• First level supervisors  and managers
• Candidates for supervision

This seminar is based on actual experience-not "theory." All concepts will be documented through case examples and by an analysis of participant's experiences. Participants will learn firm, tested, proven, practical approaches to getting results.

• Distinguish the distinct differences between supervision and managing
• Define their job in terms of their three specific functions. i.e., getting today's work out-today, multiplying the output of the work group and reducing the manager's span of technology
• Identify the four reasons why managers often will not let supervisors reduce their "span of technology" and assume more responsibility
• Take specific, positive steps when obstacles to supervision are present

*Introduction and overview of course content; true-false quiz related to common views of motivation

*What motivation is not; common misconceptions about motivation such as: Motivation is attitude. Motivation is something that is done to the employee. There is only one level of true motivation.

*What motivation is; the goal-driven nature of people; achievement motivation vs protective motivation; the two characteristics of achievement motivation – worthwhile contribution toward a worthwhile cause

*Two primary reasons why people may not be motivated; how pushing for more and faster work, inspirational speeches, and incentives can be de-motivators.

*The two motivational jobs of supervisors - removing or reducing obstacles and getting concurrence with employees on what constitutes a "job well done" (JWD).

*Obstacles to performance exist in the operating environment and directly effect the work performance; obstacles to work gratification exist in the employees as they perceive the value and contribution of their work; dealing with obstacles that cannot be removed or reduced

*"Dis-satisfiers" or pseudo-obstacles; appear to be true obstacles but exist in the periphery of the organization, not in the performance of work; fringe benefits and other company perks are common "dis-satisfiers"; they are common gripe targets but even if fixed will not result in improved performance; distinguishing between "dis-satisfiers" and true obstacles; how to deal with "dis-satisfiers"

*The second common cause of motivational problems – differing views of what constitutes a "job well done" (JWD); areas of potential disagreement include the importance of the task, results expected, and process

*Communicating performance expectations; conducting a "JWD" discussion and getting concurrence on "JWD" expectations; creating an agreed-upon plan for performance improvement; practice exercise in conducting a "JWD" discussion

*Summary discussion; adjournment