Managers have a tremendous impact on the productivity of their
employees. Motivation, performance and effectiveness are not all in the hands or the control of the employees of an organization. Managers need to be aware of the way in which they influence directly or indirectly their
employees' behavior, actions and decisions. Here are five of the more
important ones.
Corporate culture.
Corporate, organization and department culture all flow from the top
down. The written and unwritten rules, policies and philosophy of a
manager or the organization all eventually find their way into the attitudes
and performance of everyone in the organization. The first thing you
should remember is that unwritten and written rules must be compatible,
not contradictory (practice what you preach). One of the other critical
things to remember when dealing with people is: you get the behavior
you reward. If the culture directly or indirectly rewards a certain type
of attitude or behavior you are by your actions or inaction's are
probably reaffirming that these are acceptable. If you want to change
behavior you must first evaluate the reward systems that are in place that
are rewarding the type of behavior you are getting.
Communication style.
Rumors, hearsay, memos, e mail's, meetings, individual counseling
sessions, bulletin boards etc. all have one thing in common -- they
communicate information more effectively and timely than other ways. If
communication in an organization is all top-down you can be assured that you are not in touch with the realities of your organization, the
marketplace, your customers or suppliers.
Organization direction.
One of the biggest challenges managers face today is how to effectively
communicate corporate direction with clarity and consistency to all
employees who have a right and need to know. Most organizations do a poor job of this at best. One way to find out what your people believe is to
conduct an anonymous survey of attitudes, perceptions and opinions.
Decision making.
Many managers make decisions that other employees will either have to
implement or will affect them. If these decisions are made without
bottom-up feedback you can guarantee that the outcome of the decisions will be less than desired or expected.
Feedback mechanisms.
Employees want to know how they are doing whether poorly or well.
Failure to give them the feedback they need keeps them in the dark regarding their assessment of their performance and how and where they need to or can improve. It is also de-motivating.
SOURCE: Tim Connor, Connor Resource Group, Davidson, NC. Phone:
800/222-9070.
From India, Vadodara
5employees. Motivation, performance and effectiveness are not all in the hands or the control of the employees of an organization. Managers need to be aware of the way in which they influence directly or indirectly their
employees' behavior, actions and decisions. Here are five of the more
important ones.
Corporate culture.
Corporate, organization and department culture all flow from the top
down. The written and unwritten rules, policies and philosophy of a
manager or the organization all eventually find their way into the attitudes
and performance of everyone in the organization. The first thing you
should remember is that unwritten and written rules must be compatible,
not contradictory (practice what you preach). One of the other critical
things to remember when dealing with people is: you get the behavior
you reward. If the culture directly or indirectly rewards a certain type
of attitude or behavior you are by your actions or inaction's are
probably reaffirming that these are acceptable. If you want to change
behavior you must first evaluate the reward systems that are in place that
are rewarding the type of behavior you are getting.
Communication style.
Rumors, hearsay, memos, e mail's, meetings, individual counseling
sessions, bulletin boards etc. all have one thing in common -- they
communicate information more effectively and timely than other ways. If
communication in an organization is all top-down you can be assured that you are not in touch with the realities of your organization, the
marketplace, your customers or suppliers.
Organization direction.
One of the biggest challenges managers face today is how to effectively
communicate corporate direction with clarity and consistency to all
employees who have a right and need to know. Most organizations do a poor job of this at best. One way to find out what your people believe is to
conduct an anonymous survey of attitudes, perceptions and opinions.
Decision making.
Many managers make decisions that other employees will either have to
implement or will affect them. If these decisions are made without
bottom-up feedback you can guarantee that the outcome of the decisions will be less than desired or expected.
Feedback mechanisms.
Employees want to know how they are doing whether poorly or well.
Failure to give them the feedback they need keeps them in the dark regarding their assessment of their performance and how and where they need to or can improve. It is also de-motivating.
SOURCE: Tim Connor, Connor Resource Group, Davidson, NC. Phone:
800/222-9070.
From India, Vadodara
GOOD ARTICLE, BUT I HAVE MY DOUBTS ON ITZ PRACTICAL SIGNIFICANCE.....WHAT SAY? REGARDS VISHAL
From India, Mumbai
From India, Mumbai
Here is my review of the book "13 Fatal Errors Managers Make, and how you can avoid them" by W. Steven Brown, Berkley Books, 1985, 200 pages in paperback.
The author recognizes that managers do many things right but he focuses on only the thirteen fatal errors that managers make and recommends how to avoid making them. The fatal errors are:
1. Refuse to Accept Personal Accountability
2. Fail to Develop People
3. Try to Control Results Instead of Influencing Thinking
4. Join the Wrong Crowd--the We/They Syndrome
5. Manage Everyone the Same Way
6. Forget the Importance of Profit
7. Concentrate On Problems Rather Than Objectives
8. Be a Buddy, Not a Boss
9. Fail to Set Standards
10. Fail to Train Your People
11. Condone Incompetence
12. Recognize Only Top Performers
13. Try to Manipulate People
Managers need to make fewer mistakes.
From United States, Chelsea
The author recognizes that managers do many things right but he focuses on only the thirteen fatal errors that managers make and recommends how to avoid making them. The fatal errors are:
1. Refuse to Accept Personal Accountability
2. Fail to Develop People
3. Try to Control Results Instead of Influencing Thinking
4. Join the Wrong Crowd--the We/They Syndrome
5. Manage Everyone the Same Way
6. Forget the Importance of Profit
7. Concentrate On Problems Rather Than Objectives
8. Be a Buddy, Not a Boss
9. Fail to Set Standards
10. Fail to Train Your People
11. Condone Incompetence
12. Recognize Only Top Performers
13. Try to Manipulate People
Managers need to make fewer mistakes.
From United States, Chelsea
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