Power and Authority
Some managers and supervisors with big egos enjoy the fact that they have more power and authority than others do. They show this in the way they give orders and directions and they think that they are superior to the people in their charge. Simply put they get a kick out of displaying this superiority.
Some of us think that people who do this are wrong and foolish and others talk ill of the conduct. However, everyone but the affected managers and supervisors know this and continue with their high- handed behaviour.
I am not saying that managers and supervisors should not use and exert their rightful authority to get the people in their charge to do the right things right at all times but what I am implying is simply this: It really shouldn’t be necessary to command people to do things because I found in my half a century of HR involvement that it should be enough to tell our people what you would like them to do and discuss it if they have any questions.
In most cases, the motivated people would be perfectly willing to co-operate therefore I do not see much point in bothering to use forceful, ostentatious and high-handed approach. I found that it was not productive to order the people to do things when they would actually willingly perform better if we simply asked them for their best co-operation. It all depends on our diplomacy, humanistic approach, our effective leadership skills and our workable motivational techniques to get the best out of our workers.
Power –A lion has to be a lion all its life; a dog has to be a dog but a human being can play with and bring about a huge number of different identities. The one he finally chooses will be determined by neither reason nor common sense but by imagination.
Authority- Some people succeed because they are destined to succeed but most people succeed because they are determined to succeed. Balancing the our action will not damage our authority but being over authoritative can be harmful for smooth administration of HR.
Co-operation- One trouble with all of us is that so many of us stand vigorously for our rights but we fall down miserably on our duties. It is the right duty of every manager to show the best co-operation at all times.
Approach- To handle yourself, use your head; to handle others, use your heart.
Let us all work to become something special at our work place and learn not to work to acquire power and authority for the sake of them.
HOW AM I DOING?
Arriving at the workstation the supervisor said, “Everyone, On your marks, Get set, Go!”
Many workers who had a busy weekend were sitting on their respective chairs snoozing peacefully. One worker with bleary eyes and tired face quickly stood up and mumbled, “How am I doing, Boss?”
This is a question most people at our work places need answered every now and then. It is the manager’s job to tell them, whether it is good, bad or otherwise. Unfortunately, many of our managers or supervisors duck this vital task and find it unnecessary, unpleasant or cumbersome.
I believe that telling our employees about their performance or conducting regular performance appraisal is crucial for progress and productivity at any work place. I know that telling an employee that his or her performance is not satisfactory by spelling out exactly how and why you expect him or her to do better is not a very pleasant task but it has to be performed with expertise. Some managers and supervisors hate to do this and tend to avoid, postpone or neglect this vital responsibility.
In my many years of administrative and management activities in the commercial and industrial sector, I have to say that this is one of the most important functions of HR management. It can and should be one of the most useful, fruitful and productive things an effective, efficient and a successful leader should do.
My question is simply this: How can our people do better unless they are made aware of what they are neglecting or doing poorly? How can they correct their mistakes unless they realize what they are doing wrong?
On the other hand if their work is excellent, why should they maintain it at that level unless they know that their positive efforts and efficient performance are truly recognised and properly appreciated?
As a manager, we have a responsibility to give everyone who works for us an honest periodic appraisal of how they are doing. We owe it to them and we owe it to the organisation. It is one of the most practical things we can do to improve our and the working standards of our employees.
Telling people face-to-face how and where they are falling down on their jobs will never be pleasant but it can be a lot less unpleasant and more productive if we can follow some fundamental points to perform this important managerial and supervisory responsibility.
We definitely can be friendly and try to help our people help themselves by helping them to be more successful in their respective jobs. It is unethical and cruel to try to force better work out of our workers who are supposed to be our most important resource.
We should be constructive by not dwelling on their past failures and point out the specific things we want them to do to do better. Specify the results you want them to achieve in the future. Ask them to show the higher standards you want them to measure up to.
We should be honest in our approach by not telling them that they are better than they really are or worse if that is what they are not. Do not give them a false picture because you yourself lack the courage of your conviction to present the truth about them.
We ought to be fair and do not appraise people poorly just because their work that day of that week was not up to par. Always remember the good work they have done in the past.
We must be just and appraising performance and results and not abilities because I have found out that people tend to overrate their own capabilities. Therefore, it would always pay to avoid that area by talking about specific actions, performances and results on the job.
Let us be generous in our actions. If our people deserve a high rating, give it to them generously and reward them appropriately because I know that nothing will kill morale faster than doing good work and not getting the rightful credit for it.