The command and control way of managing personnel is the antiquated way managers used to conduct business in the 20th Century. The rationale for the old top-down approach of management was a hold-over from the 19th Century where jobs were hard to find and talent was in short supply. IT Consultant
Fast-forward to 2012, the work market has changed and even though it remains limited after “The Great Recession”, wise managers understand that there is a pool of talent waiting in the wings and the economy will not stay in decline forever. An employer’s market does not suggest that managers and administrators can treat employees like luggage in an international airport, but instead this gives an possibility to progress the best talent available. Today’s modern worker is more mindful of the facts associated with the career market when it comes to developing and maintaining skill-sets and realizing that the geographic constraints will no longer retains talent hostage..
Managers and supervisors in this modern era must recognize that some of the talent developed during these lean economical times may seek other opportunities elsewhere as the economy improves. The goal for managers is to create an environment that will retain employees past the scope of using gimmicks or insulting bonuses. Due to the go up of technology over the past twenty years, social skills have been substituted by text messaging and social networks in many aspects of our lives. Managers must establish and maintain a specialist one-on-one marriage both inside and exterior the departments with employees.
The challenge for some managers is to develop the skills that advance a sense of pleasure and private accomplishment while boosting productivity, and trust among their subordinates. The quality of the bureaucratic relationship with employees is vital. To make a path of boosting output managers and supervisors need to establish a way of delegating the duties of a departmental or team oriented task to individual members, motivate worker integrity to promote self-discipline within the context of professional behavior, and make an effort to enhance quality without using too many rewards. The goal is to make the position interesting and a valued part of the employee’s personality portfolio.
The first step is to have a thumbnail sketch of each employee according to personality, background, sensitivities, interests, skill-sets, goals, and macro functions in efforts toward the organizational mission. This may sound like a great deal, but the more employees share, the better the manager can manage. In the dark-ages of business the micro-view was all that an employee required to know when it came up to their particular department function. This practice proved helpful among lesser educated employees that could be easily intimidated by anxiety about job loss. Since “The Great Recession”, many new hires are less scared of such management techniques and may harbor skepticism in private-sector entities since the massive lay-offs of 2008 through 2009. Subsequently, the manager today must understand this consideration. This kind of disposition has little to do with a specific company, but may be the residual trauma resulting in a previous lay-off.
Besides getting to know the employees better, time should be allocated in esteem to training, policies, and procedures in order to ensure better comprehension on tasks, roles and obligations. Also, the wise supervisor should determine them as professionals within their chosen disciplines and treat them accordingly. This may appear odd for some managers, but like in professional golf ball, the players have a vested interest in the integrity of the business. A wise manager will use this interest in promoting the agenda of the organizational mission. The director or supervisor being the coach metaphorically, cannot play the game, but can slowly move the team to successful victories. The same is true within the corporation. The ultimate goal for a good supervisor or supervisor is to create an environment that is self-disciplined and self-policing in respect to plans, practices and quality requirements.
Nevertheless , to get to that point, the director or supervisor must get started with understanding employee aptitudes and talents outside the usual with their daily work routine. The would be to make open demands for tasks from people who have an aptitude for certain duties. An employee may be effective in accounts payable for instance, but may also have an expertise for project implementation. The benefit with modern technology is the fact employees are able to acquire other skill-sets online and through virtual campuses a lot quicker than in the past. During staff evaluations, managers should ask if they have used new courses or received other external training that may benefit the department or organization. The manager that fails to do this may find that worker working for another corporation when the economy increases.
A macro-view of each person’s role in the organization should be revealed during a meeting in order that they have an idea where their expertise is required on an organizational level. This assists in charging and emphasizing the value with their function in the grand scheme of things. The sharing of private information may be ruled out, but a macro-outline is always helpful. Avoiding staff complacency is important for executives to maintain a certain level of morale and optimism within the section.