| Everyone knows that the sports team with
| |
| | problems from those living with them up
|
| the highest morale wins. In fact, every
| |
| | close and personal every day. Without
|
| manager wants high morale in his/her
| |
| | these facts, orders and directives from
|
| group. So why do most managers create
| |
| | managers rarely address the real problems
|
| low morale in their employees? In truth,
| |
| | and more often exacerbate them. This
|
| given the societal, educational and
| |
| | leads employees to distrust and
|
| workplace related influences, it would be
| |
| | disrespect management and causes further
|
| amazing if managers did not create low
| |
| | reductions of morale and workforce
|
| morale and severely damage employee
| |
| | motivation.
|
| motivation.
| |
| | And there's more. Failure to listen and
|
| From birth, most of us are told what to
| |
| | dialog over perceived problems denies
|
| do. We receive a rather overwhelming
| |
| | employees information which only the
|
| number of orders, directions and policies
| |
| | manager has and which is necessary to
|
| from those who believe we should follow
| |
| | being able to understand the true cause
|
| their dictates; parents, teachers,
| |
| | of problems or the seriousness of them.
|
| churches, government and finally bosses
| |
| | Lacking this information, employee
|
| in the workplace. This is commonly
| |
| | expectations and criticisms are quite
|
| referred to as the top-down command and
| |
| | often unrealistic, thus causing the
|
| control management model. Having been
| |
| | manager to disrespect employees.
|
| literally bombarded with this model, it
| |
| | Thus, low workforce morale, poorly
|
| is unsurprising that the vast majority of
| |
| | motivated employees and greatly reduced
|
| managers adopt it as their own.
| |
| | employee performance quite naturally
|
| But what of the people being managed with
| |
| | result from using an authoritarian based
|
| this model? Unfortunately for managers,
| |
| | command and control model. Our
|
| no one likes to take orders and all
| |
| | educational system is of little help. It
|
| consider it to be demeaning, degrading
| |
| | is excellent at teaching management of
|
| and disrespectful. In addition, they
| |
| | "things" like engineering, marketing,
|
| also feel demeaned and degraded if no one
| |
| | finances, supply chain, and quality, but
|
| listens carefully to their ideas and
| |
| | it rarely teaches the soft skills, the
|
| whatever else they have to say. But the
| |
| | whats, whys and how tos of managing
|
| command and control model implies that
| |
| | people. The tools learned for managing
|
| employees should listen to the leaders
| |
| | "things" actually reinforce the
|
| and that leaders have no need to listen
| |
| | authoritarian, "just do as I say",
|
| to employees. So managers spend most of
| |
| | approach to managing people.
|
| their time trying to figure out their
| |
| | As a manager, I spent 12 years stuck in
|
| next order and rarely if ever take the
| |
| | this model, stuck with much lower morale
|
| time to listen to their people.
| |
| | and performance than I believed was
|
| But there are more negative effects on
| |
| | possible. Fortunately, life provided me
|
| morale and workforce motivation
| |
| | with two revelations which allowed me to
|
| associated with the command and control
| |
| | transform my methods and subsequently
|
| model, specifically from not listening to
| |
| | prove that a level of employee morale and
|
| employees and not dialoguing with them
| |
| | performance far beyond my wildest dreams
|
| over workplace problems. Without these,
| |
| | does exist.
|
| managers are denied a firsthand view of
| |
| |
|
