Module QU 2.

2
Learning Unit 2

Initiative and Innovativeness

International Training Centre of the ILO, 2007

Learning objectives
describe different types of human needs; identify and explain work initiatives; analyse the main reasons of why people work; set goals; distinguish between a reactive and proactive approach to life; give a definition of innovation and the link to creativity; discuss the importance of creativity; explain the benefits of creativity; analyse the causes, the obstacles and the process of change.

International Training Centre of the ILO, 2007

QU 2.1 - TR. 2

Basic Human Needs

A note psychologist made a through study of the basic needs of all people. He identified 4 types of basic human needs:
SELF FULFILMENT

SELF RESPECT and WORTH SOCIAL NEEDS SECURITY NEEDS

PHYSICAL NEEDS

International Training Centre of the ILO, 2007

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Identifying work initiatives

Employees can take the initiatives for making their jobs and their work environments more motivating. This is rewarding for themselves as well as for their organizations.

International Training Centre of the ILO, 2007

QU 2.1 - TR. 4

Identifying work initiatives (2)

Financial security, i.e. the need to
earn money to live on a continuing basis.

Possible initiative: work overtime or work for salary increases

Recognition and Approval, i.e. the

need to have others know and approve of the job you do.

Possible initiative: make sure the boss knows what you are accomplishing.

International Training Centre of the ILO, 2007

QU 2.1 - TR. 5

Identifying work initiatives (3)

Mastery and Achievement (penguasaan dan prestasi), i.e.
the need to perform well. Possible initiative: set high standards for your work and try to meet them.

Dominance, i.e. the need to have

some power or influence and control over others. Possible initiative: work for promotions to supervisory positions.
QU 2.1 - TR. 6

International Training Centre of the ILO, 2007

Identifying work initiatives (4)

Status, i.e. the need to acquire
(memperoleh) and maintain a certain standard of living respect from others. Possible initiative: work for promotions towards a job you feel carries respect and status.

Self-Expression, i.e. he need to

express your feelings and personality in the work you do.

Possible initiative: express your ideas for new ways of doing things; personalize your work surroundings.
International Training Centre of the ILO, 2007 QU 2.1 - TR. 7

Identifying work initiatives (5)

Friendship, i.e. the need to be
liked and accepted by others.

Possible initiative: get to know your co-workers, join the recreational activities.

Moral Code, i.e. the need to feel

that what you are doing is right and that you are a good person. Possible initiative: be a trustworthy (terpercaya)person. Stand up for your beliefs.

International Training Centre of the ILO, 2007

QU 2.1 - TR. 8

Identifying work initiatives (6)

Dependence(Tidak mandiri), i.e.
the need to be directed by others to avoid feeling all alone. Possible initiative: get to know and trust your supervisor.

Creativity and challenge, i.e. the

need to meet new problems and to produce new and original work.
Possible initiative: ask for work that challenges you, change your daily routine, try a new approach to a task, change the order of the tasks
International Training Centre of the ILO, 2007 QU 2.1 - TR. 9

Identifying work initiatives (7)

Social welfare (kesejahteraan sosial), i.e. the need to help
others or do something that benefits others.

Possible initiative: find out how your job fits into the company and how it helps others.

Independence (Mandiri), i.e. the

need to direct your own behavior and to have some control over what you do.

Possible initiative: demonstrate your ability to make good decisions and work toward a more independent job.
International Training Centre of the ILO, 2007 QU 2.1 - TR. 10

Initiatives to work
There are 3 types of motivation that are initiatives to work :
1. ECONOMIC INITIATIVES - pay; - material goods; - security. SOCIAL INITIATIVES - relationships; - friendships. PSYCHOLOGICAL INITIATIVES - the job and the work; - satisfaction; - personal growth.

2.

3.

International Training Centre of the ILO, 2007

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Why do people work?

Managers have 2 different kinds of factors to consider in dealing (berurusan) with workers:
1. INITIATIVE FACTORS = the ones which will both satisfy and motivate employees. These factors include: - Achievement (prestasi); - Recognition; - Interesting duties (tugas yg menarik); - Responsibility; - Opportunity to growth
International Training Centre of the ILO, 2007 QU 2.1 - TR. 12

Why do people work? (2)

2. MAINTENANCE FACTORS (Faktor Pemeliharaan)= the ones which keep the worker on the job. They keep him or her from going elsewhere to work. These factors include: - Supervision; - Administration; - Working conditions; - Interrelationships; - Status; - Salary; - Personal life.
International Training Centre of the ILO, 2007 QU 2.1 - TR. 13

Setting goals
help a person go from where he/she is to where he/she wants to be. The fundamental steps to take the initiative and establish goals include: - Analyze where you are now and identify where you want to be in short and long term.

Goals

-Avoid unrealistic or unwilling goals (tidak sesuai tujuan) - Rank your goals in order of priority;

International Training Centre of the ILO, 2007

QU 2.1 - TR. 14

Setting goals (2)

- Rewrite your goals as positive statements in terms of where you want to be. For example, tell yourself Ill locate 5 clients every week. - Visualize the goal each day, constantly and act as if you have already reached the goal. - Review periodically where you are and where youre heading about your goals and give yourself frequent feedbacks.

International Training Centre of the ILO, 2007

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The characteristics of initiatives

Initiatives must be

BIG
CLEAR

LONG RANGE
DAILY

SPECIFIC

International Training Centre of the ILO, 2007

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Taking the initiative to turn goal into reality

To reach your goals you have to

work hard
keep your goals in mind

revise your goals when necessary

plan your work toward your goals

set new goals as you achieve goals

International Training Centre of the ILO, 2007

QU 2.1 - TR. 17

Reactive or proactive approach?

Reactive people
lack clarity and motivation (kurangnya kejelasan dan motivasi)

are only prepared to react to external influences and events.

Proactive people
know what they want and are motivated to get it
can manipulate forces and events in such a way that they turn personal goals into reality
International Training Centre of the ILO, 2007 QU 2.1 - TR. 18

Innovation & Creativity

Innovativeness is the ability to
innovate, to alter or change something by introducing something new which can improve working practices and/or the quality of the output. Keep in mind that

INNOVATION requires CREATIVE INITIATIVE

International Training Centre of the ILO, 2007 QU 2.1 - TR. 19

The importance of creativity

CREATIVITY = a process of bringing into existence a product that is original and inventive

CURIOSITY and IMAGINATION are the fundamental components to develop successfully INITIATIVE & CREATIVITY

International Training Centre of the ILO, 2007

QU 2.1 - TR. 20

Benefits of creativity
Young creative people learn how to use their imagination develop their individualities think of new ways of doing the same thing use their ideas and imagination to make things happen feel good about themselves appreciate the good and the beautiful, using their senses
International Training Centre of the ILO, 2007 QU 2.1 - TR. 21

The creative process

Germination of concepts source of inspiration. Thinking, organizing, planning Manipulation, translating concepts into reality.

Selection, choice of tools

Emotions, feelings, expression. (Analyse, reflect, judge, solve problems)

Efforts Self-motivation

International Training Centre of the ILO, 2007

QU 2.1 - TR. 22

What is change?
Change is a fundamental law of nature is inevitable (tak terelakkan) may be externally internally driven involves creativity, learning, growth and success depends on the capacity of people to accept and adapt to it

International Training Centre of the ILO, 2007

QU 2.1 - TR. 23

Why people resist to change?

Generally people resist changing because change causes fear (takut)of the unknown; can affect the power/authority enjoyed in the past; questions established practices; is imposed (dikenakan) externally

International Training Centre of the ILO, 2007

QU 2.1 - TR. 24

Why people resist to change? (2)

Resistance to change can be stimulated when
the goal of the change is unclear; we cannot provide evidences of the need for a change; the stakeholders are not involved in the change process;

the reasons for change are not communicated to the stakeholders;

leaders do not want to take risks

change may hamper (menghambat) job security.

International Training Centre of the ILO, 2007 QU 2.1 - TR. 25

The process of change

The management of change implies
Planning the identified need of change Identifying the stakeholders Organizing Delegating Checking & Monitoring

International Training Centre of the ILO, 2007

QU 2.1 - TR. 26

TUGAS- TUGAS

QU 2.1 TR. 27 International Training Centre of the ILO,- 2007