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Article Review: Putting people first for organizational success In this article authors express their anxiety about situation in organizational management. What disturb Jeffrey Pfeffer and John Veiga? The thing is that many managers forget about human element when they are trying to achieve success in business. Why is common sense so remarkably uncommon when it comes to managing people? Why do organizations habitually overlook readily available opportunities to boost their financial performance? Manage today must begin to take seriously the often heard, yet frequently ignored, adage that people are our most important asset (Putting people first for organizational success) This article raises a very important question the question of wise use of human elements.
It is hard to admit, but the thing is that many organizations go through many troubles just because of total inability of staff managing. The problem itself is rather extensive and Jeffrey Pfeffer and John Veiga emphasize the most important aspects, which only prove their point of view. First of all authors shows us an evident. There I want to underline easygoing, friendly and understandable language of the article. The feeling is like you are interacting with Jeffrey Pfeffer and John Veiga in real-time discussion. It helps much to analyze the problem they examine more deeply, because you feel like it concerns you to.
In a word it really concerns. So the evidence is A one standard deviation improvement in the human resources system was associated with an increase in shareholder wealth of $ 41, 000 per employee (Putting people first for organizational success) After that Jeffrey Pfeffer and John Veiga uncover the veil of mystery over the successful manage organization and gives seven practices of such organizations (based on the related literature, various studies and personal experience and observations). They are: employment security, selective hiring, self-management teams and decentralization as basic element of organizational design, comparatively high compensation contingent on organizational performance, extensive training, reduction of status differences, sharing information. All of those seven steps to success may seem easy ones and at some point they are. But if it is so easy why we still have so many troubles? Implementing these ideas in a systematic, consistent fashion remains rare enough to be an important source of competitive advantage for firms in a number of industries.
Why is this so? (Putting people first for organizational success) The authors of the article give answer for this question. The main obstacle, point authors, is short-term pressure on managers. Authorities, bosses they often thinks that speed of action can solve all problems and replace delicate approach. This is their main mistake because fast doesnt always mean good. Managers are enslaved by short-term pressures and cannot do what they want. Ask senior managers how long it takes to change an organizations culture, and its extremely likes that you will hear, a year or less (Putting people first for organizational success) But what organization can afford a year of changes?
Yes, the answer is rather evident. The next problem, which is examined in the article, is organizations tending for competence destroying. Organization often inadvertently destroy wisdom and competence or make it impossible for wisdom, knowledge and experience to benefit the firm. (Putting people first for organizational success). The next problem, which found its reflection in this article, is the lack of managers delegating.
As the result we can face two very unpleasant situations. The faith in supervision effect when observers tend to believe that the greater degree of supervisor involvement and control the better the work produce. The second problem is that most people prefer to see themselves in a self-enhancing fashion. Perverse norms about what constitutes good management also contribute their mite in failing of staff organization. Who ever said that mean and evil manager is good manager?
Jeffrey Pfeffer and John Veiga are shocked and perplexed with the current situations and the ratings of top-managers based on the number of people they fired. Little evidence exist that being a mean or tough boss is necessarily associated with business success (Putting people first for organizational success) At the end of the article authors emphasize that the main secret of successful staff organization is to see intelligent, motivated, trustworthy individuals in staff, not costs, prices and troubles. It was a brief summary of the article now lets try to analyze it from different points such as organizational management, leadership, motivation, and effective communication. As for the organizational management I can say that whole article can be addressed as manual for a good organizational management. In details I can emphasize and analyze the following aspects, which attract my attention.
Id like to analyze seven advices given in the article according to successful management organization. I think that idea of employment security is very good step in management organization. For many people it may seems archaic but employees like to feel secure on their working places and it helps them to work more productively that is why Im totally agree. Staff is very important in each organization no matter is it library or Wall Street. How to hire really good staff? I think this question troubled more than one manager.
In this article I found very understandable and practical advice. It is like you have a wise, experienced guide, which teaches you what to do. First organization need to have a large applicant tool from which to choose Second organization needs to be clear about what are the most critical skills and attributes needed in its applicant pool Third the skills and abilities sought need to be carefully considered and consistent with the particular job requirements and the organizations approach to its market Fourth, organizations should screen primarily on important attributes that are difficult to change through training and should emphasize qualities that actually differentiate among those in the applicant pool (Putting people first for organizational success) And each of this steps are supported by living and working examples which only underline their importance. The next thing I found interesting was advice to use extensive trainings. Why? Because I can say with confidence that many companies seen this like frill, unnecessary and expensive one.
I was not agreeing with such point of view and now see a very good argument, which support my point of view. Jeffrey Pfeffer and John Veiga wrote, Training is an essential component of high performance work systems because these systems rely on frontline employee skill and initiate to identify and resolve problems, to initiate changes in work methods, and to take responsibility for quality. (Putting people first for organizational success) As for the next important advice I do not how Im feeling about it. From one point of view it is rather logical and has its positive sides, but from other side Im not sure that it can be incarnate in full measure. Im talking about We all are a big friendly family corporations policy. I understand that such approach is very profitable for organization as if whole staff work for common good and cause. But I know how competitive is working atmosphere.
Business is like jungles where strong ones eat up those who are weak. So what we authors of article are talking about seems rather doubtful for me. Leadership is important for management. Good supervision is good everywhere and in each field of activity. What mean a good leadership for organization management? The answer can be found in paragraph dedicated to managers delegating and in one dedication to time pressure.
In first we can read about troubles in organization when management doesnt attend much time to staff. But it needs to be communicating with staff and not just supervision. Too much supervision also makes no good. As for the bosses they are leaders of the organization and the need to take care the staff. People tend to believe in their leaders and it makes no good to disappoint them, as shows the practice.
It is altogether bad when employee fears and despises his boss. The best way is to find the happy medium boss have to arouse respect in staff and maybe they have to fear them a little. I think it is an optimal position for a leader. Effective communication is the main working tool of each manager.
Good, enterprising manager must be quick-tongued. It is important to communicate freely not only with customers but with staff as well. Manager may be not be a speaker but it is important that he can to present information for every person. It is necessary for manager to be able to attract attention to given information.
There are special courses which help people to master the art of effective communication. Many managers even practice their communication skills behind the mirror. Effective communication is a part of psychology training and I know that each manager (good manger) master some basic psychological techniques. In this article is very good example of what can happen when good specialist is not able to explain his point of view to anybody. Motivation is complicated thing especially in management, especially in organization management. The main idea of the article is to show correct motivation for successful organization management.
Managers value depends on that benefit he / she is of. That is why article rather clear explain what point of view is optimal for a good organization manager. Motivation is the following do everything for the success of the company you are working in. Successful staff organization is the major aspect of organizations success. Put human element on the first place and your company will flourish but dont forget that you are manager. In few words divide and rule.
Bibliography: Jeffrey Pfeffer, John Veiga, Putting people first for organizational success, The Academy of Management Executive, May 1999. web
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