In their daily practices, managers need to focus on a set of aspects that are critical for the effective performance of employees. For instance, one can speak about communication, allocation of duties, motivation, and many other tasks. This paper will discuss some of the practices that can help managers make their work more effective.
Much attention should be paid to organizational culture because it can affect every business process within a company. In particular, it is necessary to discuss the way in cultural values of an organization should shape the interactions between business administrators and workers.
Researchers, who study organizational culture, emphasize the necessity to strengthen human value of employees. They believe that employees have several psychological needs such as recognition, respect, autonomy, or personal growth (Stallard and Pankau 21). Therefore, the managers should create a culture that supports these needs.
For example, business administrators should eliminate excessive supervision since it deprives workers of their autonomy (Stallard and Pankau 22). Additionally, they need to recognize and reward the performance of every person. On the whole, managers should develop a culture which is based on such values as empowerment, responsibility, and openness.
These principles can be applied to other aspects of management, for example, teamwork. Scholars argue that in effective groups, every individual can openly express his/her ideas, and they will not be dismissed out of hand (Mealiea & Baltazar 146). Furthermore, such teams do not suppress dissenting opinions. Apart from that, in such groups, leadership qualities can be displayed by many people who feel empowered enough to take independent actions.
It is also critical to think about leadership style chosen by managers. There are numerous studies which are aimed at highlighting the most effective strategies that enable mangers to impact the behavior of workers. In many cases, researchers discuss the benefits of charismatic leadership (Babcock-Roberson and Strickland 313).
The advocates of this approach emphasize the need to persuade employees without relying on coercion or threats. This strategy can increase the motivation of workers and make them more engaged (Babcock-Roberson and Strickland 313). To a great extent, leaders are supposed to become role models for subordinates. This is one of the details that should be identified.
Apart from that, scholars pay attention to the way in which employees can be motivated. For instance, managers can achieve this goal by enabling employees to work on new and challenging tasks (Macey and Schneider 17). Secondly, managers can lay stress on the trust that they put in workers (Macey and Schneider 17). The most important issue is that managers should avoid threats as the means of motivating employees.
Furthermore, managers should pay attention to the process of change. Business administrators should bear in mind that change may not be readily accepted by workers, especially if they are not allowed to choose their own methods of adaptation. This is why managers should let worker experiment with changing (Kerber and Buono 34). Certainly, they need to stick the goals that senior executives try to achieve. However, managers should not prohibit self-directed activities of employees.
Overall, these examples suggest that business administrators can adopt a set of related practices that are based on the same principles. First, managers can increase the efficiency of workers by promoting their empowerment and creativity. Secondly, they should try to become role models for workers and avoid the use of coercion or threats. Finally, they need to recognize the individual contribution of workers.
Works Cited
Babcock-Roberson, Meredith and Oriel Strickland. “The relationship between charismatic leadership, work engagement, and organizational citizenship behaviors.” The Journal of Psychology 144.3 (2008): 313-326. Print.
Kerber, Kenneth and Anthony Buono. “Rethinking organizational change: Reframing the challenge of change management.” Organizational Development Journal, 23.3 (2005): 23-38. Print.
Macey, William and Benjamin Schneider. “The meaning of employee engagement.” Industrial and Organizational Psychology, 1.1 (2008): 3-30. Print.
Mealiea, Laird and Ramon Baltazar. “A strategic guide for building effective teams.” Public Personnel Management 34.2 (2005): 141-160. Print.
Stallard, Michael and Jason Pankau. “Strengthening human value in organizational culture.” Leader to Leader, 47.2 (2008): 18-23. Print.