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When Management Systems Fail

Managers often complain about how employees don’t always do what they are supposed to do. However, these managers should do less complaining and take on some of the blame themselves. Employees never go to work wanting to fail, and more often than not, their poor performance comes down to lack of communication on the managers part.

The reason for this ‘failure’ is due to a lack of a well planned out management system. A way for managers to combat this is to carefully plan the management systems they instigate in their workplace. Carefully planned management systems contain five critical management systems which will ensure smooth functioning throughout the organisation.

Management system #1: Goal setting and employee involvement

When setting goals, it is important that you set realistic and achievable goals that your employees can strive towards and achieve. When employees achieve success in completing goals, it motivates the individual and employee involvement throughout the organisation.

When setting goals…

  • Establish overall goals throughout teams and working units. Identify those that you have personally chosen, and which are required by the organisation.
  • Openly communicate with employees when setting goals and actively take on their input. This will enable them to feel some sort of ownership of the goals and motivate them to strive towards making them happen.
  • Involve employees when planning the strategy to achieve goals.
  • Teach employees how to measure results to ensure they are able to check their own progress.

Management system #2: Delegation

It is important that you delegate specific tasks to individuals and teams when planning projects to complete. You do this through effective system management delegation methods.

  • Create an overall work plan and timeframe for review deadlines.
  • Identify what you wish the finished product to look like.
  • Establish what elements will identify if the project is a success or not.
  • Regularly meet with employees on review deadline dates to review work and progress made on the project and to identify changes that must be made.

Management system #3: Performance development planning and feedback

Employees need to understand goals; this enables them to have a greater chance of achieving them.  You can ensure that employees understand the goals at hand by:

  • Creating a performance development plan with each employee.
  • Making sure that you review progress with each employee regularly, and stay up to date on accomplishments. Use this time to adjust if necessary and also to set new goals.

Management system #4: Training, Education and development.

Training is one of the most important induction stages for an employee as it identifies the skills and tools that they will need to accomplish their varied tasks.

  • Identify the opportunities they will have to develop throughout the organisation in a written performance development plan. (This will influences employee motivation and success)
  • Continuously support employee skill development in a daily sense, and in your regular meetings.

Management systems #5: Recognition and Reward

Recognition is the top form of feedback for an employee. Timely and appropriate recognition identifies to an employee actions that you wish to see continued.

  • Make sure that the recognition is timely. By ensuring that it is timely, you reinforce the importance of goal accomplishments and employee learning.
  • Through recognition you reward employees for doing what you wanted them to do.

By having these management systems in place, you will ensure that employees know and understand what is required of them at all times.

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About the Author: William Lang

William Lang
Bill Lang has over 25 years professional experience working as an organisation strategy and development consultant and C-suite Executive Coach. Early in his career he worked with KPMG, McKinsey &Co., Bain & Company and AXA as an Executive. His clients operate in over 50 countries and on all continents. He is former member of the Melbourne University Commerce Faculty and holds a MBA(Harvard) and B.Comm/LLB (Hons). He is the author and creator of the Scores on the Board skill development and improvement system.

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