Page 174 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes (iii) For effective decision making in modern enterprises there should be an information
flow and analysis of data and information.
(iv) Work today requires and involves more interpersonal skills, greater coordination
among workers and sharing of information.

(v) Enterprises (and economies) which have moved beyond the stage of routine high
volume production to more value added and knowledge-based activities need to
promote increased innovation, creativity and better application of knowledge, all of
which require worker involvement.

(vi) Participation is a great motivational tool because it gives people a degree of control,
recognizes personal worth, and provides scope for personal growth. These are in
themselves intrinsic rewards which flow from the performance of a job within a
participatory environment. When participation extends to setting goals and objectives,
it enhances commitment to achieving them.

Communication and consultation mechanisms, and quality of worklife programmes referred
to below, are all aspects of employee involvement.

7.4.3 Communication
The starting point for any effective enterprise policy to install procedures and mechanisms
to promote sound labour relations is communication, because it is relevant to a whole range
of issues and other matters such as productivity, small group activities, joint consultation,
performance appraisals, and motivation, as well as to organizational performance. While in
many other Asian countries it is only fairly recently that information sharing has come to
be seen as strengthening enterprise performance and competitiveness, such realization has
been at the heart of Japanese industrial relations for decades.
The performance of an organization is affected by the manner in which that organization
communicates with its employees. This involves information exchange, and not merely one-
way communication. The performance of employees in an organization is conditioned by
the performance of others in the organization. Changes in an organization can be brought
about in an effective way where there is sufficient understanding between management and
employees. For this purpose two-way communication tends to enhance understanding and
cooperation and influence behaviour in a desired direction. But for effective two-way
communication there should be knowledge of communication and communication skills, a
structure of communication channels, and access by all employees to such channels.
Communication is essential not only in relation to existing employees but also in relation
to new employees who must be made aware of what the job entails. Making available to
employees the means of communicating their opinions and problems is also important to
an effective performance appraisal system.
For effective communication in an enterprise, it is necessary to develop communication
channels not only at the macro level (enterprise) but also at the micro level (working
groups). Effective leadership and decision-making are heavily dependent on communication
and information flows. The way people respond to us is often influenced by how we
project ourselves and how they perceive us. Projection of a feeling of inferiority or a lack
of confidence tends to result in others not being receptive to what we wish to communicate,
while an image of self-confidence tends to have the opposite effect. But, speaking down
to people and an image of arrogance create hostility and resentment and is an obstacle to
communication. To be effective, leaders and managers need to communicate in ways which
have a positive effect, and they must be aware of the various systems of communication
and use them to the best advantage. Being a sensitive communicator giving information
and receiving feedback is an essential attribute of an effective manager.

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