Are You Creative In Management - Part 3
In addition to what mentioned in the two previous articles, creativity in management implies understanding the basic needs of humans and the four basic facts about utilizing and dealing with human beings.
There are four facts about utilizing and dealing with human beings; Individual Differences, A Whole Person, Human Dignity, and Causal Behaviour.
Individual Differences means that every person is different and unique in physical appearance, experience, personality, attitude, habits, emotions, and so on. Therefore, it is difficult to manage people the same way or to expect that they should behave the same way. A Whole Person means that a person is a coherent complicated system consists of body, ideas, past experience, attitude, feelings and emotions that mutually interact. Hence and therefore, when a person is employed, all of his characteristics are brought into the organization, not just his hands and brain.
Human Dignity means that people are different and of higher order than other factors of production and need to be treated with respect, empathy, and dignity. Causal Behaviour means that people do things for a reason or many reasons. Therefore, for them to perform they must have strong reasons, tangible and intangible rewards, opportunities for development and the like.
There is a clear strong relationship between the organization’s rewards system and its employee’s performance.
However, in many organizations, many employees believe that even if they give maximum effort and perform as expected from them that will not lead to any reward. If the employees feel that there will be no rewards – tangible or intangible - for performing tasks, they will not perform these tasks as expected from them.
The majority of organizations focus on the tangible needs of the employees. They spend a lot of money to provide their employees with good pay, healthy and comfortable working environment, medical care and treatment, annual celebrations, flexible working hours, and training.
They do so in order to increase their employees’ productivity, morale, job satisfaction, level of motivation, and to reduce the organization’s costs and employees turnover. However, some organizations wonder why these efforts fail.
The tangible needs are the basic needs, which the employee requires, and to which the employer must respond, and as long as they are met, they will not motivate the employee anymore (any need fulfilled is no longer a motivator).
Therefore, managers in organizations who are looking forward to increase productivity, efficiency and the motivation level among their subordinates must discover the personality and the spiritual needs for their subordinates.
We all need certainty, variety, significance, connection and love, growth, and contribution. We all need to be rewarded for special effort and contribution, be able to advance in life and career, have opportunities for self-development, and improve our skills, knowledge, and talents. We look for power; starve for recognition, long for fame, and seek achievements and status.
Kevin Rollins, the CEO of Dell, said, “Michael and I aspire to great things; we want a culture that makes people stick around for reasons other than money”. (No wonder they are so successful). Unlike managing other resources – machines and tools, managing human resources is different. People have mind, thought, ideas, reasoning, logic, the ability to choose and intrinsic value; therefore, they must be treated differently.
Managing human beings is also different because unlike other assets, people have their own goals and will work first to attain these goals, even if that would affect the objectives and goals of the organization.
That every employee in the organization understands that excellence is not optional is another implication of creativity in management.
In today’s competitive economy and in order to have a competitive advantage, organizations must have excellent product or service, excellent delivery system, and employees’ excellent service mindsets.
The product or service that your company provide, every employee in the organization, the fund that you have invested, and the time your organization spend, are focusing in one objective; creating satisfied customers.
The purpose of any business is to create customers; otherwise, all the non-profit organizations would not exist. Without customers there will be no business, no profit, and no organization would need to employ any one and even to exist.
Sam M. Walton, the owner and the CEO of Wal-Mart said, “Literally everything we do, every concept perceived, every technology developed and associate employed, is directed with this one objective clearly in mind; pleasing the customer”.
Lastly, creativity in management implies implementing organizational change.
Change in the marketplace occurs either suddenly or gradually; customers change the products they use, a product may become out of date, and the price of raw materials may increase. These changes usually affect the entire organization, even the most successful ones, from the CEO to entry-level employees.
Any organization that does not respond positively to these changes and cope with the necessary adjustments usually finds itself out of business.
Today, organizations are required to implement and cope with changes in order to survive. This competitive global economy continuously presents new demands and challenges that confront the organization’s managers.
This means that organizations have to find out what are the wrong things that they are practicing and then stop practicing them, and what are the right things that they are not practicing and then start practicing them.