Communication is Key The author emphasizes on the importance of communication and voicing concerns or recommendations through communication channels like: meetings, newsletters, and suggestion boxes to develop and encourage employees through the organization to contribute feedback to the strategic direction of the organization. Employees need to be included in organizational development and decisions even if it were indirectly, that will boost their morale and give them the satisfaction of feeling respected and valued throughout the
He/ She motivates the team by encouraging individuals and highlighting the importance of each worker, helps them to see the company’s vision and moves them in the same direction. Manager must be also sensitive to employees’ individual goals and their own purpose or set goals. Good manager praises in public and corrects in private. A good leader is motivational, positive, upbeat and enthusiastic. Often strong or uncomfortable messages must be passed onto the team, tactfulness is always necessary.
Smart is being able to get the best resources, applying the best techniques to your project and choosing the strategy in what you’re presenting to the performance of your client. Fast is making sure that everything is up to date on all current events, getting the project done on time too. Kindness is telling us that, we need to be respectful to anyone working on the project, contractors, co-workers and the client’s representatives. One Smooth Stone finds that values and culture are a very important part of their organizational structure. All these values are a part of the product the company
Part of a human resource leader is communication, accessibility, and empowerment of one’s employees. I feel my skills in open communication, information sharing, decision fairness, outcome concern, and credibility help in numerous ways. Furthermore, being credible and concerned about outcomes, my employees believe in my leadership and know that I have their backs. With communication and information sharing my employees know that I am accessible to talk. Finally, my decision fairness empowers others to be involved in our daily tasks.
Commitment and Trust Trust is the foundation of every good relationship and helps to create a healthy work environment. According to Heathfield (2002), trust is the necessary precursor to the following: • Feeling able to rely upon another person • Cooperating as a group • Taking thoughtful risks • Experiencing believable communication Once trust is established, it enables the work and communication more effective. They will be committed to compromise and work towards the share goals. Hence, managers have a better opportunity to accomplish the company’s goals. Figure 2 Trust Equation The company could build trust through: • Form teams to solve real work issues and improve the real work processes • Regular team meetings to review project, progress or concern • Team building activities In addition, the company should encourage mutual respect among each other.
Key factors such as rituals, routines and behaviors can majorly affect the achievement of organizational objectives. As here to tell employees that what kind of behavior is expected and rewarded, what amount of risk they have to take in order to align with the organization’s long-term objectives. What should be the dominant attitude towards all stakeholders? What language or symbols will describe the activities of the organization? Thus deciding and practicing all those routines in the organization represents the culture of the organization and bring every member of the organization on the same path to success.
Decentralisation of decision making is needed at line and staff level, in day to day functioning within their sphere of influence, and contributing to better quality levels without time delays. In the event of decisions beyond sphere of influence, then formation of self help teams by the immediate superiors for quick decision making. 18.104.22.168 Major role is played by the HR in building support systems and culture which include performance operations and people management processes, aligned to organisational objectives to build trust, enthusiasm and commitment to the direction taken by the organisation. Knowledge needs to be provided to the internal customer on their contribution and importance towards achieving the organisational objective and the impact he or she makes on the external customer vis-à-vis the product or service
The delivery of these activities cannot be left to chance. To maximise success, a carefully thought through communications calendar is required. The communications calendar is the tool that establishes the rhythm of conversation between the business and the program office. It ensures that a cohesive suite of messages is sent out to the organisation on a predetermined frequency. It provides the foundation for predictability and dictates what type of message will go out on which day, to which audience, and in what format.
It is done by stepwise. They believes in a participative approach to making strategic decisions, Mr. Rajiv says –“If, I make a strategy, I will be the only one to own it. Strategy has to be mutually owned and shared by all the team members”. All employers should be informed about what is going on the organization and what is needed to do to accomplished the goal • Make sure that task are understood supervised, and accomplished: the role and responsibility of every one is clearly define and there is proper level of understanding and proper communication system. • Train the team: JD leader not only influence and drive their employee, they also provide timely training and development program to motivate their employee.
Now the employees would get clear information when requesting data and not a spreadsheet with an enormous amount of data that is inefficient to make decision off. Tesco has created a strategic performance management framework to guide the collection and analysis of data. Tesco has identified two strategic goals above all. One, “making sure everyone in the company is actively engaged in trying to improve performance - all the time;” and two “having the data and analytical skills to test ideas and turn insights into customer and business relevant actions.” Terry Leahy summarizes these phrases into one: "never stop listening to your customers and giving them what they want". This is also clearly reflected in the company’s main slogan: “Every