Teoria das Expectativas de Vroom

Desenvolvida pelo psicólogo Victor Vroom, a Teoria das Expectativas de Vroom é uma das muitas teorias que procuram explicar as motivações humanas. Segundo Vroom, o processo de motivação deve ser explicado em função dos objectivos e das escolhas de cada pessoa e das suas expectativas em atingir esses mesmos objectivos.

De uma forma sintética, Vroom defende que a força da motivação (M) de determinada pessoa corresponde ao produto do valor previsto por si atribuído a um objectivo (V=Valência) pela probabilidade de alcançar esse mesmo objectivo (E=Expectativa): M = V. E.

Assim definido, a motivação é nula quer no caso em é indiferente atingir ou não determinado objectivo, quer no caso em que não existe qualquer expectativa em atingir o resultado. Da mesma forma, ocorre desmotivação sempre que a valência é negativa, isto é, quando a pessoa prefere não atingir o objectivo.

Da forma como foi apresentada, a Teoria das Expectativas de Vroom apresenta algumas características que a tornam mais realista do que outras teorias para explicar as motivações, nomeadamente as teorias das necessidades que colocam pouca ênfase nas características individuais. Por outro lado, por ser muito compatível com os sistemas de gestão por objectivos, tem tido uma grande aceitação por numerosos gestores.

Lyman W. Porter e Edward E. Lawer III, através do seu modelo (Modelo de Porter e Lawer) acrecentam a esta teoria a influência da performance actual, a qual depende não apenas do esforço dispendido, mas também das competências/conhecimentos para a realização das tarefas e da percepção de tudo o que é necessário para a sua realização e de quais os resultados pretendidos. Desta performance irá depender o grau de satisfação a qual, por sua vez, determinará o valor esperado daquilo que irá receber.

Decision Making Process

Introduction:

Decision making is a daily activity for any human being. There is no exception about that. When it comes to business organizations, decision making is a habit and a process as well.

Effective and successful decisions make profit to the company and unsuccessful ones make losses. 

Therefore, corporate decision making process is the most critical process in any organization.

In the decision making process, we choose one course of action from a few possible alternatives. In the process of decision making, we may use many tools, techniques and perceptions.

In addition, we may make our own private decisions or may prefer a collective decision.

Usually, decision making is hard. Majority of corporate decisions involve some level of dissatisfaction or conflict with another party.

Let's have a look at the decision making process in detail.

Steps of Decision Making Process:

Following are the important steps of the decision making process. Each step may be supported by different tools and techniques.

Step 1:  Identification of the purpose of the decision:

In this step, the problem is thoroughly analysed. There are a couple of questions one should ask when it comes to identifying the purpose of the decision.

• What exactly is the problem?
• Why the problem should be solved?
• Who are the affected parties of the problem?
• Does the problem have a deadline or a specific time-line?

Step 2: Information gathering:

A problem of an organization will have many stakeholders. In addition, there can be dozens of factors involved and affected by the problem.

In the process of solving the problem, you will have to gather as much as information related to the factors and stakeholders involved in the problem. For the process of information gathering, tools such as 'Check Sheets' can be effectively used.

Step 3: Principles for judging the alternatives:

In this step, the baseline criteria for judging the alternatives should be set up. When it comes to defining the criteria, organizational goals as well as the corporate culture should be taken into consideration.

As an example, profit is one of the main concerns in every decision making process. Companies usually do not make decisions that reduce profits, unless it is an exceptional case. Likewise, baseline principles should be identified related to the problem in hand.

Step 4: Brainstorm and analyse the different choices:

For this step, brainstorming to list down all the ideas is the best option. Before the idea generation step, it is vital to understand the causes of the problem and prioritization of causes.

For this, you can make use of Cause-and-Effect diagrams and Pareto Chart tool. Cause-and-Effect diagram helps you to identify all possible causes of the problem and Pareto chart helps you to prioritize and identify the causes with highest effect.

Then, you can move on generating all possible solutions (alternatives) for the problem in hand.

Step 5: Evaluation of alternatives:

Use your judgement principles and decision-making criteria to evaluate each alternative. In this step, experience and effectiveness of the judgement principles come into play. You need to compare each alternative for their positives and negatives.

Step 6: Select the best alternative:

Once you go through from Step 1 to Step 5, this step is easy. In addition, the selection of the best alternative is an informed decision since you have already followed a methodology to derive and select the best alternative.

Step 7: Execute the decision:

Convert your decision into a plan or a sequence of activities. Execute your plan by yourself or with the help of subordinates.

Step 8: Evaluate the results:

Evaluate the outcome of your decision. See whether there is anything you should learn and then correct in future decision making. This is one of the best practices that will improve your decision-making skills.

Conclusion:

When it comes to making decisions, one should always weigh the positive and negative business consequences and should favour the positive outcomes.

This avoids the possible losses to the organization and keeps the company running with a sustained growth. Sometimes, avoiding decision making seems easier; especially, when you get into a lot of confrontation after making the tough decision. But, making the decisions and accepting its consequences is the only way to stay in control of your corporate life and time.

Decision Making Techiniques

Stages of Decision Making

Many different techniques of decision making have been developed, ranging from simple rules of thumb, to extremely complex procedures.  The method used depends on the nature of the decision to be made and how complex it is.

The method described on this page follows a seven stages:

1. Listing all possible solutions/options.
2. Setting a time scale and deciding who is responsible for the decision.
3. Information gathering.
4. Weighing up the risks involved.
5. Deciding on values, or in other words what is important.
6. Weighing up the pros and cons of each course of action.
7. Making the decision.

What is Decision Making?

In its simplest sense: 'Decision Making is the act of choosing between two or more courses of action'.  

However, it must always be remembered that there may not always be a 'correct' decision among the available choices.  There may have been a better choice that had not been considered, or the right information may not have been available at the time.  Because of this, it is important to keep a record of all important decisions and the reasons why these decisions were made, so that improvements can be made in the future.  

This also provides justification for any decision taken when something goes wrong.  Hindsight might not be able to correct past mistakes, but it will aid improved decision making in the future.

Decision Making - An Introduction

People often find it hard to make decisions - inevitably we all have to make decisions all the time, some are more important than others. 

Some people put off making decisions by endlessly searching for more information or getting other people to offer their recommendations.  Others resort to decision making by taking a vote, sticking a pin in a list or tossing a coin.

Regardless of the effort that is put into making a decision, it has to be accepted that some decisions will not be the best possible choice.  

Decision Making - Infographic

Gerenciamento de Projetos com foco no ser humano

Escrito por: Ricardo Portela

* 74% dos projetos falham (Fonte: Project Management Institute Project Management Journal,Volume 36, Number 1).

A maior parte dos projetos falham em algum parâmetro de escopo, prazo ou custo. Hoje em dia, para você implementar qualquer coisa existe uma infinidade de barreiras e dificuldades. Existe um integração tecnológica muito complexa, uma diversidade cultural muito grande entre as pessoas de um mesmo time, existe o conflito de gerações, as dificuldades de um bom planejamento financeiro, as burocracias  e assim todo mundo poderia listar uma série de razões pelas quais os projetos falham. 

Porém a maioria das empresas vai procurar resolver esses problemas instalando um software mais complexo, ou solicitando mais orçamento, ou renegociando datas com fornecedores, ou revendo o caminho crítico, todas práticas válidas e já consagradas, mas estão fazendo a mesma coisa que todos e por isso continuam a obter os mesmos resultados.

Na tentativa de inovar e testar algo diferente para ver se obtém um resultado diferente é importante focar nos “Soft Skills”, ou seja, no ser humano e no seu “software” de relacionamento e interação com as pessoas e com o projeto.  

A neurociência tem avançado muito e demonstrado que o ser humano cria circuitos cerebrais no lado direito do cérebro ao longo da sua vida que são responsáveis pelas decisões. O lado direito do cérebro que controla as emoções e muitas das funções essenciais do corpo como bater o coração, liberar enzimas entre outras, tem uma velocidade maior do que o lado racional (esquerdo), portanto muitas vezes pensamos que estamos tomando uma decisão com o lado esquerdo, quando na verdade o lado direito já decidiu e você está só justificando com o lado esquerdo.

Portanto além de fazer o básico nos projetos, como planilhas e cronograma (Hard Skills) é tão importante quanto utilizar uma abordagem que atue nos elementos de relacionamento do ser humano com o meio. Afinal, a atividade de gerenciar projetos nada mais é do que a arte de materializar uma idéia, através do relacionamento entre as pessoas.

Fonte: www.hbrbr.com.br

10 Signs That a Company Has a Serious Culture Problem

This article is by Shane Atchison, the global chief executive of Possible, a digital global advertising agency.

Looking for a job? It always surprises me how few people interviewing at my company ask about our culture.  But they should. Over the last several months, we’ve all seen two cultural meltdowns that got big media play, and neither company came off well. In one, a woman named Julie Horvath resigned from GitHub and took to Twitter to complain about its alpha-male culture. This eventually led to the resignation of the CEO. In the other, a PayPal manager named Rakesh Agrawal began saying nasty things about other executives on Twitter. They tweeted back that he was mentally ill and they hoped he would find the help he needs. No matter what he did, that was not the sign of a happy workplace.

Aside from the unpleasantness, bad cultures are also bad for your career. Successful people tend to work for winners, and a good culture has been shown to drive long term financial performance. Work for a happy place, and you’ll likely do better in life.

However, that brings up a question. How can you know anything about a company’s culture when you only go for a single interview? Believe it or not, there are signs. As an advertising agency, my company does interviews with dozens of potential clients every year. Over time, we’ve come up with a list of red flags for company culture. No one of them, by itself, should turn you off. But if you see, say, five of them, you know you have a problem on your hands. Here they are:

1. They make a big deal out of the Ping-Pong table. Having a Ping-Pong table is fine; bragging about one is not. Why? The corporate world has somehow equated owning one with having a fun loving-culture. If your potential employers emphasize theirs, it may be a sign they’re checking off boxes rather than giving their employees what they really want.

2. The place is a dump. Whenever I walk into an office, I look along sightlines. If I see boxes sitting in the aisles and chairs piled up in meeting rooms, I know no one cares about the place. And there is probably a good reason why.

3. Only the leaders have offices. We’re always leery of a place where everyone has a cube except for the bosses. That usually indicates a hierarchical structure in which management and employees are at odds.

4. No one talks about culture. Companies should try to sell you on their culture. If the person interviewing you only wants to talk about your qualifications, ask yourself what she’s not telling you about the work environment.

5. Leadership demonstrates bad culture. Culture always flows from the top. You may not have a chance to meet senior management, but you can probably track down a video of them. Your initial reaction may speak volumes about how much you’ll enjoy working at the company.

6. Your interviewer talks about excellence. Every organization strives to succeed. That’s a given. A company that emphasizes excellence may also hold its employees to unachievable standards. Rather than focusing on your job, you’ll be worrying about your job.

7. It just seems weird. A happy workplace should hum. Some people should be up, moving around, and talking to one another. They should not seem bored or stressed. So take a look around, and ask yourself if the average person seems happy or not.

8. The company values are posted on the wall. If you see this, don’t bother with the interview. Simply find the nearest exit and walk through it.

9. It’s five o’clock, and everyone is buried in work. If you can, schedule your interview late. Five o’clock gives you a great opportunity to see how a company manages the work-life balance. A few people working late are fine, but some should be heading home.

10. If they ask you if you have a question, ask this: “How much time do you spend with your coworkers after 5 p.m., and doing what?” Good answers include having a beer and playing softball. Bad answers include anything to do with work, unless it happens only occasionally.

A lot of people would say that work should be a place for work and that these days any job is a good one. Agreed. Obviously you should get the job you can if you’re having trouble finding one. But if you have a choice of employers, try for one with a good culture. You’ll be happier, and your career will thank you.

In fact, the only downside to a good culture is that you’ll never become famous for ranting about your boss on Twitter. Then again, that 15 minutes is probably best left to someone else.

Source: www.forbes.com