Managing Employees: Getting Your Priorities Straight

I recently conducted a workshop on Human Resources and Organizational Behavior for a group of business owners and employees interested in learning more about the dynamics of managing and motivating employees. I began the presentation by providing information of some of the classic management theories developed by experts such as Elton Mayo, Abraham Maslow, Douglas McGregor, Frederick Herzberg, Victor Vroom, Peter Drucker and others.

In comparing the management theories developed over the past century, there are characteristics similar as well as dissimilar characteristics among them. While the theory of one individual expert differs from another, each of the more popular theories has a characteristic in common. The common characteristic in most management theory is the recognition of the positive as well as the negative aspects of employee ambition, motivation and performance. In addition, these management theories or styles focus more on the level of employee performance that can be attained when properly motivated, appreciated, recognized and compensated.

It's interesting that in conversations with employers about the management and performance of their employees are very often emotionally charged and tend to focus on what the business owner or employer feels the employee "owes" them. In addition, the employer's comments and concerns tend to be more focused on employees being "good enough" rather than "better," and what the employees can do for the employer rather that what the employer can do for the employee. There is also a lot of discussion centered on concerns over employee loyalty and longevity that would give the impression that even though the employer relies on employees, there existed a lack of trust.

Unfortunately, one of the most common management styles seen among small business owners is "management by hope." Management by hope is the passive (neither proactive or reactive) approach that causes more conflict and disharmony within an organization than any other. Here's how it works; the employer hopes that the employee will recognize that they need more and/or better skills and hopes that they will gain those skills without the employer having to actually do any training. The employer hopes that the employee will recognize their mistakes and correct them without the employer having to interact with the employee (employers are very busy you know). The employer hopes that the employee will satisfy patients by providing the service they want by just knowing what they should do rather than being taught. And finally, the employer hopes that the employee's goals are aligned with those of the employer and the business in general without having any describe those goals and create a vision of what can be accomplished by working together.

There is of course an alternate management style employed when management by hope doesn't work for the employer and that is to delegate management of employees to an office manager, distance themselves from the employee and the responsibilities they as an employer have regarding the success of the employee and allow the office manager (also not typically trained) to take over the responsibility of hoping.

Perhaps the best way to manage and motivate employees doesn't come from hoping or from employing any one management style but rather by combining the best of each and every style available and then developing your own philosophy regarding it's application. It's also important to recognize that the management style you employ must not be a common approach for your employees as a group but rather customized for each employee individually.

Dr. Walt West combines his 27 years of private practice experience with a business philosophy and management style that reveals the fundamentals of owning, managing and leading a successful private practice.