Creating a good workplace where employees and management team are ever happy to work is not an easy task if a manager fails to understand what needs to be done. The increased stiff competition in today’s business environment from the challenger firms and frequent research imply that a conducive environment is a necessity for any productive company whose objective is to excel ahead of other competitors (W., 2014). It is important to maintain productivity at optimum levels by motivating employees to the maximum in order for them to be productive and able to accomplish assigned tasks or duties. It is the responsibility of a manager to create an enabling workplace so that the staff is able to finish the remaining production in any process (Great Britain., 2015) . There are several techniques that can be introduced in an organization to create a great workplace and facilitate employees to enjoy in performing their tasks. The strategies differ from one firm to another depending on the company’s culture, social, personal and the organizational level. In today’s contemporary world, most management is struggling to ensure employees are better placed and satisfied in their workplaces. The following are key considerations for creating a fantastic workplace where employees feel jovial to work (L., 2014) .
First, providing food for the workers; food is a basic need for every human being and feels good when he or she is not hungry. Ensuring that food is available in an organization, employees will feel there is food security and they cannot suffer from hunger during the working hours. As a leader, research on the right and convenient time to give your staff tea break and lunch (Goffee, 2015). Most companies provide tea or coffee throughout the day because it is easier to prepare. In such a business, the staff can buy their snacks and they are able to work the whole working period without getting tired over a shorter work-time (McKinnon, 2013). For example, the Nation Media Group provides unlimited tea and coffee 24 hours, employees feel they are recognized. The Standard Digital News gives free tea once a day but has a cafeteria within its premises with subsidized prices that are friendly to the employees. Leaders should take into consideration the type or variety of foods they will offer their workers depending on the cost or values attached to them (Williams, 2014)
Secondly, allow the staff to be themselves; when an employer signs in new employees, the organization brings in many people who are different, and they always hold themselves to traditional varieties such as gender, ethnicity, race and age. Managers need to know that these employees have distinguished perspectives and habits of mind. The best leader will make its attempts to exceed its currents of the predominant culture (G., How to Build the Perfect Workplace, 2015). The dominant currents in culture may also include dressing code and working habits. Setting rules to regulate the aspects requires examination of the kind of duties being performed by your staff. Some businesses like banks require the workers to be in suits or official during weekdays and most media houses allow employees to dress based on their moral virtues but specify dressing standards for anchors and reporters.
Intensifying employees’ strengths is another tool that can be used to improve a workplace. The idealistic firm nurtures its best staff even better and the least of them better than they were before. In CNN, employees are enhanced to attend training to sharpen their skills. It is of more benefit to developing the existing team than looking for a new staff which can be more expensive. After improving the staff’s skills, then, as a manager, make sure they are well treated because they may be poached by other competitive companies and it may lower the productivity potential even if a quick replacement is undertaken. An ideal manager lowers the labor costs and increases quality productivity. Other ways of magnifying people’s strength are by giving reliable networks, making creative interaction with the peers, allocating challenging tasks and brands that elite the status on employees. However, the employer-employee association is changing in the modern world depending on how much value the organization instills in its employees and what the company can benefit from them. If the relationship is well maintained then both the firm and staff will be coherent to all operations aimed at increasing the output quantity and quality (Sheridan, 2015).
Allow effective flow of information within the organization. It will help the manager create sufficient respect to his or her employees and inform them on what is happening or going to occur. An ideal manager sticks to transparency and tells true information in an honest way. Employees are expected to work best when they understand the environment they are delivering in and this needs to be accomplished through accurate and timely communication between the management and staff (G., What makes a workplace a 'Great Place'?, 2015). Failure to give timely information to the staff will break their trust to the organization they are working in and may initiate them to opt for other companies which they may trust. It can be achieved by evaluating and eradicating all roadblocks to flow of honest communication. The communication process can then be re-patterned to avail effective procedures, training methods, process and management systems. Even though it may take a long time, it will at long last build trust among employees and the organization itself. Other leaders parcel out information on a need-to-know situation as significant to conserve effectiveness. Some practice an apparently benign kind of attitude, loath to worry staff with particular information or to define a challenge then have the solutions in place. Other managers sense a responsibility to induce a beneficial spin or even the most negative circumstances out of a best-foot-forward feeling of loyalty to the company (Burchell, 2014). The hesitancy to the carrier of bad information is entirely human, and most top managers well understand that the propensity can repress the flow of decisive information but the management should find ways of telling the staff and sometimes the staff can seek for best solutions. The employees’ team should always give their views on particular situations and get involved in making decisions that regard their working conditions. Honest, is difficult to enforce. It needs opening a variety of dissimilar communication lines, that may be time-consuming to retain and for some formerly insulated senior managers, it can be somehow ego-wounding.
The manager needs to show that what employees accomplish daily, makes sense. A leader needs nothing rather than a measured reconsideration of the duties every individual is undertaking. He or she requires to evaluate if those responsibilities create sense, what they are and why, and if they engage as they can be. The staff is accountable for the outcomes of their work (Ryan, 2014) . But, they have a right to select where, when, how and with whom to undertake with in completing the tasks. The strategy needs the managers to hold an over-the-top trust in the subordinate team, and it calls for employees to be much team-players and entrepreneurial in an organization. Sharing thinking entails more than achieving the organization’s mission, it involves shaping powerful links between organizational and individual esteems. Outside reconsidering personal functions, creating the work rewarding may refer to thinking again the manner in which organizations are governed. Consider the employees’ performance and foster their individual growth where possible (Matuson, 2015). If a manager cannot value the staff well, the best people may go or never value you forever. Sometimes, the competitors can develop the ability in the persons you have already overlooked. When an organization makes an investment, the employees’ team becomes more valuable to it and the competitors as well. Therefore, managers need to make it beneficial for them to remain in the company (F., 2015).
Implement the rules and regulations that the staff can trust in; none should be stormed that, for a majority of people an organization can be free from arbitrary limitations. All the staff must have procedures and regulations to follow. The rules should be set in line with the kind of positions employees occupy. For instance, Journalists should have rules that guide them in covering terror stories and health news and the engineers are bound to regulations that direct them on how buildings should be set so that they do not collapse based on geographical standards (L., 2014). Businesses require structure, different markets and initiatives need rules. As ideal enterprises improve, they always come to trust that new and critical procedures will undermine their culture. But, rationalization does not necessarily lead to bureaucratization, until people comprehend what the regulations are for and consider them as legitimate. In most companies hiring and firing are deliberately simple; only one level of commendation is required for every position. Regional managers have substantial freedom set with clear deadlines and bottom-top line objectives. The knowledge management processes are patterned to recommend the staff to call instead of e-mailing each other when discussing a particular issue or concern. Reliable firms are accurate about what they perform best (Hopwood, 2015). They also become doubtful of cults and practices which erode the corporate globe. In spite of implementing the levels of management, the resulting breakdown of organizational bounds, and the volatility of careers, firms are still “imperatively organized associations” where the honor of authority is important for developing and conserving an institution’s structure. However, as a manager, you should know that the staff is skeptical of entirely hierarchical management of fondness position titles and cultural sources of legitimacy for example seniority and age. Currently, they are becoming most suspicious of personal appeal, as most charismatic managers have been found to possess clay feet. The employees need a sense of moral authority, borrowed not from a concentration of the effectiveness of means but from the significance of the service or product the workers produce (Watkins, 2014).Organizations need to escape from practicing micro-management. It is well noted that employees must receive instructions concerning the daily tasks they have to complete. However, once the directions have been issued, they should not be supervised in every aspect of what they are doing. The micro-management behavior undermines the workers and enhances them feel unworthy and incapable of what they undertake daily. Letting them be the supervisors of themselves increases quality productivity and this increases the company’s brand and reputation. When employees are flexible, they are likely to be creative and more responsible than when micro-managed. However, most employees get tired of getting orders every time they move from one step of the task to another (Collins, 2015). They feel taking responsibility whenever they are free to do the assigned duties by just a single directions, this will help them feel to be important in the organization. The companies that micro-manage their staff, are likely to lose employees with exceptional expertise, who can be taken by the upcoming businesses or key competitors that have realized the potential of the well-experienced staff (B., 2014).
Often, provide employees with insight on other tasks or roles which arise in their working environment. It facilitates them perform other roles and add a value in their career together with the experience. One may get tired doing one task over and over again in the working experience, most employees feel happy when they show their skills in a new task and feel improved as they can learn new skills in addition to what they already know. Therefore, when a new task arises and provided that it is not entirely specified it should be allocated to any employees to break the monotony of the always performed tasks (Kjerulf, 2014). It is also an advantage to an organization to practice this strategy because the staff will exhibit more than one skill. In case a need arises the manager can assign future additional tasks to those employees instead of recruiting new persons or overloading a particular individual who works more. For example, an IT personnel can perform simple tasks like customer care services when customer needs are high beyond the control of sales officials. Most importantly, it will assist the company as a whole to create and maintain a system where employees can help one another to accomplish tasks regardless of the departments they belong to in company (Stewart, 2014).
The organization should install an instant messenger which allows for quick and sure communication. It is convenient for huge organizations with hundreds of employees where the manager may find it difficult sending a message or mail to everyone. Installing the messenger, ensures easy and fast linking to employees and getting a feedback as soon as possible. It also enhances effective communication with employees who are working from home rather than waiting for them to come and give them directions or make inquiries. The majority of the staff refers getting work information through an official channel than contacting them in their personal emails or phone numbers (Watkins, 2014).
Make the offices clean and fresh. When employees are working in a dirty or, even worse, unclean workplace will be incredibly uneasy for them to get motivated and produce well. If they cannot make a cup of coffee without wiping up someone else’s run out food, or if the carpets are old and have worn out, it will make employees loath to work and will be reluctant to even come for work. It is also beneficial that workers have sufficient space in which to perform their duties so that, they do not feel as if they are caged battery hens (Hopwood, 2015). As a leader, try to make attempts and ensure the decor or design of the offices is comfortable, stylish and encouraging, unlike dull colors. The staff will feel working in the best company ever and can take good photos within and share to other friends who are working in the various organizations where they talk about work experience.
I therefore conclude that, for an organization to create closer ties with the employees, a manager should interact with the staff on other subjects besides matters pertaining work. Employees will in such way feel that a manager is also a human being and seem to have a concern with their social life. During the tea break, a manager should share his or her weekend experience wherever they enjoyed out or give an update on the event they are attending on Facebook, twitter, Google+, Instagram or Pinterest. The staff will feel free to approach them as one seems to share common human social life. The staff will recognize that a manager is not only for work intentions but also a real individual with family and hobbies he or she can participate in during the weekend and holidays. Commonly, they will be free to their leader and share most experiences in the workplace. A manager cannot be an employee’s best friend but knowing the worker’s partner name, son or daughter, looks natural. Giving the staff tools and equipment that raise productivity, is also a crucial decision. Different departments require various tools and equipment that make their work easier and fast. For example, every employee requires a computer to store information which can be used by the organization when any need arises. As a manager, when issuing these computers, allocate reliable computers with good processors which can improve good servicing. Lastly, a good internet connection should also be installed to enhance the employees undertake good research, effective communication and also market the company online to increase its reputation.
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