Managers’ attention to their employees implies the right choice of management style. The situation in the team, the attitude of subordinates to their duties largely depends on the cooperation with the leader.
The wise leader uses both management styles, authoritarian and democratic, depending on the situation.
The first involves an orientation toward the opinion of the leader, concentration of power, tight control, the second – takes into account other opinions, delegates authority and responsibility.
The first is needed during critical situations, when the decision must be quickly adopted and implemented, the second – in daily work, with orientation not only on the result, but also on the process.
The conflict between the employees was stopped by the intervention of the manager, his immediate assessment of the situation, who is right, who is in fault, and his reaction. Thanks to this the working moment did not turn into a quarrel.
Every time, before the introduction of new procedures, they were discussed with all the performers. This made it possible to avoid unnecessary actions.
Do you know what employees think about your orders and instructions? Are you ready to hear their opinion? Are you ready to reckon with someone in making decisions?
The manager is separated from the processes of the enterprise, where he is not involved personally. They are performed by employees. Therefore, he may not know what problems arise in the performance of tasks, how they can be solved.
In order to get answers to these questions, sometimes unexpected, the manager must either put himself in the employee’s place (in McDonald’s the manager must work periodically at the checkout point), or rely on the opinion of the employees.
It was noisy in the he call center and the operators had to ask the customers several times. While the director didn’t look in there and didn’t ask what could be improved. Employees asked to put svreens between operators.
Employees of the insurance company in each case wrote manually a list of identical characteristics, which then assessed the risks. The manager got the idea to use stamps. This made it possible to issue an insurance policy more quickly.
While communicating with employees, the manager gets:
- evaluation of processes by the performer (whether it works as planned, or otherwise, whether this process is useful or useless);
- reflection (what is wrong, why);
- suggestions for improvement (what to change, how).
The manager can hear suggestions for optimization of working prozess, ideas for development, solutions that he did not know.
In addition to these direct benefits, the manager gets while communicating alos the indirect:
- multifaceted team;
And not the particular employees, who do not share the objectives of the enterprise and act in their own interests.
The team, which members are looking in the same direction and are commited to the enterprise, gives the best result.
Communication with the management creates a sense of value for employees (the manager came to talk to me because I’m important), the unity of subordinates and management (we have a common company – common interests and goals), belonging to the enterprise (I and the manager are together, he represents the enterprise – I too), stability and confidence (the manager is interested in me – appreciates me – I’m here for a long time).
- motivated employees.
Communication with the management, praise, the embodiment of initiatives of employees in life ensure recognition and self-realization. They are factors of employee motivation, as well as the salary.
Employees for whom these factors are important, want and are ready to share their ideas and initiatives, and then to implement them.
Communication with the management gives employees a sense of belonging to the company’s work. Such an employee is interested in its success and will try to work for its benefit. After all, the results of the company will depend on its results: self-fulfillment, job satisfaction, salary.
The head of HR department received a bonus for the embodiment of his idea “Familiar candidate”. After that everyone thought what they can offer to the company.
In authoritarian enterprises you can see a staff turnover, which increases the costs of the enterprise (costs for searching, training employees) and leads to an unstable development of the enterprise (an important employee is being fired – the enterprise slows down its work). Authoritarian style, applied unreasonably – is a bad decision for the manager.
Depreciation of staff, typical for an authoritarian management style, leads to demotivation. If there are alternatives (similar work, position, salary), employees will go to the company where they will be appreciated and listened to.
For employees to take the initiative it is necessary:
- to assure them that the initiative will not be perceived negatively;
At this enterprise, everyone can write an e-mail to the director with the proposal. He will read and answer.
- to motivate them;
Materially or not. Many are ready to share the ideas for free, someone needs emotions, someone wants to improve his working conditions. Motivation implies feedback from those who took the initiative (to evaluate the idea, to implement it, to show results, to reward).
Once a quarter, the company chooses the “Best Idea”, which should increase the productivity. Its author receives a prize of $ 200.
- to separate the idea and the implementation;
Not always the author of the idea is ready to implement it and take responsibility.
The manager cannot know everything. To make the right decisions, he should listen to the rational opinions of all the subordinates, from the guard to the heads of the departments. Both criticism and initiative are useful.
Encourage the initiative: go to the departments, to the working places, supervise the work, ask what is missing, what can be improved, arrange meetings, put boxes for anonymous offers …