Managers Learning from Staff
Despite the usage of data and report analysis, business managers might learn additional information from their staff through various processes. Things can be learned by moving throughout the business on a mobile device and engaging regularly with the employees. Such procedures help managers understand the difficulties of the work they oversee as well as the skills needed to carry out the duties at the lowest levels of the company. Second, the process also offers managers insight into the main initiatives that are developed within the company (Hill et al. 2012). The majority of the managers are confined to their offices. Hence they do not understand the activities that lead to the final products. Finally, while the managers walk around the organization, they get to realize the different sources of innovation and ideas that might help in the improvement of multiple processes in the company. Therefore, it is important for the managers to ensure that they familiarize themselves with the working environments of their employees as it brings about major improvements in the company’s functionality.
Employee Perspective
As an employee of a company, I would certainly appreciate the act of my supervisor spending time with the workers. Such action of the supervisors offers an opportunity for the employees at the lower levels to interact well with the management. In so doing, the process will be of great help to the employees in aligning their daily activities with the goals and objectives of the organization (Mohammad et al. 2006). Additionally, the act will yield positive impacts on the attitude of the employees towards the activities and processes in the organization. Furthermore, most business uses the interaction between the employees and the supervisors as the channel that helps in exchanging knowledge and information hence both the supervisors and the employees ends up working towards a common goal for the organization.
Alternatives to Going Undercover
Apart from going undercover, the organization executives can as well use other methods of learning day-to-day operations in an organization. The executives can alternatively hold meetings with the team representatives while presenting current work. Secondly, they can also embrace sessions that are more open to the employees such as coffee talks (Hill et al. 2012). The sessions provide an open platform when the two parties can communicate and address the possible concerns and complaints. Finally, during the team meetings, the executives could choose to become part of the meetings without previous suggestion.
Dangers and Precautions
Yes, some dangers relate to the managers walking around in the working areas of employees. Not every employee is open to the idea. Some of the employees might feel that management does not have trust in their work and have resorted to spy them and find out the reality of the situation (Mohammad et al. 2006). With an idea of minimizing such dangers and maximize effectiveness, the team managers, and the representatives need to communicate to their teams the actual intention of the program. They should also be told the idea governing the strategy and highlight how the team can get chances of interacting with the executives. From the interactions, they will be able to get insights into the organizational goals having a top management perspective.
Conclusion
In conclusion, it is evident that managers have multiple processes and procedures of understanding the organization and the employees in general without necessary depending entirely on the reports and data provided to them by the team representatives. The methods are essential in improving the company’s status.
References
Hill, N. S., Seo, M. G., Kang, J. H., & Taylor, M. S. (2012). Building employee commitment to change across organizational levels: The influence of hierarchical distance and direct managers’ transformational leadership. Organization Science, 23(3), 758-777.
Mohammad Mossadegh Rad, A., & Hossein Yarmohammadian, M. (2006). A study of the relationship between managers’ leadership style and employees’ job satisfaction. Leadership in Health Services, 19(2), 11-28.
