Managers and Cultural Development in Organizations

Businesses are currently moving toward efforts designed to involve managers more, who will then engage the employees that report to them. It is because involvement has produced amazing benefits in many company areas, including an increase in turnover and a decrease in absenteeism. Regardless of the industry to which a firm belongs, managers are essential to its success. The managers' responsibility to improve performance expands as the company's size and output grow. In this case, the word ‘manager’ means any individual that is in charge of more than one individual (McGonigal). Good managers achieved to improve the company’s performance culture by setting clear and realistic expectations, defining distinct employee roles, encouraging employee’s personal and individual growth, and creating trust among employees and the management.

Defining Employees Roles and Setting Clear and Realistic Expectations

To establish a more innovative and growth-oriented culture among employees, the manager must make it clear what is expected from them. There is still a struggle to create a robust empowerment environment for the employees that improves on the organizational performance culture. Managers should in this case:

Clarify the each employee’s role and help them to properly understand how their roles relate and work with the responsibilities of other members of staff.

Align the performance of each team to the company objectives and to the individual departmental goals.

Build a customized communication platform based on both formal and informal structures and realign as need arises.

Emphasize on the importance of every member of the team to the company’s sustainability.

Building Trust Foundations among Employees and the Management

Many managers in the region find it difficult to establish a performance culture, as they fail to recognize the importance of trust among the employees and with the management. Companies in the past have neglected the basic principles to an organizational and individual development. The biggest concerns among the management have been that an investment in employees would make them leave (Robbins and Judge 78). It is very important to note that individual employee’s growth will definitely reflect to organizational growth. To achieve trust and employees’ individual performance, the managers should:

Create a continuous learning culture. They should provide knowledge, information, and learning experiences required for their individual growth.

Diminish Trust Barriers. Challenges barring the management from developing employees are not lack of finances, but rather the existence of trust barriers among them. The lack of trust transforms into creation of internal barriers against employee development. The managers, therefore, must remove the barriers before moving forward to developing organizational cultures.

Engage in dialogues about strengths and talents. There must be a platform established to identify the individual talents and strengths before any form of training is recommended to an individual. It will make sure that the employee will grow in their areas of specialty, and intern performs better.

Develop Mentorship Programs. Senior members of the team should be assigned to new members establishing common goals across the organization. Mentorship from the management to the members of staff helps the organization develop inter-staff links.

Conclusion

For a few years, companies have experienced growth and stagnated to their downfall later on. The managers are currently developing employee’s skills that help them ease management. Businesses are currently accepting that leaders have been the greatest divisive element to the minds and hearts of the employees. The workers tend to underperform in a managerial environment that is bossy (Robbins and Judge 120). The best managers, therefore, build relationships with their subordinates yielding the best organizational culture. Whenever the employees are happy, the happiness will always lead to the growth of the institution.





















Works Cited

McGonigal, Kelly. How to Make Stress Your Friend. 2013. https://www.ted.com/talks/kelly_mcgonigal_how_to_make_stress_your_friend. Accessed 09 Aug. 2017

Robbins, Stephen, and Timothy A. Judge. Organizational Behavior. London: Pearson, 2017.