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Respect for and sensitivity toward others remains essential in developing
positive attitudes. Ask employees for their opinions regarding problems
on the job and treat their suggestions and ideas like priceless treasures.
The partner of positive attitude in the motivational game is shared
goals. A motivated workforce needs well-defined objectives that address
both individual and organizational goals. This means that you should
include all your employees in the strategic planning process. Getting them
involved leads to increased motivation. It also acts as a quality check on
whether or not you are doing the right thing. And you'll close the com-
munication gap at the same time.
Just setting a goal is insufficient. You have to monitor progress. The
goal-setting process should include preparing a detailed road map
that shows the specific path each person is going to take to meet that
goal. In my business, one of the things that IT professionals dislike the
most is the feeling that they're left out of the business cycle. In essence,
information technology is just one part of a grand strategic plan. IT
staffers frequently complain that they rarely get to see the fruits of
their labor. Distributing the IT function into the business unit miti-
gates this problem somewhat, but it is still up to the manager to put
technologists into the thick of things—to make them feel like part of
the entire organization.
Finally, recognizing employees or team achievement is the most powerful
tool in the motivating manager's toolbox. Appreciation for a job well done
consistently appears at the top of employee want lists. So hire a band, have
a party, send a card, or call in a clown—but thank that person or that team.
SUMMARY
Oracle offers a plethora of tools to manage the product life cycle. Figure 1.1
provides a quick pictorial overview of what comprises this particular
product set. However, as will be true with the description of all Oracle
product and service oferings described in this topic, tools can go only so
far in delivering the competitive edge desired by the organization. It's the
underlying principles and methodologies practiced that form the frame-
work. Hence, in this first chapter, we spent quite a bit of time focusing on
innovation—that which begets the services and processes that will ulti-
mately be managed by Oracle's Agile Product Management software.
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