But when you say "I ask you to He is asking, so we should give. As a result, a positive signal is given to the body and the employee accepts his leader unknowingly as well as what was asked from him in a positive way and will perform his work more effective and efficiently.
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Crucially, he argues that employees who feel their immediate manager is not giving their ideas a fair hearing are free to take the discussion to that manager's manager.
In fact,' he claims, 'it is often seen as a good initiative. If the remark raises the eyebrows of sceptics who are more acquainted with office politics than with open communications, it also reinforces that most popular of employee perceptions - the knee-jerk reaction that Norman has got it wrong, that in most places the corporate hierarchy is alive and kicking, even if it is a trifle flatter than a decade ago.
The trappings of power may have been toned down, but whether he expects to be called Bill, Andy or Sir Clive, the boss is still the boss. Only someone at the top would claim otherwise. Woe betide the employee of support services giant Rentokil Initial who sees chief executive Sir Clive Thompson in the company car park and dares to make any contact other than a quick smile of recognition, nod or a brief 'good morning'. For Thompson is not a car park sort of a guy, nor is the company an open-door sort of a firm.
But I think that creates a political environment because the correct channel is not being used and because someone is then in a favoured position over someone who doesn't work on the same site.
What is more, he believes that chief executives who do operate such a policy of accessibility are merely pandering to their own egos. As far as the individual at the top of the company is concerned, it is a wonderful opportunity to exercise power like a king among his courtiers.
If you want to practise true democracy, disband the management structure, have everyone report to the chief executive and vote on everything. Rentokil Initial, he agrees, is run along military lines, with eight layers of management between a service operative and himself.
And the hierarchy is strictly observed. I don't encourage people to pick up the phone directly to me because that is attempting to bypass their boss.
In mitigation, however, he adds that in the course of any quarter, managers three rungs down from him will present to him in the presence of their direct bosses and managers from the two rungs directly beneath them.
True to the consultants they are, Fons Trompenaars and Charles Hampden-Turner have devised a neat little diagram to illustrate the hierarchical or otherwise nature of companies where different national cultures prevail. In Riding the Waves of Culture, Denmark comes top for truly egalitarian behaviour while South Korean firms win the dubious accolade of most hierarchical.
UK firms are placed close to the centre, while French and German companies find themselves closer to the South Korean extreme. In Germany, it is the role that is so important, authority is seen as power. In France you salute the General, in Germany you salute the stripes.
The point is taken up by Martin Gargiulo, professor of organisational behaviour at Insead, who says that in surveys of managers attending the business school, 'France and Germany were the countries in which hierarchical notions of management have been the most important.
In our surveys we asked if the boss needs to have the answer to all subordinates' questions or if the boss is there to co-ordinate the work of subordinates who know more about the work than he or she does.
A convex protuberance in hammered work, especially the rounded projection in the centre of a shield. A wooden vessel for the mortar used in tiling or masonry, hung by a hook from the laths, or from the rounds of a ladder. Boss as a noun informal, especially, India :.
An enemy, often at the end of a level, that is particularly challenging and must be beaten in order to progress. Boss as an adjective slang, American, Canadian, Liverpool :. Manager as a noun computer software :. A leader must show what the job ahead is and be of guidance during the tasks.
With the guidance and support, a leader becomes the foundation of keeping the subordinates motivated to follow the path. While at the outset the two words can seem rather similar and interchangeable, the closer examination highlights differences that give both roles a different meaning. So, what are the key areas separating bosses from leaders?
The major differences between the two can be divided into six core areas of the focus, the driving force, the approach to work and objectives, the source of their authority, the communication and delegation style, and their accountability. When it comes to an organization, the key consideration is often the focus of the organization. What is it for and why? The underlying focus is what drives an organization, but also the individual to perform the required tasks.
The focus gives direction and largely determines the approach to work. So, what is the focus for the two? For a boss the end objective is profit. The boss is not interested in how the subordinates get from Point A to Point B because the result is all that matters.
If you are able to achieve the goals and do it in an efficient manner, then the boss is happy as this guarantees the organization enjoys a profit.
The orientation of the boss is about achieving the goals, often because a boss might be accountable to others, just as the subordinates are to him or her. If the boss fails to get his or her subordinates to achieve tasks and provide financial results, then his or her position might be in danger.
In short, a boss is interested more about the outcome not the process. On the other hand, a leader is focused on changing people and the organization.
The ideal situation for a leader is to achieve change, a transformation of the organization being A to being B. For the leader, the objective is always about achieving the vision he or she has set for the specific company.
The vision is always transformative and creating better financial results is never an end, but rather something that might occur in the process.
Leader is interested in helping the subordinates grow as employees and as people. Instead of placing attention on the outcome, the leader will be more interested in the process and the people behind it. The different focus and orientation of the boss and the leader are also evident when you examine the driving force behind their actions. What makes a boss or a leader work hard and perform to the best of his or her abilities?
How does each of them guarantee the subordinates are doing what they are told to do? For the boss, the motivation stems from the focus on standards.
These standards are often determined by the their ability to enhance productivity and profitability within the organization. An organization might use Process A because it has evidence this helps maintain high-levels of productivity and therefore, bring the organization the most profit. The boss is interested in finding the best standards and then maintaining their appropriate implementation.
The supervisory role means the boss is extremely careful in ensuring the subordinates hold onto the set standards in their performance. The leader is driven by the values they hold dear.
The leader will have a vision, which is mainly driven by the values and principles of the leader. As mentioned above, these are not money-driven objectives, but often deal with the kind of business values the leader would like to see implemented. The way a leader leads is determined largely by his or her personal values that have become tangible with the business.
Again, the leader is not interested in what processes might be used to perform the tasks, as long as the subordinates keep the values as part of the job. Furthermore, a boss differs from a leader in the way they hope to motivate the team. For a boss, the worst thing the subordinate can do is to stop following the processes, as this could mean productivity and profit are not obtained.
Therefore, there is a level of intimidation to ensure the subordinate will follow the procedures. The leader emphasizes inspiration as a motivational tool.
The leader wants the subordinates to feel driven by the same vision guiding his or her actions, making the vision something everyone in the team is hoping to achieve. A leader can use different inspiration tactics , but often the rewards are at the core together with personal growth plans.
A leader wants to offer something positive to the subordinate — an opportunity for the person to grow because of buying-in on the vision. Instead of threatening and intimidating the subordinate to action, a leader wants to provide a challenge and to offer positive rewards as part of the deal.
Leaders and bosses also have a different approach to working and setting objectives. The approach stems from the contrasting views in regards of what drives them and where the focus lies. A boss approaches work in an administrative fashion.
As mentioned earlier, the boss could be described as a supervisor, as his or her approach is about informing the subordinates about the task at hand, directing them about how the task should be done and monitoring the subordinates to ensure the end objectives are achieved.
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