Managers en Het Nieuwe Werken c.q. High Performance Working

De rol van managers, de rol van management verandert om de eenvoudige reden dat de omgeving van de organisatie verandert. Wat te denken, bijv., van ‘werknemer 2.0’, de ‘krapte op de arbeidsmarkt’ c.q. de hype rondom ‘Het Nieuwe Werken’.

Rekening houdend met het feit dat management (dus) verandert vond er vorig jaar een 9 maanden durend onderzoek plaats onder 400 werkgevers, een onderzoek waarin ook de financiële prestaties van de organisaties werden meegenomen.

Vraag-/probleemstelling voor de onderzoekers van CRANFIELD University: “No business can succeed without good people and managers are an especially important part of this equation. But just how far does good management impact on business success? And can the link between strong managerial capabilities and business profitability really be proven?”

De executive survey levert ons op:

“Managers are the bridge between senior leaders and the workforce and therefore play a vital role in bringing an organisation’s vision and mission into practice.

Management has a responsibility for delivering company performance in terms of improvements in quality, service and customer satisfaction. All of these factors lead to higher levels of profitability. As a result, the study found that investing in management capabilities at all levels has an impact on business success.

In terms of what good management looks like, the research highlighted a number of examples of ‘best practice’. Key amongst these were organisations that develop a strong learning culture, reflected in values around learning, development, innovation and risk taking.

Another ‘exemplar’ behaviour related to effective managerial development practices that, for instance, increase job satisfaction and motivation; reduce employee turnover; reduce employees’ stress levels; and improve succession planning.

High-performance managerial contexts were also important. These were characterised by factors such as clarity of role and performance expectations, periodic performance feedback and availability of appropriate resources.

A final, important factor was the strength of managerial discretion or autonomy – for example organisations that provide managers with the freedom and opportunities to use and develop their own judgement.

When looking at these drivers of management performance, the research found that working with Investors in People has a strong and positive impact in businesses of all sizes and sectors. Critically, Investors in People increases profitability by enhancing managerial skills, knowledge and experience, improving the effectiveness of management development practices and increasing the performance of managers.

The link then is clear. Working with Investors in People is the foundation of effective management practice. And investing in management skills is a clear route to success.” Bron CONNECT.

Kortom goede managementkwaliteiten, ondersteunt door een optimale organisatie inrichting leidt tot High Performance Working! Leiderschap & Management vormen een (logisch) onderdeel van het Investors in People Model. Aandacht voor (nieuwe) kwaliteiten van een leider/de manager, zoals genoemd in de hiervoor afgespeelde vid rondom McKinsey’s Centered Leadership Model kan daarin probleemloos worden meegenomen; maatwerk dus.

Het onderzoek: INVESTORS IN PEOPLE, MANAGERIAL CAPABILITIES AND PERFORMANCE.

E-mail willem@willemscheepers.eu IiPinNl twittert IiPinNl Groep op LinkedIn IiPinNl Groep op HRBase

Advertenties

Geef een reactie

Vul je gegevens in of klik op een icoon om in te loggen.

WordPress.com logo

Je reageert onder je WordPress.com account. Log uit /  Bijwerken )

Google photo

Je reageert onder je Google account. Log uit /  Bijwerken )

Twitter-afbeelding

Je reageert onder je Twitter account. Log uit /  Bijwerken )

Facebook foto

Je reageert onder je Facebook account. Log uit /  Bijwerken )

Verbinden met %s