It can make people perform in a way that they must win at all cost. Workers think they are helping their company by going above and beyond but actually only slowing down production. In the essays by Lois P. Frankel, Stephen R. Covey, and Dale Carnegie, they each gave their own opinion on competition and how it affects the workplace. Each gave examples and real life situations of how competition can affect workers. Dale Carnegie likes the idea that competition motivates others to work harder and helps them speed up production (306-307).
Although they all have different roles to play in an organization, they all are some type of leader. While majority of them did a good job getting their points across, managing team huddles for employers to be up to date on objectives and expression, and also their delivery in speech which helped us trust them, there are some who are not really being a good leader and cause uncomforting and untrusting feelings while working under them. Supervisory management goals should be to help employees most adequately fit with the needs of a company. Good leadership requires treating employees with great respect and care. The better the respect and caring for the employee, the better the outcome.
He needs to encourage his employees to work through their differences and promote an environment that fosters accountability, dedication, and transparency. He needs to make his presence known on a regular basis to reinforce consistency in the workplace. Since talking to the group both together and individually did not work for Doug, I would suggest that he engage his employees in ways that are designed to foster understanding and better working relationships with each other. Some of these activities could include encouraging quality teamwork by rewarding groups for good performance. Create incentives to work well as a team by giving praise and issuing small tokens of appreciation.
I would definitely recommend this book to my family, friends, bosses, co-workers and people I deal with because it is not only encouraging but also it demonstrate high degree of respect and value to other people. I know that it would be a daunting task to achieve the attitude of being One Minute Manager, however, I know through practice our attitudes will be modified.
The theory makes sense even though research only suggests some support because managers say this theory holds true in the workplace. Employees need the motivators such as, recognition, interesting work and responsibility to feel satisfied and motivated in the workforce while the hygiene’s such as, reasonable salary and working conditions prevent dissatisfaction. These two factors work together to meet the needs of an employee both at a basic and higher level of needs. When you take into account the difficulty of measuring needs, the flawed studies are more understandable and relying on what managers say is easy to side with. After learning about the next need-motive-value theory, I warped my original thoughts to match this theory of Job
Performance can be improved with gratitude and thankfulness (Managing your HR, 2015). Management telling its workers that they have done a good job, when they have can go a long way, after all a few kind but honest words can go a long way it gives the impression to workers that the management has a understanding of the work. Superiors should be careful not to hold back feedback then dump it on workers, which could overload workers with information leading to them to simply ignoring it, which could be counterproductive (Business Victoria, 2014). It also not just about giving positive feedback, it’s also about the negative feedback (Business Victoria, 2014). This would confirm to the worker that a task done to a poor standard is not to be repeated in the same manner.
So it’s possible they need to be addressed after the investors. It sort of goes by that saying “the sweaky wheel gets the oil” what could do the most damage needs to be repaired, fixed or in this instance addressed first. The employees needs the company, they are more likely to be co-operative. However, what a thing to do to your hardest workers who have been trying to benefit the company all along. So the most useful strategy I can think of is keep the investors pacified and investing money, keep the employees happy so they will continue to do a great job.
As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change.
Despite the failure of this employee, it is instead a reflection on the manager, and his performance could be in question. This is an unfortunate situation. However, accountability in the workforce if often placed on a person who has earned the trust of the business owner, and he, in turn, trust that the manager will emphasize the same work ethics to his team. If an employee is not performing to the best of his ability and in turn shifts his responsibilities to others, this makes them accountable for mistakes made on his behalf. If a boss does not recognize this and take action against the employee who shuns his responsibility, it can create animosity in the workplace, and diminish the respect of his loyal employees.
Any mistakes we have to acknowledge them and work in that area to do better. Companies with well-honed business processes usually do a good job of executing on high volume, routine activities (Sull, Spinosa). Many managers attempt to rein in today’s fragmented workforce by crating rigid processes that dampen employee’s initiative and engagement (Sull, Spinosa). But organizations that engender well make, reliable promises create a sense of community among workers that is, people promise to do things because they buy in to the company’s overall mission and priorities and see their part in making things happen (Sull, Spinosa). It is very important for the manager to explain what needs to be done.