Contract
Documents & Tendering Procedures
35.
Selection & Use of Consultants
36. Project Documents for

Planning & Implementation
37. Report Writing for Projects
38. Project Files
39. Formats for Pre-Feasibility

& Feasibility Studies
40. Motivation of
Employees
and Personnel Evaluation
41. Design of a Project

Management Control System
42.
Evaluating & Forecasting
Project Progress & Performance
43.
Project Termination
44. Introduction to
Lending
Agencies
45.
Organizing and Conducting
46.
Withdrawal of and Accounting Conference Meetings
for Loan Funds

in the
Financing of Projects

Series: Project Planning and Management

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Copyright:

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Series: Project Planning and Management

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project planning and management

for project planning and

management. (See list on

Mrs. Marjorie Humphreys for assuming primary editing and

for organizing draft papers into more useful materials: Mr.

Any comments on the series and its usefulness are welcome.

unique resources toward goal achievement.

Motivation of employees is necessary in any organization if the manage

Motivation of employees is created as a result of outside and inside

stimuli and if these stimuli are correctly perceived and received by

individuals the goals of the project are much more

manager to create the conditions and circumstances in which each indivi

abilities to the greatest advantage.

E. FACTORS THAT CREATE THE MOST FAVOURABLE CLIMATE FOR MOTIVATING

the employees and the management to communicate easily

(without fear or reprisal), upward, downward and sideways

in the organization. Everyone in the organization is

entitled to know what to expect, what is going on and why!

Everyone must know what the project objectives are, the

progress being made, and the problems and policies of the

The flow of conmunications just doesn't happen. It must be

made to happen by doing certain things, i.e., setting up

DO NOT DUPLICATE WITHOUT PERMISSION

40.2 PAMC. PDRT

committees, requests for reactions about actions to be

taken, face to face discussions with each employee, re

objectives, and a suggestion box for employees.

The matrix form of organization in relation to projects

(SEE MOUDLE 5) makes it imperative that a good system of

communications exist because of the complexity of the

organization. Management must exert an even greater effort

than is usual in the strict "line organization", if it is

to provide the opportunity for the employees to achieve

2) A pLogam o6 eirployec pa ticipation is important for

achieved through participation. This does not mean that

employees are to be involved in decision making, but the

seeking of their advice and counsel feeds the employee's

self value and creates job satisfaction. This will enhance

employee performance and move the project toward its objec

employees will permit them to participate. The results of

these meetings should be disseminated among the employees

End recognition given to the involved employees for their

contribution on this process.

employee participation is the use of committees that

involve the employees in the non-work related activities

together relevant information and suggest possible solutions.

3) Centte on objctivez a.d goaZ6 rather than on skills and

organization's goal and objectives is likely to be the key

to successful project management. This means getting the

goals will be accomplished. Only a searching look at each

of each employee in the setting of their own oersonal goals,

will enable t.ie employees to make a maximum contribution to

his own goals and visualize the results of his effort in

concise and measurable terms. When this is done it gives

the management the basis for evaluating the employee in

relation to what "his" goals are and what he believes "he

will do" to reach his goals.

DO NOT DUPLICATE WITHOUT PERMISSION

40.3 PAMCO, PDRT