Managers in a Business Firm Essay

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It would be wrong to reduce the commercial success of a business to a single formula, the use of which would unambiguously guarantee high results. On the contrary, any business is a collection of many factors, the harmonious balance between which can — but does not have to — lead to the desired goals. Thus, some of these fundamental driving forces are trust, commitment, and employee effort in relation to the manager. In this context, it is paramount to recognize that organizational leaders rarely work in isolation from the workforce, and moreover, such a scenario can lead to a fatal outcome for the company (Prasad, 2018). On the contrary, only those professional teams in which the leader is not isolated but fully involved in management have the potential to succeed.

Trust is perhaps one of the most important criteria for an effective team. Trust in relation to the leader should be seen as a belief in the sincerity and integrity of his or her intentions (Engelbrecht et al., 2017). In this sense, it must be emphasized that the leader himself or herself can be an infinitely strong-willed and robust individual, but without genuine trust on the part of his or her subordinates, he or she is unlikely to achieve operational results.

Trust forms a favorable relationship between the leader and employees, showing mutual reliability and protection. It is noteworthy that trust cannot be bought: a manager can assign employees a large salary or let them go home early, but it is unlikely to form a trusting relationship between them. It is very likely that such bribery will have adverse effects because employees will use such a leader for personal enrichment. Consequently, trust must be built on good faith and benevolent personal motives. Thus, the importance of trust in a leader cannot be overemphasized.

Commitment, or interest, is also a fundamental driving force that can lead a company to commercial success. Commitment should be understood as the employee’s sincere willingness to work for the company to improve economic performance, sometimes even at the expense of personal time (Irfan & Marzuki, 2018). Commitment, in general, unites employees and fills them with the fundamentals of the company’s corporate culture.

However, it is essential to note that a leader can develop this commitment through the implementation of incentive programs. More specifically, to encourage an employee to be more committed, an effective leader can offer the team a system of rewards for individual results and meeting — and even exceeding — the plan (Samuel, 2021). In this way, an employee who knows he or she will be rewarded is more likely to want to perform better himself or herself. In turn, this increases commitment to work processes.

Finally, the thrust of the effort is the third driving force within the task at hand. Terminologically, effort should be defined as a mental or physical activity aimed at achieving results (Sherman & Shavit, 2018). Since business is always goal-oriented, much depends on effort in this context. The implication is that the more worthwhile effort an employee puts in, the better it will be for the business. The best strategy for rewarding effort is financial motivation (Samuel, 2021). In other words, if the employee receives a bonus for his or her efforts, he or she will put in more resources to achieve even greater goals: in turn, the enterprise benefits from this. It is extremely important, however, to make sure that the employee does not overdo it and get into the path of professional burnout.

References

Engelbrecht, A. S., Heine, G., & Mahembe, B. (2017). [PDF document]. Web.

Irfan, S., & Marzuki, N. A. (2018). The moderating effects of organizational culture on the relationship between work motivation and work commitment of university academic staff. International Journal of Learning and Development, 8(1), 137-155.

Prasad, P. (2018). Stop don’t go there: Mistakes made by top leaders. Bloomsbury Publishing.

Samuel, A. P. (2021). [PDF document]. Web.

Sherman, A., & Shavit, T. (2018). The thrill of creative effort at work: An empirical study on work, creative effort and well-being. Journal of Happiness Studies, 19(7), 2049-2069.

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