By Florence M. Stone
With hierarchies flattened, command softened, and staff empowered to imagine and act independently -- what is left for managers to do? lots! in keeping with The Manager's Balancing Act, all the organizational adjustments of the previous decade have created a distinct set of difficulties and demanding situations that managers needs to tackle. This booklet deals useful ideas on tips on how to mix the simplest of "traditional" and "new" administration kinds to: ** empower others whilst they don't seem to be prepared ** focus on the problem of loyalty ** be certain potent communications ** mildew staff right into a group tradition ** jump-start a burnt-out division ** supply transparent course, measurable criteria, definable targets, and extra.
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Additional resources for The Manager's Balancing Act
Example text
So he fits well into a shared leadership program. Of Kathleen's remaining six workers, four are relatively new to the company. They are Rls or R2s, at best, and need more leadership for now. Two are R3s, so with time Kathleen can prepare them for shared leadership by building on their high commitment. Kathleen thought all her employees were ready for shared leadership. Not so. Her failure to understand this led to the party atmosphere in her department. Even with a complete staff of Mikes, however, shared leadership does not mean that a manager can abdicate her leadership role.
Situation 1. Jerry, a marketing manager, has been criticized for his directive management style by his boss, who expects Jerry to adapt his style to the company's more participative style. Helen, Jerry's assistant, is a nine-to-fiver, with little interest in career advancement, although she would like to earn more. Page 4 Should Jerry continue his directive style, which he's comfortable with, or empower Helen, even though she has made it clear that she doesn't want to be empowered? Is there some other option?
Managers who previously supervised in a more autocratic manner will need to learn a new way of managing. Just like their employees, managers have to understand what shared leadership entails. Manager Overboard Some managers have gone overboard, abdicating their supervisory responsibilities. In some cases, this is deliberate, a way to avoid making tough decisions. There are managers who hold meetings to make decisions that do not require the buy-in of employees or that could benefit from others' input, so staffs and managers waste considerable time in meetings that are unnecessary.