Management & Employee involvement program – Part I
G U E S T A R T I C L E
Blast from the Past
By Micheal Hart
Capital Quality News FEB 2003 Issue 6
Contributed by : Candice Carter
Many middle and senior management representatives that I have met with have common complaints about their life styles and the pressures that work environments put on them. These pressures cause unhealthy stress resulting in burn-out and can be even more destructive to the family relationship. There are multiple components for this dilapitating condition; long hours,micromanagement,loneliness,concentrated responsibility and a seeming lack of interest from employees within their sphere of influence, to make the organization’s performance improve. These components all occur for a very specific reason; managements reluctance to think that the average employee can be part of an organizations thinking process. When this is the case, the progress of an organization is entirely dependant upon a select few group of management figures who are expected to continuously come up with the concepts and methodologies to improve quality , output and efficiency.
Consider now the employee. They come to work every day t a job that is defined for them and complete the tasks over and over. During the course of their work, they come into contact with other employees who serve as thier suppliers or customers. These employees start to recognize their work together as a process and visualize the areas where waste and inefficiency exist. They discuss the innovative ideas together that can double or more the efficiency of their existing process.
The Employee Meets Management
The management representatives are required to find ways to improve because of new performance goals. They are stressed and need to think about this. The employee has ideas to improve and wants to communicate them to the manager, but lacks the capacity to formulate the ideas clearly enough for the manager to see their improvement ramifications. The Manager may listen emphatically to the employees idea and then discard it because it has no structure and besides they have to think about ways to improve performance. The employee is frustrated because they can’t seem to have their improvement ideas taken seriously and stp thinking of ways to improve this ungrateful organization. Their work performance and attendance record drops because no one really sees or cares anyway.
Communication is Key
If only the manager had communicated to the employees of his/her department the performance targets that they are responsible to meet and created the structured process for the department employees to help meet those targets. The idea bank would then be expanded by the number of employees involved and the manager’s responsibilities would change to managing of the flow of ideas and their successful implementations. Employees would feel energized. They do matter and they are and integral part of a team making something happen. A process and criteria would exist for the employee to take their initial concepts and structure them so that the manager and everyone else can see the performance benefits. Excitement would run the department rather dreariness. Performance and attendance would rise because everyone is needed to make that difference happen. Morale increase significantly.
The post has been contributed by Candice Carter. You can contact her using our contact form.