Robert Conklin, an expert on the subject, wrote a book called "How to make people do things" which states: "... We have to dig to people where you pique" indicating that pleasing to people that we can induce them to act as we ask. A position very similar to that of Dale Carnegie in his books and seminars on improving the self and personality.
Well, in the mid-80 Jack Falvey wrote an article published in the Wall Street Jaurnal under the title "improve productivity, learn to say thank you" which holds that "people work for love and money," and is written in that order first love and money later if the order had been different we could have said that this short and simple phrase summed Falvey ancient and the modern concept of human resource. The old, the tayloriana, the foreman, sitting in the rewards and punishments because the man was a being motivated solely by economic incentives. And the modern placed on the agenda of managers for several decades but taken after serious consideration of human resources as one of its strengths: the fair, the respect the man as a being led by partners for their encouragement human condition.
Jack Falvey, however it did not intend to make an analysis similar to ours. So the phrase has the leading order: people work for love and money and adds: "among us, few seem to get enough unp or another. There is no great secret of the science of behavior to make a good manager. If there is a high priority to support and reward the people will be happy results that exceed the dreams. Often managers think of themselves as specialists or troubleshooters or functional experts. They lose sight of the practical use of common sense to make others are engaged in doing things for them willingly. "
At this point the reader a little impatient, you might inquire: Okay sir, I understand and even share your thoughts. But still not told us anything about the management ideal!
If the reader allows mention last item you come support us: "The essence of good management is to let people know what you expected, noting what has been done and continue to support the things that are have done well. "
Read well: giving back to the things that have done well. This is not no way to give awards to people who specialize in flatter, as that would only reward the ability to touch the head of the ego, which is not part of the management model is to be clear hand to express what is expected of individuals through which the manager intends to carry out their management.
These expectations that employees must know, it would be meaningful goals, rewarding performance, quality products, however, drawn up by persons selected for merit and values.
Ishikawa said that the matter we can only expect good things made by people of good quality, referencing a relationship between quality of life and quality of these goods produced.
We wish to emphasize at this stage of our reflections on the great need to establish a scale of values regarding the work of men. The companies have made the mistake of rewarding behavior that is not necessarily reflected in the significant improvement in productivity. For this reason a nurse spent more time caring for patients completing form; teachers go on board and board of template template wasting valuable time that should be devoted to their students. In the same way other officials at different levels use more time on tasks marked urgent are not necessarily important.
It has spent too much time and has forced others to do the same, patches, and repairs to the tax has been slowly but steadily in the habit of rewarding those who are apparently too busy without assessing their actual contributions to the organization terms of efficiency and effectiveness, especially in productivity.
On this point William Wilkerson said that the anatomy of an organization has four types of bones:
Bones "false", who want all the work is done by others.
The jaws are those who speak much and do little.
The knuckles are the fact that breaks it for others.
The ridges are the ones that bend and do all the work in reality.
Certainly anyone would be surrounded by bones of the latter and away from the influence of other species. The latter is used, the "ridges" that should be rewarded and not to others whose work generates bad sound more harm than positive contributions.
By: Alejandro Martinez Rutto
Rutto Alejandro Martinez is a renowned writer and journalist Italo-Colombian who also taught at several universities. He is the author of four books on ethics and leadership and appears in three anthologies of Colombian authorities. Contact them at cel. 300 8055526 or email alejandrorutto@gmail.com. Read his writings at Maicao UPDATE, page where you will find writings, stories and beautiful pieces of literature in Colombia.
Source of Article http://www.articulo.org/autores_perfil.php?autor=525
Written by: Alejandro Martinez Rutto
