Management motivations

The desire for improved techniques in fishing, aquaculture, and limnological management motivates much of the current basic work in the chemical ecology of fish. 

All that, can never be achieved unless all top and midmanagement, will be completely convinced of the necessity of implementing those principles to the degree that management motivation will carry an impact on supervisors and employees. 

Through the behavior-based process, employees can be trained in the application of an effective management system. Figure 16-9 lists some principles for managing motivation. 

Figure 16-9 Practical principles for managing motivation. Germain, George L., FEBCO, Safety and the Bottom Line, Chapter 7, Beyond Behaviorism to Holistic Motivation, p. 231, Figure 7-2. Reproduced with permission.

Self-directed study habits—attendance, participation, critical thinking, troubleshooting, goal setting, time management, motivation, reading and study, homework, self-directed work ethic... 

MOTIVATING TAC PERFORMANCE - five basic guidelines for understanding motivation six practical principles for managing motivation basic aspects of a performance management and motivation system for supervisors. 

Although it s difficult, it s being done. Showing payoff is a powerful management motivator. 

Laufer, A., 1987. Construction accident costs and management motivation./o rKit/ of Occupational Accidents, 8 295-315. 

The adoption of the Taylor system in the late nineteenth century changed the lines of responsibihty for product quahty (4). This management philosophy was based on using incentives, such as pay based on output, to motivate worker productivity. As the workforce became better educated and labor unions gained strength, it became difficult to motivate workers doing simple, repetitive tasks (5). 

Desire to Be Independent Yet Collaborate. Technical professionals are achievement-oriented and derive motivation from the work itself. This often means a need for increased participation in decision-making, as well as a natural skepticism and resistance to rapid changes in direction and tight control by managers. Collaboration and the desire for some form of teamwork also are a part of the professional s nature. 

Some approaches to quality management suggest that companies reduce the total number of suppliers for a service or material to just a few high quality entities. This allows the companies to symbi-otically develop relationships. Both parties can benefit greatly by using a system designed to rank preferred tollers. However, do not let the motivation to reduce the number of suppliers inhibit the critical review of potential tollers capable of performing the toll successfully. 

In the past, qualitative approaches for hazard evaluation and risk analysis have been able to satisfy the majority of decision makers needs. In the future, there will be an increasing motivation to use QRA. For the special situations that appear to demand quantitative support for safety-related decisions, QRA can be effective in increasing the manager s understanding of the level of risk associated with a company activity. Whenever possible, decision makers should design QRA studies to produce relative results that support their information requirements. QRA studies used in this way are not subject to nearly as many of the numbers problems and limitations to which absolute risk studies are subject, and the results are less likely to be misused. 

Performance based total productive maintenance is based on the promotions of PM through motivation management, autonomous small group activities. 

The more that can be done on the prevention side of the formula in managing any pollution problem, not just air pollution, the lower are our operating and hidden costs, and hence, the higher our profit margin. These cost saving categories can represent an enormous motivation for doing pollution prevention. 

Does your company have a deliberate organized program that focuses on P2 opportunities If not, then why not If yes, what motivated top management to put it in place ... 

EPRI NP-5664 is a study based on interviews of personnel at 10 utilities and 15 NRC personnel regarding the usefulness of PSA (they use the term PRA - probabilistic risk assessment). The general utility motivation for using PSA is to demonstrate an acceptably low level of risk to the NRC. Some utilities applied PSA to individual systems, functions, or issues. These smaller [ir(>grams served to train a PSA cadre and introduce PSA to other utility personnel and management. 

Managers therefore need to understand and analyze human behavior rather than establish a process for motivating employees. 

Considerable attention has been focused on the kind of motives which drive the decisions and choices of individuals in a work setting. An influential model of motivation was the "scientific management" movement of F. W. Taylor (1911) which viewed motivation largely in terms of rational individual decisions to maximize financial gain. This theory claimed that workers only wanted to make as much as possible for as little effort as possible, and that they were neither interested in, nor capable of planning and decision- making. 

The basic premise of the SLIM technique is that the probability of error associated with a task, subtask, task step, or individual error is a function of the PIFs in the situation. As indicated in Chapter 3, an extremely large number of PIFs could potentially impact on the likelihood of error. Normally the PIFs that are considered in SLIM analyses are the direct influences on error such as levels of training, quality of procedures, distraction level, degree of feedback from the task, level of motivation, etc. However, in principle, there is no reason why higher level influences such as management policies should not also be incorporated in SLIM analyses. 

Traditional Safety Engineering A safety management policy that emphasizes individual responsibility for system safety and the control of error by the use of motivational campaigns and punishment. 

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