Find difficulties to motivate staffs to get work done by them while actually they have many tasks to complete but they want others team members to accomplish the tasks and they will pass their duty time ideally with gossiping and doing non senses. There is no such provision for punishing them. As a manager if I want to take any action I won't get any support from superior authority. In this situations how can we handles or motive the staff to perform better.
From India, Kolkata
From India, Kolkata
If you try to implement the rules without powers no one will hear you. - Call the employee try to talk to him in person with other topics and slowly get to know his problems. Be friendly with him make him feel that what he is doing will effect his carrier. (After 3 months If you find it is worthless you can leave it)
Don't know if you will be benefited but at least you will get to know something.
From India, Gandhinagar
Don't know if you will be benefited but at least you will get to know something.
From India, Gandhinagar
Dear Janamousumi,
What differentiates a manager from a non-manager? It is the authority that is vested with the manager. However, if a manager is deprived of his/her authority then that person is not a manager at all. I have seen persons having sufficient clout and even they influence the overall atmosphere of the company with their informal power.
Your juniors are not listening to you because they too know very well that you are a toothless tiger. Therefore, the right thing for you to do is to talk to the top management and ask for authority to exercise legitimate power. Yes, there are powers too to motivate the juniors. However, to exercise those types of powers, you need to have that kind of organisation's culture. I feel that it is missing from your company.
Thanks,
Dinesh Divekar
From India, Bangalore
7736What differentiates a manager from a non-manager? It is the authority that is vested with the manager. However, if a manager is deprived of his/her authority then that person is not a manager at all. I have seen persons having sufficient clout and even they influence the overall atmosphere of the company with their informal power.
Your juniors are not listening to you because they too know very well that you are a toothless tiger. Therefore, the right thing for you to do is to talk to the top management and ask for authority to exercise legitimate power. Yes, there are powers too to motivate the juniors. However, to exercise those types of powers, you need to have that kind of organisation's culture. I feel that it is missing from your company.
Thanks,
Dinesh Divekar
From India, Bangalore
dear Janam,
sorry to know ur difficulties.
define the roles and responsibilities of each person, make simple KRA/KPI and monitor if they are doing as per the requirements. make simple reports for your supervisors.
talk to them frequently, keep following up the whole day. stay on the floor always, spend maximum time on the shop floor. understand their work routine and be friendly & Flexible with them to know them better.
punishments will not work anytime, unless you have a strong support from top management.
if its a properitorship, then it is a little difficult to take over the real authority as a plant head, even though the deisgnation will be so.
think and make wise decisions.
From India, Bengaluru
sorry to know ur difficulties.
define the roles and responsibilities of each person, make simple KRA/KPI and monitor if they are doing as per the requirements. make simple reports for your supervisors.
talk to them frequently, keep following up the whole day. stay on the floor always, spend maximum time on the shop floor. understand their work routine and be friendly & Flexible with them to know them better.
punishments will not work anytime, unless you have a strong support from top management.
if its a properitorship, then it is a little difficult to take over the real authority as a plant head, even though the deisgnation will be so.
think and make wise decisions.
From India, Bengaluru
A manager is just a manager when he is micro managing and a manager is a good leader when he/she is capable of influencing and convincing the employees and create a ground to be lead with pride and without prejudice.
In your case it seems that the whole management is not up to the organisational goal but just engaged in profiteering.
Ishall advice get to know every employee personally,know their problems,know their pain points,weakness ,creat awarness about how professionalism and productivity is going to help them in long run.
Training and interaction is more often required to improve.Levergage,encourage the employees appreciate them ,award them,promote them with in peer groups.Be the person standing by them,try resolve issues with in you capacity.Onceabond of faith and trust is developed they will follow you and you will be a good leader too.
From India, Vadodara
In your case it seems that the whole management is not up to the organisational goal but just engaged in profiteering.
Ishall advice get to know every employee personally,know their problems,know their pain points,weakness ,creat awarness about how professionalism and productivity is going to help them in long run.
Training and interaction is more often required to improve.Levergage,encourage the employees appreciate them ,award them,promote them with in peer groups.Be the person standing by them,try resolve issues with in you capacity.Onceabond of faith and trust is developed they will follow you and you will be a good leader too.
From India, Vadodara
Yes, authority is required in order that under performing employees are motivated. But, it is not necessary nor is it possible, esp. for those in the middle management level, that such authority ought to follow from 'power' over the employees. Every person handling employee can develop a moral authority over the employees in his charge if he:
- leads by example than by orders;
- tries to be just and fair with one and all
- delegate tasks but not responsibility;
- accepts faults than indulge in fault finding;
- encourages honest feedback;
- can distinguish mistake from mischief and vice versa;
- accepts mistake at the earliest moment and makes course correction;
- do not impose impossible tasks; and
- does not demand respect but earns it.
May be there is much more that could be added to the list that could make every manager successful in getting willing cooperation of all that in his charge.
From India, Kochi
- leads by example than by orders;
- tries to be just and fair with one and all
- delegate tasks but not responsibility;
- accepts faults than indulge in fault finding;
- encourages honest feedback;
- can distinguish mistake from mischief and vice versa;
- accepts mistake at the earliest moment and makes course correction;
- do not impose impossible tasks; and
- does not demand respect but earns it.
May be there is much more that could be added to the list that could make every manager successful in getting willing cooperation of all that in his charge.
From India, Kochi
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