What contributes to Job Satisfaction:
By, John Errigo, MS
Abstract: A focus on how a lack of employee engagement correlates to the organizational problem The primary organizational problem of employee engagement highlights a specific focus on how evaluating the theory of self-efficacy though academic literature shows a clear empirical correlation in how employee engagement is tied intimately together with job satisfaction.
Mulki, Lassk & Jaramillo (2008) give a good perspective in how self-efficacy theory is explored within an organization and how this organizational theory would serve both the employee and the company well with implication that within a salesperson’s job the theory can be applied to solve the problem. It was noted in the article how the theory of self-efficacy can serve as a fundamental organizational theory to enhance job satisfaction and solve the issue of job satisfaction.
“There are individual factors that may explain the way salespeople perceive and welcome the challenge how they respond to their job roles and workloads. This research note and suggests that one such factor is self-efficacy. For instance, two salespeople might receive an identical request from engagement: “complete ten sales calls in a week.” Although the request (objective workload) is identical, a salesperson with low self-efficacy may find the task unbearable and highly stressful, whereas a self-efficacious salesperson may perceive it as reasonable and not stressful, and he or she may even welcome the challenge” (Mulki, Lassk & Jaramillo,
2008, p. 226).
Bandura (1994) defines self-efficacy as an individual’s belief in his or her ability to produce designated levels of performance. Mulki, Lassk & Jaramillo (2008) further research how Self-efficacy is also a measure of an employee’s confidence in his or her abilities to produce personal resources and deploy an appropriate response strategy to address job situations within their locus of control. If a salesperson is given the same job as their co-worker, why does one feel as though they can accomplish the job without any problem, while the other is struggling and having difficulties? The theory of self-efficacy can solve the problem, however an organization through their structure, training and ultimately their leadership help an employee reach designated levels of performance. An organization which does not realize the importance of self-efficacy will not totally engage the employee since they have not allowed the employee to reach their full potential, therefore not engaging the employee and leading to less job satisfaction. This theory complimented with the other three in relation are the best source of clearly identifying the organizational problem and are appropriate for exploration since it gets to the heart of the problem. Without a clear discovery of the problem and organizational solution cannot be found. These theories help address adequately and define the organizational problem.
Focusing on motivational theories alone may not address the organizational problem
The researcher has observed when a company demonstrates a lack of commitment, however even though the company pay their employees above average there is more than just pay for commitment, and even if an employer engages in the theory of self-efficacy it may not address the challenge of having an engaged and satisfied workforce. “However, researchers sometimes encounter difficulties when attempting to distinguish among different forms of commitment. For example, some forms (e.g., affective and normative commitment) share similar relationships with criteria, while the dimensionality of others (e.g., continuance commitment) is debated” (Johnson, Chang, & Yang, 2010). Self-efficacy may not address the problem since if an employee is not committed to an organization there is nothing else which can be done within the theory of self-efficacy, Maslow’s Hierarchy of Need and the Motivation-hygiene factor. These are limited, although they may break open the problem, they are not sufficient alone to address the organizational problem.
As mentioned a strong correlation between the theories of motivation and an organizational development may have a combinational effect which would get to the heart of the organizational problem. The biggest challenge is the leadership and their obstante force on the negative focus on the one-percent. This mindset has to be addressed at the top level. If the CEO is blinded by the depth of the organizational problem and he cannot see clearly there is a problem everyone else too will be in denial. This is where the theories and the proposed OD intervention will not address the organizational problem. Without a paradigm shift in leadership’s perception as well as attitude and focus on the negative one-percent, the organizational problem will never be addressed and it proves the theories presented as null and void as a solution and a shift focus on positive employee engagement.
Employee engagement is not a panacea to job satisfaction
The researchers of , Masson, R. C., Royal, M. A., Agnew, T., & Fine, S. (2008), Both, J., & Mann, S. (2005), Babcock-Roberson, M. E., & Strickland, O. (2010), reach a consensus of leadership in an organization does have an impact on the characteristics of job satisfaction and employee engagement. Those employees that are engaged compared to those who are not reveal a direct correlation to their job performance. The correlation between unengaged and engaged workers has a direct impact on an organization. Employee engagement is not a panacea to job satisfaction. They also conclude there are other factors which are out of an organizations control which is seen as a hindrance in promoting job satisfaction. An employee’s emotional state or lack of engagement resulting in a poor attitude regarding any job is out of an organizations control and therefore employee engagement is not a panacea to job satisfaction.
All rights reserved (2010) and my not be duplicated or referenced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
Tuesday, December 21, 2010
Sunday, December 5, 2010
Building a Marketing Plan though Marketing Segmentation
Defining Marketing Segmentation in Business Applications
By: John Errigo, MS
What is market segmentation comparative to design and subsequent evaluation?
Market segmentation is concerned with classification of customers and consumption and when enacted, market segmentation usually turns to or is based upon the relationships which follow” (Tonks, 2009, p. 346). “Conceptually, market segmentation can be defined as the ‘process of subdividing a market into distinct subsets of customers that behave in the same way or have similar needs” (Foedermayr & Diamantopoulos, 2008, p. 223) Given appropriate information or reasonable assumptions about consistency within the segments and differences between them, market segmentation thus allows the organization to locate and tailor its offerings for one or a number of the identified segments in the marketing process (Tonks, 2009). Market segmentation is not simplistic. The theory is approached generally from a managerial perspective using the foundational elements of competitive and diverse markets, a financial impetus, a strategic and operational purpose and the affective priority given to customer satisfaction and using this data as a science (Tonks, 2009). “The scientific resource allocation approach to market segmentation theory was certainly prevalent in the 1960s and 1970s, coinciding with the normative approaches to marketing more generally” (Tonks, 2009, p. 349). The approach continues to the present as resent trends observed by Hunt and Arnett (2004) and they propose segmentation theory and practice can be instrumental in gaining a competitive advantage. “The lack of guidance in the segmentation literature can help explain why companies have problems segmenting their market” (Clarke, 2009, p. 346). Despite what may seem to scholars as an extensive market segmentation literature, applied academic studies which bridge segmentation theory and practice remain a priority for researchers (Dibb & Simkin, 2009).
There are many different ways to carry out market segmentation. Some experts advocate a quantitative survey-based approach, using multivariate analysis to identify segments. A disadvantage of this method bring wholesale changes to customer groups and target markets, demanding a complete realignment of internal structures and personnel. In practice, many organizations seek less radical approaches because various operational constraints affect the level of change which can be achieved (Dibb & Simkin, 2009). “Despite ongoing interest in the notion of marketing portfolios and the emergence of portfolio management tools such as the Boston Matrix, Directional Policy Matrix, and StratPort, risk and return has received relatively little consideration in the marketing literature” (Ryals, Dias, & Berger, 2007). Within a comparison of conceptual models a discussion of evaluation, risks and benefits will be analyzed.
An example of Conceptual Models and evaluating marketing segments
There is a risk and benefit in using customer segmentation within marketing. Customer segmentation has virtually unlimited potential which can be used by firm to guide them toward more effective ways to market products and develop new ones (Cooil, Aksoy, & Keiningham, 2007). There are many methods which can be utilized in customer segmentation. The most important is “deciding on the segmentation method(s) is a useful stage of the segmentation process. Segmentation methods can be classified into a-priori versus post hoc methods and into descriptive versus predictive methods (Foedermayr & Diamantopoulos, 2008).
General approaches to segmentation include both a-priori and post-hoc methods:
1. A-priori segmentation methods require that segments be defined
before data are collected. The segments may be determined using
customer characteristics or product-specific information. Segments
are then studied empirically using data that may provide additional
customer information. In some cases, several alternative
or overlapping segment bases, that were all defined a-priori, are
compared and contrasted. The goal of such an analysis may be primarily descriptive (e.g., cross-tabulation, logistic regression), or it could include the development of models that use the predefined
segments to predict one or more dependent variables.
2. Post-Hoc methods identify segments empirically through data
analysis. Again the ultimate goal may be primarily to study the
groups themselves, or it may be to develop a predictive model for
a set of dependent variables.
3. There are also hybrid approaches that combine a-priori and
post-hoc analyses (Cooil, Aksoy, & Keiningham, 2007, p. 11)
These approaches to the consumer segmentation contribute to the overall complexities of the methods used as well as the diverse data analysis available within market segmentation. One risk is the complexity and how firms may or may not adapt to the usefulness of these methods. A benefit is the data can be analyzed in a manner which can be most advantageous to the practitioner.
Cultural Segmentation (cost verses benefit)
Another risk is using cultural differences within marketing segmentation. This is a risk because it is not only costly; it is limited in the scope of availability research of the potential benefits. The benefit would be how relative to Caucasians “ethnic minorities’ increasing size, purchasing power and geographic concentration provide marketers with a unique opportunity to modify their marketing strategies in the pursuit of increased market share and profitability (Lindridge & Dibbs, 2002, p. 270). As aforementioned, how does a marketer justify the cost in using this attribute in marketing segmentation? “In justifying the additional cost of an ethnic minority marketing activity, an organization must be satisfied that new market segments can contribute to additional profits or increased market share. Market segmentation justification, therefore, lies in identifying sufficient behavioral differences between the ethnic minority and the majority to constitute a distinguishable market segment” (Lindridge & Dibbs, 2002, p. 270).
There is an inherent risk however the benefit may outweigh the risk. “Attempts to market to ethnic minorities will need to address the difficulties in pinpointing a particular minority’s behavior, while accounting for cultural sensitivities to avoid possible accusations of racism. Market segmentation potentially offers one solution to this complex issue” (Lindridge & Dibbs, 2002, p. 282). The solution would be found in the data analysis, where each culture would be identified by behavior. This risk then of possible racism would be elevated.
Beyond this factor of risk, there is another factor to consider before closing the risk and benefits of cultural segmentation. If this method is used within marketing segmentation, one observation noted in the research, was the ongoing nature of the research and subsequent analysis: “marketers specifically striving to serve the needs of an ethnic group will need to properly understand the behavior, expectations, needs and perceptions of their target market’s customers” (Lindridge & Dibbs, 2002, p. 282) these factors alone point to continuous research, evaluation and analysis.
Theoretical frameworks for evaluating market segments “
When such approaches are developed, techniques have ranged from simplistic scoring across various criteria to more sophisticated and logically elegant marginal analyses of cost and revenue, elasticity determination, and identification of response functions for marketing stimuli (Tonks, 2009). Within market segmentation there is an analysis of varied correlations which can strengthen the external validity of the results, but usually, practitioners deal with single markets at a time, and at times, with segments within these markets (Tonks, 2009). In the operational world, where the rubber meets the road, the practitioner “usually operates in specific contexts. Hence, the results obtained by academics may not apply to these niches, these single markets and/or these specific contexts. Still, marketing science can help managers make his/her own decision by identifying the different aspects of a given problem. It can help managers reformulate the problem in a different, perhaps easier way to grasp” (Bemmaor & Franses, 2005). As a theoretical example of how the scholar is expected to contribute to marketing segmentation is presented through an analysis of the Classical Linear Regression:
“Classical linear regression is a tool that is widely used by both academics and practitioners. In our view, the reasons for its widespread
use are as follows: (1) it is quite simple to understand, (2) in principle, it
permits to capture the relationship between a dependent variable
(e.g. sales) and a series of explanatory variables (e.g. prices, promotion),
(3) its parameters can be meaningfully interpreted (see, for example,
the discussion by van Heerde, this issue), (4) there exist standard
computer packages to implement it, and (5) its use can be automated
which is a major advantage to practitioners (consultants)”
(Bemmaor & Franses, 2005, p. 291).
From a scholarly perspective, there are many theoretical frameworks which help evaluate the efficacy of the marketing segmentation strategy. The classical linear regression tool is one of many different models and it’s relation to the marketing strategy as a whole. From a literature review, Cierpicki, Faulkner and Rungie (1998) identified a total of eleven principles which include the generalizability across many goods and services and the cost of the segmentation process” (Tonks, 2009). While the literature has focused on new variable and normative models, few authors have considered segmentation as a process. Goller, Hogg, and Kalafatis (2002) find that segmentation bases are industry-specific and they identify a need to focus on the segmentation process and related activities rather than on creating normative models or suggesting bases (Clarke, 2009, p. 346).
As noted by both Clarke and Tonk (2009) it is relevant in the marketing segmentation process as well as the literature which will be discussed further in the paper, there is a need for further review and collaboration to develop a holistic method of tools and evaluation to both meet the needs of the practitioner as well as the scholar.
All rights reserved (2010) and my not be duplicated or referenced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
By: John Errigo, MS
What is market segmentation comparative to design and subsequent evaluation?
Market segmentation is concerned with classification of customers and consumption and when enacted, market segmentation usually turns to or is based upon the relationships which follow” (Tonks, 2009, p. 346). “Conceptually, market segmentation can be defined as the ‘process of subdividing a market into distinct subsets of customers that behave in the same way or have similar needs” (Foedermayr & Diamantopoulos, 2008, p. 223) Given appropriate information or reasonable assumptions about consistency within the segments and differences between them, market segmentation thus allows the organization to locate and tailor its offerings for one or a number of the identified segments in the marketing process (Tonks, 2009). Market segmentation is not simplistic. The theory is approached generally from a managerial perspective using the foundational elements of competitive and diverse markets, a financial impetus, a strategic and operational purpose and the affective priority given to customer satisfaction and using this data as a science (Tonks, 2009). “The scientific resource allocation approach to market segmentation theory was certainly prevalent in the 1960s and 1970s, coinciding with the normative approaches to marketing more generally” (Tonks, 2009, p. 349). The approach continues to the present as resent trends observed by Hunt and Arnett (2004) and they propose segmentation theory and practice can be instrumental in gaining a competitive advantage. “The lack of guidance in the segmentation literature can help explain why companies have problems segmenting their market” (Clarke, 2009, p. 346). Despite what may seem to scholars as an extensive market segmentation literature, applied academic studies which bridge segmentation theory and practice remain a priority for researchers (Dibb & Simkin, 2009).
There are many different ways to carry out market segmentation. Some experts advocate a quantitative survey-based approach, using multivariate analysis to identify segments. A disadvantage of this method bring wholesale changes to customer groups and target markets, demanding a complete realignment of internal structures and personnel. In practice, many organizations seek less radical approaches because various operational constraints affect the level of change which can be achieved (Dibb & Simkin, 2009). “Despite ongoing interest in the notion of marketing portfolios and the emergence of portfolio management tools such as the Boston Matrix, Directional Policy Matrix, and StratPort, risk and return has received relatively little consideration in the marketing literature” (Ryals, Dias, & Berger, 2007). Within a comparison of conceptual models a discussion of evaluation, risks and benefits will be analyzed.
An example of Conceptual Models and evaluating marketing segments
There is a risk and benefit in using customer segmentation within marketing. Customer segmentation has virtually unlimited potential which can be used by firm to guide them toward more effective ways to market products and develop new ones (Cooil, Aksoy, & Keiningham, 2007). There are many methods which can be utilized in customer segmentation. The most important is “deciding on the segmentation method(s) is a useful stage of the segmentation process. Segmentation methods can be classified into a-priori versus post hoc methods and into descriptive versus predictive methods (Foedermayr & Diamantopoulos, 2008).
General approaches to segmentation include both a-priori and post-hoc methods:
1. A-priori segmentation methods require that segments be defined
before data are collected. The segments may be determined using
customer characteristics or product-specific information. Segments
are then studied empirically using data that may provide additional
customer information. In some cases, several alternative
or overlapping segment bases, that were all defined a-priori, are
compared and contrasted. The goal of such an analysis may be primarily descriptive (e.g., cross-tabulation, logistic regression), or it could include the development of models that use the predefined
segments to predict one or more dependent variables.
2. Post-Hoc methods identify segments empirically through data
analysis. Again the ultimate goal may be primarily to study the
groups themselves, or it may be to develop a predictive model for
a set of dependent variables.
3. There are also hybrid approaches that combine a-priori and
post-hoc analyses (Cooil, Aksoy, & Keiningham, 2007, p. 11)
These approaches to the consumer segmentation contribute to the overall complexities of the methods used as well as the diverse data analysis available within market segmentation. One risk is the complexity and how firms may or may not adapt to the usefulness of these methods. A benefit is the data can be analyzed in a manner which can be most advantageous to the practitioner.
Cultural Segmentation (cost verses benefit)
Another risk is using cultural differences within marketing segmentation. This is a risk because it is not only costly; it is limited in the scope of availability research of the potential benefits. The benefit would be how relative to Caucasians “ethnic minorities’ increasing size, purchasing power and geographic concentration provide marketers with a unique opportunity to modify their marketing strategies in the pursuit of increased market share and profitability (Lindridge & Dibbs, 2002, p. 270). As aforementioned, how does a marketer justify the cost in using this attribute in marketing segmentation? “In justifying the additional cost of an ethnic minority marketing activity, an organization must be satisfied that new market segments can contribute to additional profits or increased market share. Market segmentation justification, therefore, lies in identifying sufficient behavioral differences between the ethnic minority and the majority to constitute a distinguishable market segment” (Lindridge & Dibbs, 2002, p. 270).
There is an inherent risk however the benefit may outweigh the risk. “Attempts to market to ethnic minorities will need to address the difficulties in pinpointing a particular minority’s behavior, while accounting for cultural sensitivities to avoid possible accusations of racism. Market segmentation potentially offers one solution to this complex issue” (Lindridge & Dibbs, 2002, p. 282). The solution would be found in the data analysis, where each culture would be identified by behavior. This risk then of possible racism would be elevated.
Beyond this factor of risk, there is another factor to consider before closing the risk and benefits of cultural segmentation. If this method is used within marketing segmentation, one observation noted in the research, was the ongoing nature of the research and subsequent analysis: “marketers specifically striving to serve the needs of an ethnic group will need to properly understand the behavior, expectations, needs and perceptions of their target market’s customers” (Lindridge & Dibbs, 2002, p. 282) these factors alone point to continuous research, evaluation and analysis.
Theoretical frameworks for evaluating market segments “
When such approaches are developed, techniques have ranged from simplistic scoring across various criteria to more sophisticated and logically elegant marginal analyses of cost and revenue, elasticity determination, and identification of response functions for marketing stimuli (Tonks, 2009). Within market segmentation there is an analysis of varied correlations which can strengthen the external validity of the results, but usually, practitioners deal with single markets at a time, and at times, with segments within these markets (Tonks, 2009). In the operational world, where the rubber meets the road, the practitioner “usually operates in specific contexts. Hence, the results obtained by academics may not apply to these niches, these single markets and/or these specific contexts. Still, marketing science can help managers make his/her own decision by identifying the different aspects of a given problem. It can help managers reformulate the problem in a different, perhaps easier way to grasp” (Bemmaor & Franses, 2005). As a theoretical example of how the scholar is expected to contribute to marketing segmentation is presented through an analysis of the Classical Linear Regression:
“Classical linear regression is a tool that is widely used by both academics and practitioners. In our view, the reasons for its widespread
use are as follows: (1) it is quite simple to understand, (2) in principle, it
permits to capture the relationship between a dependent variable
(e.g. sales) and a series of explanatory variables (e.g. prices, promotion),
(3) its parameters can be meaningfully interpreted (see, for example,
the discussion by van Heerde, this issue), (4) there exist standard
computer packages to implement it, and (5) its use can be automated
which is a major advantage to practitioners (consultants)”
(Bemmaor & Franses, 2005, p. 291).
From a scholarly perspective, there are many theoretical frameworks which help evaluate the efficacy of the marketing segmentation strategy. The classical linear regression tool is one of many different models and it’s relation to the marketing strategy as a whole. From a literature review, Cierpicki, Faulkner and Rungie (1998) identified a total of eleven principles which include the generalizability across many goods and services and the cost of the segmentation process” (Tonks, 2009). While the literature has focused on new variable and normative models, few authors have considered segmentation as a process. Goller, Hogg, and Kalafatis (2002) find that segmentation bases are industry-specific and they identify a need to focus on the segmentation process and related activities rather than on creating normative models or suggesting bases (Clarke, 2009, p. 346).
As noted by both Clarke and Tonk (2009) it is relevant in the marketing segmentation process as well as the literature which will be discussed further in the paper, there is a need for further review and collaboration to develop a holistic method of tools and evaluation to both meet the needs of the practitioner as well as the scholar.
All rights reserved (2010) and my not be duplicated or referenced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
Developing a Marketing Strategy in Business
The Goals of a Marketing Strategy
By: John Errigo, MS
A good marketing strategy is dependent upon the methodologies chosen, why they are chosen, how they are executed and how they are modified. There are many marketing research methodologies in developing a strategy. This blog will address a generaliztion on how to develop marketing methodologies defining what they are and how they are used.
The goals of a Marketing strategy “
The goal of the research is to highlight the importance of marketing measurement in companies and describe the most important measuring methods that can be successfully used in practice” (Luan & Sudhir, 2010). Many marketing methodologies exist, however the fundamental goal in identifying a strategy knowing that “Marketing research can be said to be the primary means by which the marketing concept is implemented. That is, marketing research is a set of procedures by which the state of want satisfaction, the sine qua non of marketing practice, is revealed to producers” (Saegert & Fennell, 1991, p. 262) It is the managers who are the producers, and who must make informed decisions and select the proper methodologies in order to develop a good marketing strategy. One primary goal is to determine the best marketing methodologies and what is the desired outcome. A hypothetical example would a marketing strategy goal which would be to increase sales by 25% of Nike basketball shoes, what market should be targeted? What research is needed? And what is the proper way to get the brand recognized? A goal of a marketing strategy would be to hypothetically target Nike shoes during basketball games, especially college basketball games since these are where the research has shown would be most effective. How you get to this decision is the goal of a marketing strategy.
Another goal of assessing managerial effectiveness in choosing the proper methodologies is important since “they need to know when the sales performance caused by temporary (short-term) marketing efforts will persist without any further marketing action and when sustained (long-term) spending is needed to maintain sales performance, what are the functions/effects of temporary versus sustained budgeting in achieving and maintaining market performance (e.g., Is a temporary, intensive marketing campaign necessary?), and how to design budgeting strategies to attain and sustain market performance” (Wang & Zhang, 2008, p. 15).
The world of consumer and marketing research have many limits in which both the power and pervasiveness of marketing practices have increasing power juxtaposed within the scope of finding and satisfying the consumer choice and need (Bettany & Woodruffe-Burton, 2009).
The goals of a marketing strategy is complex and yet simple, fist to find the proper methodologies in order to satisfy the desired outcome from the business perspective, utilizing all resources at hand and keeping an open mind when other internal and external forces in the organization as well as market segmentation may influence the original strategy.
All rights reserved (2010) and my not be duplicated or referenced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
By: John Errigo, MS
A good marketing strategy is dependent upon the methodologies chosen, why they are chosen, how they are executed and how they are modified. There are many marketing research methodologies in developing a strategy. This blog will address a generaliztion on how to develop marketing methodologies defining what they are and how they are used.
The goals of a Marketing strategy “
The goal of the research is to highlight the importance of marketing measurement in companies and describe the most important measuring methods that can be successfully used in practice” (Luan & Sudhir, 2010). Many marketing methodologies exist, however the fundamental goal in identifying a strategy knowing that “Marketing research can be said to be the primary means by which the marketing concept is implemented. That is, marketing research is a set of procedures by which the state of want satisfaction, the sine qua non of marketing practice, is revealed to producers” (Saegert & Fennell, 1991, p. 262) It is the managers who are the producers, and who must make informed decisions and select the proper methodologies in order to develop a good marketing strategy. One primary goal is to determine the best marketing methodologies and what is the desired outcome. A hypothetical example would a marketing strategy goal which would be to increase sales by 25% of Nike basketball shoes, what market should be targeted? What research is needed? And what is the proper way to get the brand recognized? A goal of a marketing strategy would be to hypothetically target Nike shoes during basketball games, especially college basketball games since these are where the research has shown would be most effective. How you get to this decision is the goal of a marketing strategy.
Another goal of assessing managerial effectiveness in choosing the proper methodologies is important since “they need to know when the sales performance caused by temporary (short-term) marketing efforts will persist without any further marketing action and when sustained (long-term) spending is needed to maintain sales performance, what are the functions/effects of temporary versus sustained budgeting in achieving and maintaining market performance (e.g., Is a temporary, intensive marketing campaign necessary?), and how to design budgeting strategies to attain and sustain market performance” (Wang & Zhang, 2008, p. 15).
The world of consumer and marketing research have many limits in which both the power and pervasiveness of marketing practices have increasing power juxtaposed within the scope of finding and satisfying the consumer choice and need (Bettany & Woodruffe-Burton, 2009).
The goals of a marketing strategy is complex and yet simple, fist to find the proper methodologies in order to satisfy the desired outcome from the business perspective, utilizing all resources at hand and keeping an open mind when other internal and external forces in the organization as well as market segmentation may influence the original strategy.
All rights reserved (2010) and my not be duplicated or referenced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
Thursday, September 16, 2010
"Change," Planning, Planning, Action!
How does any organization change and more importantly thrive during change? Planning, Planning, Action.
by John Errigo, M.S.
I am going to write about how to make real change sustainable and grow the most precious asset of any organization, the human relations aspect of an organization. Action research is a term used by many in the Training and Organizational Development field to get to the root of what needs to change and how to bring it about in an organization. I am going to write about how to make change happen as a result of good sequential action research methodology.
The exact way change happens cannot be controlled, however the planning that helps induce change can be controlled and this is what I value most about Action Research. During the pre-launch phase, planning is crucial for any amount of change to transpire. “It establishes the foundation for a successful change effort (Rothwell, Sullivan).” Change happens first by understanding what needs to be changed: “What is the business case for change? Why is change warranted to address current crises or seize future opportunities (Rothwell, Sullivan)?”
In order to begin a new course of turning around the ship, planning cannot be a major element missing, the self-reflection piece. I am certain any leader who wants to bring about change must first reflect on how change will impact staff and how this change will bring about a positive contribution to the operations and the overall vision or direction the company is going.
When I make a decision as a manager, I think of how this decision will impact the staff member and how this decision will contribute to the vision of the company. The reflection-time during this pre-launch is critical.
In the Launch phase of Action planning, it is the beginning of the change effort. This is where staff will understand the vision, help motivate them to accept the vision and allow room for them to understand how this change will be of benefit, and how? The who, what why and how of change and what it will mean to them, how it will effect their lives. All of these aforementioned items create a sense of buy-in.
Change is also about communicating the reality of a situation, being authentic, giving a reason for change, communicating the vision of what will happen and how staff are valued as part of the “big picture.”
“Post-Launch phase involves a sustaining change effort over time (Rothwell and Sullivan).” If there is adequate planning, preparation, executing of the vision, and a staff buy-in, a good long-term change effort could be produced. The fruits of the post-launch phase is determined by how well the pre-launch and launch phase were executed. The pre-launch and launch phase are like the initial investment and the post-launch phase is where the dividends and capital is gained and or accrued.
Action research does in fact contain a high level of planning, and action research is the process guide to change. The launch phase does involve a high level of staff buy-in and the result of the change in post-launch involves a high level of ambiguity since the change in staff as a result of the action research cannot be scripted or always defined.
The benefits of action research are within a continuous change effort. Patience is important since the pace in which change occurs may be ambiguous, however the positive results of the efforts of action research helps define change as a positive continuum in the organization.
All rights reserved (2010) and my not be duplicated or referenced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
by John Errigo, M.S.
I am going to write about how to make real change sustainable and grow the most precious asset of any organization, the human relations aspect of an organization. Action research is a term used by many in the Training and Organizational Development field to get to the root of what needs to change and how to bring it about in an organization. I am going to write about how to make change happen as a result of good sequential action research methodology.
The exact way change happens cannot be controlled, however the planning that helps induce change can be controlled and this is what I value most about Action Research. During the pre-launch phase, planning is crucial for any amount of change to transpire. “It establishes the foundation for a successful change effort (Rothwell, Sullivan).” Change happens first by understanding what needs to be changed: “What is the business case for change? Why is change warranted to address current crises or seize future opportunities (Rothwell, Sullivan)?”
In order to begin a new course of turning around the ship, planning cannot be a major element missing, the self-reflection piece. I am certain any leader who wants to bring about change must first reflect on how change will impact staff and how this change will bring about a positive contribution to the operations and the overall vision or direction the company is going.
When I make a decision as a manager, I think of how this decision will impact the staff member and how this decision will contribute to the vision of the company. The reflection-time during this pre-launch is critical.
In the Launch phase of Action planning, it is the beginning of the change effort. This is where staff will understand the vision, help motivate them to accept the vision and allow room for them to understand how this change will be of benefit, and how? The who, what why and how of change and what it will mean to them, how it will effect their lives. All of these aforementioned items create a sense of buy-in.
Change is also about communicating the reality of a situation, being authentic, giving a reason for change, communicating the vision of what will happen and how staff are valued as part of the “big picture.”
“Post-Launch phase involves a sustaining change effort over time (Rothwell and Sullivan).” If there is adequate planning, preparation, executing of the vision, and a staff buy-in, a good long-term change effort could be produced. The fruits of the post-launch phase is determined by how well the pre-launch and launch phase were executed. The pre-launch and launch phase are like the initial investment and the post-launch phase is where the dividends and capital is gained and or accrued.
Action research does in fact contain a high level of planning, and action research is the process guide to change. The launch phase does involve a high level of staff buy-in and the result of the change in post-launch involves a high level of ambiguity since the change in staff as a result of the action research cannot be scripted or always defined.
The benefits of action research are within a continuous change effort. Patience is important since the pace in which change occurs may be ambiguous, however the positive results of the efforts of action research helps define change as a positive continuum in the organization.
All rights reserved (2010) and my not be duplicated or referenced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
Thursday, August 12, 2010
Judgment and Decison Making in Leadership
Judgment and Decision Style in Leadership
By John Errigo, M.S.
Good judgment is the hallmark of a good leader. All leaders must make decisions on a constant basis. It is fundamentally connected that leaders must make good decisions in order to be an effective and productive leader. “Leaders most important role in any organization is making good judgments –well informed, wise decisions that produce the desired outcomes. When a leader shows consistently good judgment, little else matters (Tichy & Bennis, 2007).” The success of a company rests upon the decisions of a leader. A leader can also make bad decisions, but “the most effective leaders make a high percentage of successful judgment calls, at the times when it counts the most (Tichy & Bennis, 2007).” It is impetrative to the success of an organization that a leader is able to make successful judgment calls. How does a leader make successful judgment calls? Mostly, a good judgment call comes from a leader’s intuition. “Judgment was used when decision makers applied their intuition to select among courses of action without explaining (or being able to explain) their reasoning or rationale (Nutt, 1998).” Good judgment comes from the leader’s core intuition and sometimes cannot be explained. This type of judgment comes from experience and having a record of making good decisions based upon good judgment.
The judgment a leader makes is just the beginning phases of a decision. “Successful leaders make their calls in the middle of a process that unfolds over three phases. First is preparation, during which leaders sense and frame the issue that will demand a judgment call, and align their team members so that everyone understands why the call is important. Second is the call itself, the moment of decision. And there is execution –making it happen while learning and adjusting along the way (Tichy & Bennis, 2007).” Making a good judgment is a very complex process and involves many more dimensions than just making a good decision. A leader will be able to make a good judgment in many situations and within a variety of contexts. There may be distinct opportunities where a leader can adjust their judgments and have a different impact than intended
“Leaders may not be able to change their call, but they can almost always change course during execution if they are open to feedback and committed to follow-through. Indeed, good leaders can take advantage of ‘redo loops’ which can occur throughout the process (Tichy & Bennis, 2007).” It is important to note that good judgment is important, but the manner in which it is executed is equally important. “A judgment that is not successfully executed is failed judgment no matter how smart the strategy (Tichy & Bennis, 2007).” Decisions made by leaders are important and the judgment they show is also important, but the execution is what matters most. There is not a set prescribed method in a judgment call or a subsequent execution. Leaders must also adapt to their environment and must show their unique positions based upon their personalities and leadership profiles when making a decision.
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
By John Errigo, M.S.
Good judgment is the hallmark of a good leader. All leaders must make decisions on a constant basis. It is fundamentally connected that leaders must make good decisions in order to be an effective and productive leader. “Leaders most important role in any organization is making good judgments –well informed, wise decisions that produce the desired outcomes. When a leader shows consistently good judgment, little else matters (Tichy & Bennis, 2007).” The success of a company rests upon the decisions of a leader. A leader can also make bad decisions, but “the most effective leaders make a high percentage of successful judgment calls, at the times when it counts the most (Tichy & Bennis, 2007).” It is impetrative to the success of an organization that a leader is able to make successful judgment calls. How does a leader make successful judgment calls? Mostly, a good judgment call comes from a leader’s intuition. “Judgment was used when decision makers applied their intuition to select among courses of action without explaining (or being able to explain) their reasoning or rationale (Nutt, 1998).” Good judgment comes from the leader’s core intuition and sometimes cannot be explained. This type of judgment comes from experience and having a record of making good decisions based upon good judgment.
The judgment a leader makes is just the beginning phases of a decision. “Successful leaders make their calls in the middle of a process that unfolds over three phases. First is preparation, during which leaders sense and frame the issue that will demand a judgment call, and align their team members so that everyone understands why the call is important. Second is the call itself, the moment of decision. And there is execution –making it happen while learning and adjusting along the way (Tichy & Bennis, 2007).” Making a good judgment is a very complex process and involves many more dimensions than just making a good decision. A leader will be able to make a good judgment in many situations and within a variety of contexts. There may be distinct opportunities where a leader can adjust their judgments and have a different impact than intended
“Leaders may not be able to change their call, but they can almost always change course during execution if they are open to feedback and committed to follow-through. Indeed, good leaders can take advantage of ‘redo loops’ which can occur throughout the process (Tichy & Bennis, 2007).” It is important to note that good judgment is important, but the manner in which it is executed is equally important. “A judgment that is not successfully executed is failed judgment no matter how smart the strategy (Tichy & Bennis, 2007).” Decisions made by leaders are important and the judgment they show is also important, but the execution is what matters most. There is not a set prescribed method in a judgment call or a subsequent execution. Leaders must also adapt to their environment and must show their unique positions based upon their personalities and leadership profiles when making a decision.
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
Friday, July 30, 2010
The Who, What Why of Performance Consulting, Part 3 of 3
The bottom line of what is important in Performance Consulting
By, John Errigo, MS
Understanding managers’ needs is essential to a consultant, after all, it is the manager who will be able to help the consultant understand the business need by provide access to staff, and who will be the one who will ultimately have the authority to implement any recommendations as an agent of change. Without cultivating this important relationship from the beginning, developing a collaborative process, the consulting project does not have any room to grow and thrive. The relationship building aspect of a consultant is one of the paramount aspects of the consulting process. I agree with Robinson since the “how” is not something everyone can answer, we can always find out the “what” through a model or process, but the “how” is more ambiguous and not easily defined, hence why in certain respects, performance consulting is indeed art. Not everyone can define the how and when to define it, not everyone is capable of making “art.”
I am not taking an elitist approach here when I compare performance consulting liking it to art, I am merely distinguishing how fragile some aspects of the performance consulting are than others. The relationship building including when to push when defining the “how” are among those fragile aspects. Getting to the how is more than asking questions, however “performance consultants influence more by what they ask than by what they tell” Robinson and Robinson (2006, p. 6). The performance consultant must know what appropriate questions to ask as well as how each question will paint a bigger picture of the company and understanding “how” things work. More importantly the consultant must be able to get to the bottom of the “how” by asking tougher questions and knowing when and in what tone to ask them. The “when to ask the tough questions” and the “tone in how you ask them” is where the art of performance consulting comes into the picture. You may ask all the questions you want, but if you don’t know when and how to ask them, you won’t get the answers you would need to understand the big picture of what is going on –what needs to be addressed –and how certain aspects should be addressed. ‘Questions asked should use language and terms that directly connect to the client’s business needs” (Robinson and Robinson, 2006, p. 7).
The questions asked however should also able to define the business need, if they do not help define the business need, they why ask them? “To evidence that art of HPT, you need to develop a partnership with the client based on credibility and trust, you also need to approach the situation from the clients perspective” (Robinson and Robinson, 2006, p. 7). The partnership developed the relationship built is where the “art” of performance consulting comes into play, and knowing what questions to ask is also based upon this same principle. As a consultant you will know what type of questions to ask, because hopefully at this phase you have developed such a relationship you have already have the framework of the “big picture” and then you are able to ask more questions that will not distance you from the client, but will be able to help build the trust and confidence of the client even more.
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
By, John Errigo, MS
Understanding managers’ needs is essential to a consultant, after all, it is the manager who will be able to help the consultant understand the business need by provide access to staff, and who will be the one who will ultimately have the authority to implement any recommendations as an agent of change. Without cultivating this important relationship from the beginning, developing a collaborative process, the consulting project does not have any room to grow and thrive. The relationship building aspect of a consultant is one of the paramount aspects of the consulting process. I agree with Robinson since the “how” is not something everyone can answer, we can always find out the “what” through a model or process, but the “how” is more ambiguous and not easily defined, hence why in certain respects, performance consulting is indeed art. Not everyone can define the how and when to define it, not everyone is capable of making “art.”
I am not taking an elitist approach here when I compare performance consulting liking it to art, I am merely distinguishing how fragile some aspects of the performance consulting are than others. The relationship building including when to push when defining the “how” are among those fragile aspects. Getting to the how is more than asking questions, however “performance consultants influence more by what they ask than by what they tell” Robinson and Robinson (2006, p. 6). The performance consultant must know what appropriate questions to ask as well as how each question will paint a bigger picture of the company and understanding “how” things work. More importantly the consultant must be able to get to the bottom of the “how” by asking tougher questions and knowing when and in what tone to ask them. The “when to ask the tough questions” and the “tone in how you ask them” is where the art of performance consulting comes into the picture. You may ask all the questions you want, but if you don’t know when and how to ask them, you won’t get the answers you would need to understand the big picture of what is going on –what needs to be addressed –and how certain aspects should be addressed. ‘Questions asked should use language and terms that directly connect to the client’s business needs” (Robinson and Robinson, 2006, p. 7).
The questions asked however should also able to define the business need, if they do not help define the business need, they why ask them? “To evidence that art of HPT, you need to develop a partnership with the client based on credibility and trust, you also need to approach the situation from the clients perspective” (Robinson and Robinson, 2006, p. 7). The partnership developed the relationship built is where the “art” of performance consulting comes into play, and knowing what questions to ask is also based upon this same principle. As a consultant you will know what type of questions to ask, because hopefully at this phase you have developed such a relationship you have already have the framework of the “big picture” and then you are able to ask more questions that will not distance you from the client, but will be able to help build the trust and confidence of the client even more.
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
Tuesday, July 20, 2010
The Who, What and Why of Performance Consulting Part 2 of 3
By John Errigo, M.S.
In Performance consulting it is a good idea to get those who have the authority to change involved at the beginning and if possible to work with them directly. If a gap was identified that would need to be closed which would affect more than her department, her boss, the Director, would have to be involved to be able to get the authority to implement change. Not that this is a bad thing, or uncommon in performance consulting to work with a middle manager, it is important however to be able to consult for those who could have considerable influence or power to address and implement change on behalf of closing the performance gap.
Gay and Labonte (2003) also identify other characteristics to look for which are subtle but often easy to spot. “The client generally: (1) is a good listener, (2) is known for being “employee sensitive” (3) is the leader of a high-functioning work team, (4) is considered a “results-oriented” leader, (5) asks important questions in meetings regarding people and the impact of strategies on the workforce, (6) won’t hesitate to commit resources on projects, (7) isn’t afraid to invest in workforce initiatives, (8) is a process thinker, (9) has an important itch to scratch –a perplexing performance problem.” All of these characteristics are important since it shows the dedication, commitment and determination of a client to resolve a performance issue. Of course they are subtle characteristics, since the foundation of any client-performance consultant “marriage” is relationship building, and without a having a good foundation of developing a rapport and relationship with your client, in the beginning, and subsequently throughout the project, you will not be able to pick-up on these subtle characteristics. It is always important to make sure the relationship is built within the spirit of collaboration. “Get the client involved, if the consultant is doing more than the client, the ownership isn’t where it should be” (Johnson, Hall, Swinney, & Vanhala, 2004, p. 14).
The Art and Science of Performance Consulting
Performance consulting is a process that follows a model, however the actions of the consultant and “how” they get to know and understand the process is an art form. In performance consulting there are fundamentally two distinct concepts, the “art” and “science” within the consulting process. When and how to use these two distinct concepts is the difference between a successful and mediocre consultant. Tom Gilbert asks readers to look at HPT as a science in his book entitled ‘Handbook of Human Performance Technology. “He describes the characteristics of a science, as it relates to HPT, in this manner a science is: (1) has clear subject matter, (2) simplifies focus, (3) is grounded in measurement, (4) is careful of its language, has consistent terminology that is understood by practitioners in the field” (Robinson & Robinson, 2006, p. 6). These methods of looking at consulting as a scientific process is helpful, since there has to be a fundamental process consultants refer to, since there are measurable outcomes and there has to be a process to be able to get to those measurable outcomes to be able to close a performance gap. ‘The techniques and practices of performance and cause analysis, intervention selection, and measurement are all based on scientific principles” (Robinson & Robinson, 2006, p. 6). The performance consultant then has a guide of principles to follow in order to “bring about sustained changes in human performance and result in achievement of business and organizational goals” (Robinson & Robinson, 2006, p. 6).
Performance consulting involves relationship building. Without having the ability to build relationships with senior management, company CEO’s, and those who have direct authority to make decisions which will help close the performance gap, the performance consultant can be the best “scientist,” but nothing will happen, nothing will be accomplished. Therefore the art of consulting is something that requires mastery of specific competencies, but it is also something to a small degree is innate in nature; you must have the gift of artistry to be able to grow and cultivate the artist within. “The art concept primarily refers to how consultants seek to understand manager’s needs and influence managers to support the use of HPT, The science is the what; the art is the how” Robinson and Robinson (2006, p. 6).
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
In Performance consulting it is a good idea to get those who have the authority to change involved at the beginning and if possible to work with them directly. If a gap was identified that would need to be closed which would affect more than her department, her boss, the Director, would have to be involved to be able to get the authority to implement change. Not that this is a bad thing, or uncommon in performance consulting to work with a middle manager, it is important however to be able to consult for those who could have considerable influence or power to address and implement change on behalf of closing the performance gap.
Gay and Labonte (2003) also identify other characteristics to look for which are subtle but often easy to spot. “The client generally: (1) is a good listener, (2) is known for being “employee sensitive” (3) is the leader of a high-functioning work team, (4) is considered a “results-oriented” leader, (5) asks important questions in meetings regarding people and the impact of strategies on the workforce, (6) won’t hesitate to commit resources on projects, (7) isn’t afraid to invest in workforce initiatives, (8) is a process thinker, (9) has an important itch to scratch –a perplexing performance problem.” All of these characteristics are important since it shows the dedication, commitment and determination of a client to resolve a performance issue. Of course they are subtle characteristics, since the foundation of any client-performance consultant “marriage” is relationship building, and without a having a good foundation of developing a rapport and relationship with your client, in the beginning, and subsequently throughout the project, you will not be able to pick-up on these subtle characteristics. It is always important to make sure the relationship is built within the spirit of collaboration. “Get the client involved, if the consultant is doing more than the client, the ownership isn’t where it should be” (Johnson, Hall, Swinney, & Vanhala, 2004, p. 14).
The Art and Science of Performance Consulting
Performance consulting is a process that follows a model, however the actions of the consultant and “how” they get to know and understand the process is an art form. In performance consulting there are fundamentally two distinct concepts, the “art” and “science” within the consulting process. When and how to use these two distinct concepts is the difference between a successful and mediocre consultant. Tom Gilbert asks readers to look at HPT as a science in his book entitled ‘Handbook of Human Performance Technology. “He describes the characteristics of a science, as it relates to HPT, in this manner a science is: (1) has clear subject matter, (2) simplifies focus, (3) is grounded in measurement, (4) is careful of its language, has consistent terminology that is understood by practitioners in the field” (Robinson & Robinson, 2006, p. 6). These methods of looking at consulting as a scientific process is helpful, since there has to be a fundamental process consultants refer to, since there are measurable outcomes and there has to be a process to be able to get to those measurable outcomes to be able to close a performance gap. ‘The techniques and practices of performance and cause analysis, intervention selection, and measurement are all based on scientific principles” (Robinson & Robinson, 2006, p. 6). The performance consultant then has a guide of principles to follow in order to “bring about sustained changes in human performance and result in achievement of business and organizational goals” (Robinson & Robinson, 2006, p. 6).
Performance consulting involves relationship building. Without having the ability to build relationships with senior management, company CEO’s, and those who have direct authority to make decisions which will help close the performance gap, the performance consultant can be the best “scientist,” but nothing will happen, nothing will be accomplished. Therefore the art of consulting is something that requires mastery of specific competencies, but it is also something to a small degree is innate in nature; you must have the gift of artistry to be able to grow and cultivate the artist within. “The art concept primarily refers to how consultants seek to understand manager’s needs and influence managers to support the use of HPT, The science is the what; the art is the how” Robinson and Robinson (2006, p. 6).
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
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