In this post, I will discuss the first of three items listed from the Manager 2.0 diagram listed in the Web 2.0 for Business post. Allow me to first express my gratitude to Kathy Sierra for creating the figure, referenced in Web 2.0 for Business post.The first item listed in the Manager 2.0 figure is: "All employees are asked to help with policy decisions and solutions." While I think this item is very difficult to implement in a large company, I do agree with the concept. Employees should be well versed with corporate policies and be willing to challenge them, if they have a better way. In some cases, these suggestions will have to be rejected on legal or regulatory grounds, however, if the suggestions save money or do things better, they may be accepted.
The second item is: "Pay is generous and fair, profit-sharing is the norm." Well, who can disagree with generous and fair pay? Profit-sharing can be a good thing, but shouldn't be considered a goal in and of itself. In some cases, there may be other incentive-based pay, other than profit sharing, that achieves the same goal. In each case, the business will need to evaluate its compensation policy to insure that both the employees and shareholders are treated fairly.
The third item is: "Employees are given as much information about the company as possible, including financial." I couldn't agree more! A good model for this and its success is Jack Stack at SRC Holdings and "Open-Book Management." Jack went on to write The Great Game of Business. Once employees understand the components of corporate finance, not just revenue, they can align their actions accordingly.
We have seen in the first three items of the list that many of the Web 2.0 principles of management are not new. Rather, what is novel, is that they haven't been widely discussed in this context. For Generation Y and younger, particularly those who don't have strong corporate experience, or a business school education, these HR-type issues (compensation, management principles, etc.) aren't well understood in a broad context. Instead, they are intuited. People want to have a say in what they do, how they are paid, and they want the inside information.
1 comment:
Well i think these days manager auf zeit is the temporary provision of management resources and skills. Interim management can be seen as the short-term assignment of a proven heavyweight interim executive manager to manage a period of transition, crisis or change within an organization. In this situation, a permanent role may be unnecessary or impossible to find on short notice. Additionally, there may be nobody internally who is suitable for, or available to take up, the position in question.
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