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This is actual question.
When you are working in a business organization in such type of country where you can’t force employee for productivity, employees from the date of joining don’t have zeal of growth and firing based on non-productivity is almost impossible and legally it favors employee and organization should be liable for heavy compensation.99% working people they just think about salary and no zeal of growth. All definition, theory and principle about human resource development fails and still you need to develop business, grow your organization through employees or local sub-ordinates only. How you will make plan to develop and grow business?
Probably the most important problem most managers face is that of creating an appropriate balance between decisiveness and participation. Ultimately, managers need to make decisions. Once a problem has been carefully thought through, being decisive, is a great virtue. Nevertheless, the chief advantage of having others participate in decision arrived at by group participation is more likely to be accepted. Resistance to new ideas is greatly reduced when other people have had the chance to participate in decisions. This is the first point you have to realize in order to get growing business as well.
Secondly, the way one mixes decisiveness with participation opportunities says much about one's general leadership style. Keep in mind that most managers adjusts styles depending on the people they are leading. Of course there are several issues you can considerate to take them as valid point of view to clarify the topic you are inquiring about.
Finally, studies of leadership suggest that there are at least four commonly recognized styles, such as: autocratic, participative, consultative and laissez-faire. All but the autocratic style are regarded as democratic to some degree in that the followers participate in leader decisions to generate the ideal growing of each business.
First, we focus on ourselves and recognize our mistakes.Second, there is an administrative principle called "engineering" or "reengineering." Its concept is to radically change systems and procedures and even individuals.
Thirdly, we focus on strengths, strengthen them, identify weaknesses and address them.Fourth, we set clear goals.Fifth. Budget review.Sixth: Put the right person in the right place and designation efficient employee.
I dont agree on the above statement.
Lead by example and coach while training
That is another evidence that we can't always use what they called as Best Practices; some time we need what I called Best Fit (which can be a totally new approach or a modified best practices).
Some one that over confidence about the knowledge that they gained in their post graduate study got slipped in the processes; then frustrated and start to try to find the scapegoat.. We have to fave the faith... (the top management / share holders must committed as well) ; develop your people then you are develop your business .. (just a matter of time).
One of my experience when we have to transform a traditional / family management style into a modern/ professional one has shown the result of the above.
within less than10 years; from the4th market share being the no1; and becoming one of the best managed company.
I hope you remember about "Carrot & Stick".
If stick is not allowed, carrot will surely work. Have an HR policy which rewards BD liberally.
