Managing work covers an important business function
which has quality and bottom line repercussions. The manner in which work is performed is
often much to do with how it has always been done. Business tends to change
incrementally in a more or less controlled environment and so past behaviour,
if previously successful, will tend to hang around even when it is suspected to
be redundant.
The report provides an overview on the nature of
work of which an understanding of it starts with a complete review of the work
itself. In the process, it will achieve an understanding of productivity and
efficiency in the workplace which will now help to provide a measurement of how
well the work is being performed. The management of work is not entirely hidden
from view. There are “moments of truth” when interaction takes place between
business and the market place. These moments reflect how things get done in the
business can have a profound effect on the image of the business. An
understanding of which will provide the following vital benefits: a clear
understanding of work and its components, understanding of non-productive and
redundant work, a clear understanding of scheduling, understanding of the
creation of productive and happy working environments, understanding of
motivation and the use of productivity tools such as meetings, workshops and
benchmarks and performance indices.
I reflected that individuals are expected to work principally
to solve a specific problem. Since skilled people are so much in demand,
critical questions for business surely must be:
“What are the
potentials of our staff that needs to be developed?”,
“What can we do
to retain these people?”, and
“What can we
provide for the staff to give the company a competitive edge?”
Unfortunately, it would seem these questions are
not asked frequently enough.
As reported there are a lot of factors that affect
work and how work was perceived by different individuals. However, I can well say “that leaders and
organizations need to develop the mindset, culture and competencies that support
collaboration”. That is how new workplaces must evolve: TEAMWORK. The role of manager has evolved a great deal
over the past 30 years but it varies considerably across industries. One
constant, however, is that managers are employees held accountable by their
superiors to make sure they deliver in line with expectations. Managers in turn
need to make sure that people reporting to them also deliver. This requirement
places managers in a controlling, decision making position. The big change for
managers today is HOW they carry out their responsibilities in managing people. This will involve creating workplaces: (1) that
encourage innovation, where people feel free to explore opportunities, voice
opinions without the pressure to conform and where the emphasis is on seeking
solutions instead of laying blame, (2) where respect, genuine team work and the
celebration of achievements really can create positive changes, (3) where
people are valued, difference is appreciated and where it is understood that
every person is capable of achieving his or her potential for making worthwhile
contributions to the workplace, (4) that allow for flexible working
arrangements, where people feel safe to contribute at their own level according
to the needs of age or their inclination.
The suggested workplaces do demand a different mindset, not just from
leaders but from everyone.
No comments:
Post a Comment