Management's task is to integrate the employee with the organization in such a way that there is evidence of mutual warmth and support. In a climate where trust and respect is found, employee feelings of belonging and loyalty will result.
Management style
Contemporary managers have idealized models in their imagination akin to the heroic manager—the conquering leader who rescues helpless, disorganized employees from all problems and who leaves only when all has been accomplished by his or her own courage, intelligence, and skill. The helpless subordinates continue with their mundane tasks until another problem arises and the hero returns.
It is the feeling of control over themselves, but primarily over others, that creates this vision. When crises arise at work and tough decisions are called for, many managers feel responsible for knowing what the problem is, developing the solution, and exerting control over the situation.
When managers perceive their employees as being helpless and incapable and take full control, they elicit reciprocal behavior from their employees. Subordinates retreat to a defense of their narrow interests as managers exert complete control. The key is for managers to act as developers. Developers have a stronger employee-centered image. They earn how to have impact without exerting total control, to be helpful without having all the answers, and to be powerful without needing to dominate.
The developer-manager model consists of three components that must be nurtured to achieve productive excellence: interdependence, interpersonal skills, and commitment to an overriding departmental goal.
Within the organization there is a high degree of interdependence among departments and a constant stream of changes, both internal and external. This is especially true in the hospitality industry, where the satisfaction of the customer depends on the performance of many departments. Managers must develop a method to handle this interdependence and increased change.
The solution is to build a team that shares the responsibility of managing departments. It is a joint responsibility group that shares in making the core decisions and influences each member to ensure a high level of performance. Building such a team leads to greater subordinate commitment and motivation. Joint responsibility increases individual challenge and potential learning and growth. Development occurs in technical and managerial skills. Research has indicated that groups make better decisions than individuals when the problem is complex.
The second component in being a developer-manager is the importance of interpersonal skills. Daily interaction can be used to encourage and enhance growth in subordinates. Coaching from the developer-manager helps build competence. In this way, behavioral problems can be turned into an opportunity for growth.
The third component is getting the employees committed to the overriding goal of the department. The goal unites workers because it is a vision they can share and work toward. Employees do not work for money alone; the goal generates reasons that make the work worthwhile. It is the achievement toward the goal and appreciation of the extra effort that become rewarding to the employee. The goal gives the employee a sense of value. It inspires the employee to a level of performance beyond adequate. There is the potential for the goal to fulfill a core need within the individual: the need to belong to the organization.
Each component builds on the other. Working together, and encouraging employees by showing them that their productivity benefits all, is what is to be achieved. Integrating the components is the task of the developer-manager.
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