Management's Role in Bringing Term Paper

Pages: 15 (4110 words)  ·  Bibliography Sources: ≈ 23  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

SAMPLE EXCERPT . . .
He too felt that the single genius must be surrounded by motivated leaders who were willing to question and lead in their own right.

Collins suggests, instead, what he calls Level 5+ management in which an organization gets the right people on the bus and builds a superior executive team. And once that team is in place, Collins continues, the organization works on finding out the best path to greatness.

In support of his assertion, Collins notes the Teledyne Corporation case study. The corporation had a great leader with a thousand helpers and succeeded quite nicely. However, after its leader, Henry Singleton, left, the company's performance plummeted. Essentially, no pieces were in place to replace the genius.

With Level 5+ leadership, however, any of the lieutenants is fully capable and motivated to take over for the genius leader if and when she departs. This is a more forward thinking people development strategy: train and prepare everyone in management to recognize human talent, hire correctly, and be prepared to take over higher leadership positions.

The problem with this strategy is, of course, a fierce competition within the organization with regard to leadership positions, as all leaders are qualified and talented enough to move up the management ladders. However, if the right people are on the bus in the first place, this competition will only serve to benefit the company, as all leaders are secure in the fact that they can lead in other organizations as well.

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Essentially, management consultants and academics alike are quick to note that people are not an organization's greatest asset: the right people are an organization's greatest asset. And that is why hiring does not have to be constrained to people within a particular industry, or people who have extensive experience in a certain field.

Term Paper on Management's Role in Bringing About Assignment

Rather, the primary challenge in hiring is to find people who are motivated to complete any task, to take on any challenge, and who show up with personal drive and a corresponding appreciation for human capital themselves.

At the same time, the successful enterprises may also demonstrate an understanding of the value of human capital, the immediacy of people development and the asset that is a strong group of talented individuals by getting the wrong people off the bus.

Getting people off the bus requires tougher decisions and harsher situations than getting people on the bus, of course. But by not making these decisions, organizations will not be letting their good people recognize their own value and their own abilities and talents.

As Collins writes, to let people languish for months or years, stealing precious time in their lives that they could use to move on to something else, when in the end they aren't going to make it anyway - that would be ruthless. To deal with it right up front and let people get on with their lives - that is rigorous... To be rigorous in people decisions means first becoming rigorous about top management people decisions. Indeed, I fear that people might use "first who rigor" as an excuse for mindlessly chopping out people to improve performance. "It's hard to do, but we've got to be rigorous," I can hear them say. And I cringe. For not only will a lot of hardworking, good people get hurt in the process, but the evidence suggests that such tactics are contrary to producing sustained great results. The good-to-great companies rarely used head-count lopping as a tactic and almost never used it as a primary strategy."

The key, then, is to hire the correct people, allow them use their creativity, and to kick the wrong people off the bus, regardless of the short-term cost, as the wrong people on the bus will hinder the right people's ability to do their jobs well. However, indiscriminately kicking people off the bus also is not beneficial, and does not make sense from a people development perspective.

Effective Management Of Human Resources

Once the correct people are on the bus, the next challenging people development issue is to effectively ensure that they are able to contribute to the best of their abilities. "Effective management of the human resource of the organization constitutes the foundation for an organization's long-term, sustained success."

And that is where motivation comes into play, according to theorist, Frederick Herzberg:

One notes the title of Herzberg's 1968 article in the Harvard Business Review with some amusement One more time: How do you motivate employees. This article appeared some 9 years after his seminal book and it was clear that he was becoming somewhat annoyed with those who had not taken his insights on board.

He distinguishes between Hygiene factors - those that will not increase motivation as such but will certainly decrease it if standards are not right - and Motivating factors.

Hygiene factors include working conditions, salary, job security and company policies. Get these wrong and motivation will decline but add to them over a certain standard and there will be no more effect on motivation.

Motivation, says Herzberg, derives from people having a sense of achievement, recognition, responsibility and opportunities for personal growth.

He criticises management for ignoring the motivational factors and trying to motivate through things like money and benefits - expensive and not successful. He is also famous for his acronym KITA, which has been politely translated as a kick in the pants! He says that KITA does not produce motivation but only movement."

Interestingly, managers are finding that, with the right people on the bus, monetary incentives are truly not the most efficient way to motivate good employees to contribute to their utmost.

Rather, the proper way to motivate and lead and squeeze people development and human capital assets out of colleagues and subordinates is to treat people equally: For instance, take the following example:

Max is Julie's prize teddy bear. He has his own wardrobe in her closet, his own place at the kitchen table and a favorite chair for watching TV. Julie even buys Max a seat when they fly. So if Julie asks for a day off because Max needs her, would you let her take it?

Before you answer, consider some other situations. What if Max were her golden retriever? What if Julie is a Meals on Wheels volunteer and Max is a housebound elderly man? Would you give Julie the time if Max were her five-year-old nephew? Her grandfather? Her boyfriend? Her 10-year-old son?

These situations are at the center of workplace skirmishes that threaten to erupt into full-scale warfare because most employers will give Julie the time only if Max is her son, and employees without children resent that. "Our company says it wants to help balance the demands of work and personal life," John says, "but they seem to think that personal life is the same as children. I'm tired of watching parents walk out of here at 5 p.m. To pick up their kids while the rest of us stay here and work. It isn't fair."

And indeed, the authors here have hit upon the greatest challenge in managing a quality workforce. Recognizing humans as a great asset means treating them fairly - and if not fairly, at least equally:

Take Action

Flexibility is flexibility. Let's assume you're managing exempt employees. If you're a cool boss who allows employees to slip out early or come in late occasionally, give everyone the same flexibility. Resist the temptation to ask what they'll be doing. If you give people time to deal with their personal lives, it doesn't matter whether they spend that time taking their kids to a soccer game, volunteering in a homeless shelter or going to an antique show; it's their business, not yours. Measure whether work is completed on time and done well; don't log every time Jane comes in late or leaves early.

Give people maneuvering room. Even if you're a cool boss, it's tougher to give people in nonexempt jobs the flexibility to just cut out early. Often the work they do can be performed only on site (and not at home, for example), and you also must contend with overtime law. Still, we're talking about a job, not a prison camp. If your company policies allow it, let people use vacation or personal leave time in small increments (such as a half-day at a time) provided they request the time in advance so you can plan. Track the hours used.

Accept that there will be emergencies. Crises happen in everyone's life; treat them all equally. Don't reassure parents that "everything will be fine here, just go" and then make it tough for others to get away.

Don't make assumptions. Don't assume that employees without children are more willing to travel, or that parents can't stay late. Make decisions based on who's best suited to the job.

Monitor work hours. No one's asking you to track every hour exempt employees are at work, but watch general trends. Employees might leave at different times for… [END OF PREVIEW] . . . READ MORE

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