AAOM Handbook

From this premise, a key part of the work of management is to create an environment that leads employees to the belief that management’s values lay on the left side of the values continua. MAC suggests that there are three areas where management action shapes employee’s beliefs. They are: • Behaviour, • Systems, and • Symbols. Behaviours. The acts and omissions of management, as seen, heard and felt by employees, will each be interpreted by employees as an indicator of management’s values. Systems There are three fundamental types of management systems: • Technical – the processes and tools for getting Production, Service and Support work done (eg the Business Process Framework), • Commercial – the processes and tools used to control money (in its various forms), and • Social – the benefit systems, role descriptions, performance reviews, grievance systems that are about people. Symbols. Symbols are physical evidence in the workplace created by the actions and decisions of management. Tolerating untidy, dirty and poorly maintained amenities and workplaces may be seen as a symbol that we don’t care about employees or work standards. Not dealing with poor work performance or habits as a symbol that we lack courage. Not keeping appointments or being on time as a symbol that we don’t respect others or value their time. Turning a blind eye to unsafe conditions or actions as a symbol that you don’t care for employees or their families. In order to ensure that the employees working in a process are committed to providing their support and efforts towards its success, management need to create an environment (behaviours, systems and symbols) where employees believe managers have positive values . Each of these systems, as seen, heard and felt by employees, will be interpreted by employees as an indicator of management’s values.

Therefore, the third key element of the underlying theory of the Business Process Framework is;

A culture of engaged employees believe that their leaders’ behavior demonstrates positive values. An engaged workforce will be the most productive.

Measures of the workforce perceptions of management values, behaviours, systems and symbols, are also leading (social) indicators of the Process performance.

© McAlear Management Consultants 2005 – 2012

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