A group of friends carries on a conversation for a couple of hours. No one remembers how they ended up talking about the lives of penguins in the Antarctic when they had started out discussing home computers. Unless the friends were trying to accomplish something more than interesting conversation, they did no harm. When business meetings resemble this gathering of friends, however, few decisions are made and much time is wasted. It takes skill and follow-through to conduct effective meetings.
La expresión supervisor tiene dos connotaciones: 1) un nivel específico en la jerarquía administrativa, generalmente entre el administrador de la granja y el capataz; y 2) cualquier persona con responsabilidad para administrar y facilitar el desempeño de una o más personas, sin tener en cuenta su nivel administrativo. En este capítulo y en los próximos nos concentraremos en este último enfoque.
The term supervisor has two connotations: (1) a specific level in the management hierarchy, usually somewhere between the farm manager and the foreman; and (2) any person who has responsibility for directing and facilitating the performance of one or more persons—regardless of their management level. In this and the next few chapters we will focus on the latter.
El pago de incentivos generalmente es fijado para premiar los resultados de un desempeño específico en lugar de retribuir sólo por tiempo de trabajo realizado. Si bien los incentivos no son una respuesta a todos los retos de gestión, pueden tener una gran influencia en el mejoramiento del desempeño del trabajador.
Incentive pay, also known as "pay for performance" is generally given for specific performance results rather than simply for time worked. While incentives are not the answer to all personnel challenges, they can do much to increase worker performance.
Jobs that call for creativity, autonomy, analysis, and personal growth may provide the best motivator of all: intrinsic rewards. Such satisfaction originates from within the worker. An intrinsically motivated worker does not obtain his motivation from external stimulation provided by the employer. An overemphasis on external rewards may be responsible for elimination of internally originated ones. There are personal and organizational objectives that simply cannot be realized through pay.