Heart of Management

Tag: values

  • Regulators and External Bodies – The Rules That Define Reality

    Post 4 of 6 in the Series About My Stakeholders:

    After discussing your manager, employees, and colleagues, it’s time to move on to especially important external stakeholders – regulators. These are the bodies that dictate the rules and laws within which you manage your organization. Regulators are not a direct part of the organization, but their influence is evident in every decision and process. Of course, not every managerial role has significant regulators as stakeholders; it depends on the field and industry in which you operate.

    Why are regulators so important?

    When we talk about regulation, we mean government or professional bodies that ensure your activity complies with required regulations and standards. As businesses and managers, we are obligated to follow these rules, and sometimes this can be a significant challenge. Therefore, it’s crucial to build good relationships with regulators to ensure your business operates legally and smartly, and that you maintain good relations with them.

    How to manage relationships with regulators?

    The right way to deal with regulators is to create an open dialogue and understand their needs. Although we are required to operate within the rules they dictate, through proper collaboration, we can find ways to streamline the process and ensure that regulators are satisfied with how you manage the business.

    A Field Example: How I Solved a Complex Regulatory Problem

    In the past, I had a project where I was required to meet very strict regulatory conditions. Initially, the relationship with the regulator was tense because it wasn’t clear how to implement their guidelines. After several open meetings and discussions about the needs of both sides, we managed to solve the problem and reach mutual understanding. It was a process that allowed for smooth continuation of work without further delays.

    In the next post, we’ll deal with additional stakeholders: suppliers, customers, competitors, unions, and professional bodies that also influence your performance as a manager.​​​​​​​​​​​​​​​​

  • Post 2 of 5: The Impact of Organizational Culture on Performance – The Hidden Factors that Shape Organizational Culture

    In the previous post, we discussed what organizational culture is and why it’s so important. But wait, have you ever stopped to think about what really influences organizational culture? Sometimes there are hidden factors, ones that we might not consciously notice, that significantly shape the culture in an organization.

    What are the hidden factors in organizational culture?

    There are several factors that we sometimes forget about, but they are an integral part of how our organization operates:

    1. Management’s perceptions and beliefs

    The way senior managers view the organization directly affects the culture. If managers believe in promoting innovation and giving freedom to employees, it’s likely that employees will feel more comfortable coming up with new ideas and acting independently. On the other hand, if management focuses only on results and the bottom line – this will affect the pressure and cause employees to work in a more tense manner.

    2. Communication patterns

    How do people talk to each other in the organization? Is communication open and flowing or does it go through many “filters” and bureaucratic processes? Research from the Journal of Business Communication shows that open and directed communication allows employees to be more involved, and ultimately improves organizational performance.

    3. Daily behavior

    It can be easy to miss the impact of daily actions on organizational culture, but they are an integral part of it. From how we deal with failure to how we praise successes – all of these affect employees’ feelings and values. An interesting example is Amazon, which maintains a culture of constant striving for improvement, bringing employees to always think about how processes can be improved.

    4. Hidden assumptions

    Hidden assumptions are those ideas and perceptions that have become so deeply ingrained that they’ve become almost invisible. This can be anything from a perception of “how a good employee should behave” to certain ideas about “what success is”. Once these assumptions are understood, it’s possible to start implementing changes that affect the entire culture.

    Why does it matter?

    Understanding these hidden factors is critical. Since organizational culture is more than just nice words or slogans, these are the factors that actually shape it and influence how everything operates in the organization – and ultimately business performance as well.

    In the next post, we’ll delve deeper into how a positive organizational culture can improve performance, and how you can identify and influence these hidden factors in your organization.

    Sources:

    1. Journal of Business Communication – Articles on the impact of communication on employee engagement.

    2. Amazon Leadership Principles – Amazon’s organizational culture and values: Amazon’s Leadership Principles

  • Post 1 of 5: The Impact of Organizational Culture on Performance – What is Organizational Culture and Why is it So Important?

    So what’s the deal with organizational culture? It’s a topic that’s talked about a lot, but how does it really affect your organization? Organizational culture isn’t just nice phrases on office walls or on the company website. It’s about what happens day-to-day – how we communicate with each other, how decisions are made, and how we generally conduct ourselves.

    So what exactly is organizational culture?

    In simple terms, organizational culture is all the values, behaviors, and norms that guide our organization. It sets the tone of the organization, from how we welcome new employees to the way we handle challenges.

    Edgar Schein, one of the leading researchers in organizational culture, says that organizational culture consists of three layers:

    1. Visible level – This is the part we can see, like office design, dress code, and symbols.

    2. Hidden level – Social norms and behaviors that we don’t always see, but we all feel.

    3. Basic underlying assumptions – Our deepest perceptions, which are quite difficult to pinpoint, but dictate much of our conduct.

    Why is it so important?

    When we have a healthy and supportive organizational culture, employees feel they belong and are more connected to their work. They feel they have a place to come up with ideas and express themselves without fear. In fact, a Gallup study found that employees who feel connected to their organizational culture show higher engagement at work, and such engagement increases productivity by about 17%! So yes, it’s quite important.

    Examples from the field

    Many companies have succeeded thanks to a strong organizational culture. One of them is Netflix, known for its work culture that allows freedom and personal responsibility. Netflix manages to create an atmosphere that leads to excellent results because employees feel they have autonomy and influence.

    In the next post in the series, we’ll talk about the hidden factors that shape organizational culture – and how they affect organizational performance.

    Sources:

    1. Gallup’s State of the Global Workplace report – https://www.gallup.com/workplace/349484/state-of-the-global-workplace-2021-report.aspx

    2. Netflix Culture Deck – https://jobs.netflix.com/culture

  • Final post (6) in the series on motivation, where we find the common denominators among all theories.

    These are things that, if we do them, will undoubtedly increase the motivation of the employees we manage.

    After examining five central motivation theories, we can identify several shared principles that interconnect and complement each other. Understanding the common ground between these theories can help managers create effective management strategies that promote motivation, satisfaction, and a sense of meaning in employees’ work.

    Meaning and Self-Actualization

    All theories emphasize the importance of meaning and self-actualization at work:

    • Viktor Frankl: Searching for meaning as a central component of motivation.

    • Maslow: Self-actualization as the highest need in the hierarchy of needs.

    • Herzberg: Motivators such as achievements and recognition that lead to satisfaction.

    • Deci and Ryan: Autonomy, competence, and relatedness as promoters of intrinsic motivation.

    • Schein: Behaviors that create a supportive and meaningful organizational culture.

    Personal Development and Growth

    The need for personal development and learning recurs in all theories:

    • Maslow: The need for self-actualization includes growth and development.

    • Herzberg: Personal development as an important motivator.

    • Deci and Ryan: Sense of competence and opportunities for professional growth.

    • Schein: Creating an organizational culture that promotes continuous learning and development.

    Human Connections and Belonging

    A sense of belonging and meaningful human connections are central components:

    • Maslow: The need for belonging and love.

    • Deci and Ryan: Relatedness as a basic need for intrinsic motivation.

    • Schein: Creating an organizational culture that promotes connections and collaboration.

    Working Conditions

    Creating proper and healthy working conditions:

    • Maslow: Satisfying physiological needs and safety.

    • Herzberg: Hygiene factors such as working conditions and adequate pay.

    • Schein: Behaviors that promote a supportive and safe work culture.

    Implementing the Common Ground in Management

    To create a work environment that promotes motivation and satisfaction, managers should integrate the various insights:

    1. Meaning and self-actualization: Provide employees with interesting and challenging work and help them find meaning in their work.

    2. Personal development: Encourage continuous learning and professional development, and offer training and advancement opportunities.

    3. Human connections and belonging: Create a positive and supportive organizational culture, and encourage collaboration and open communication.

    4. Proper working conditions: Ensure safe and comfortable working conditions, provide adequate pay, and maintain good relationships between all levels of the organization.

    Summary

    Finding the common ground among leading theories of work motivation offers a broad and comprehensive management framework. By combining these insights, managers can create a work environment that promotes motivation, satisfaction, and a sense of meaning. Understanding the different theories and implementing them in a balanced way allows managers to lead teams more successfully and efficiently.

    If you have questions or would like to hear more about ways to improve management and lead your teams, contact us. We are here to help you find meaning in your work and lead your organization to success.

  • Post 3 in the series on motivation 

    Herzberg’s Two-Factor Theory – Motivators and Hygiene Factors

    Frederick Herzberg, an American psychologist and educator, developed the Two-Factor Theory, which separates motivators from hygiene factors. The theory suggests that different factors influence job satisfaction and motivation at work. Understanding the difference between these factors can help managers improve the work environment and motivate employees more effectively.

    Hygiene Factors

    Hygiene factors are related to basic working conditions. When these factors are lacking, employees may be dissatisfied, but their presence doesn’t necessarily lead to high motivation:

    • Salary and financial conditions: Pay employees adequately and provide good financial terms.

    • Job security: Ensure a safe and protected work environment.

    • Relationships with supervisors: Create good working relationships between employees and managers, maintain open and empathetic communication.

    • Organizational policy: Ensure that organizational policies are clear and fair, and implement them transparently and efficiently.

    • Physical working conditions: Provide adequate working conditions and physical facilities that allow for comfortable and safe work.

    Motivators

    Motivators are related to achievements, recognition, and a sense of meaning at work. These are the factors that lead to high satisfaction and intrinsic motivation:

    • Recognition of achievements: Recognize employees’ contributions and achievements, provide positive feedback, and encourage professional pride.

    • Interesting work: Ensure that employees perform interesting, challenging work that provides a sense of meaning.

    • Responsibility: Give employees more responsibility and provide opportunities to lead projects and influence the organization.

    • Personal growth: Encourage employees’ professional development and provide opportunities for advancement and continuous learning.

    How to Apply the Theory in Management

    To create a work environment that promotes high motivation and satisfaction, managers should emphasize both hygiene factors and motivators in a balanced way:

    1. Identify and improve hygiene conditions: Check if there are hygiene factors that may cause dissatisfaction among employees and work to improve them. This includes reviewing working conditions, salary, safety, and interpersonal relationships.

    2. Increase motivators: Focus efforts on creating interesting and challenging work, provide constant recognition of achievements, encourage employees to take responsibility, and offer opportunities for professional development.

    Summary

    Frederick Herzberg’s Two-Factor Theory provides a framework for understanding motivation and job satisfaction. By balancing hygiene factors and motivators, managers can create a positive work environment that promotes high motivation and personal and professional satisfaction of employees. The theory emphasizes the importance of creating adequate working conditions alongside encouraging achievements and a sense of meaning at work.

    If you have questions or would like to hear more about ways to improve management and lead your teams, contact us. We are here to help you find meaning in your work and lead your organization to success.​​​​​​​​​​​​​​​​

  • First post in the series on motivation

    In the next five posts, we will review 5 different theories of motivation. In the last post, the sixth, we will be practical and find the common denominators among all the theories – things that, if implemented correctly, will greatly increase the motivation of the people we manage.

    “Man’s Search for Meaning” by Viktor Frankl – Motivation in Meaning

    Viktor Frankl, a Jewish-Austrian psychiatrist and neurologist, wrote the famous book “Man’s Search for Meaning” after surviving Nazi concentration camps. The book presents Frankl’s theory, logotherapy, which focuses on the search for meaning in life as a means to overcome difficulties and challenges. Although the book mainly focuses on extreme situations of personal suffering, its insights are very relevant to the world of management and business.

    Meaning as a Driver for Success.

    One of Frankl’s central insights is that the search for meaning is a basic human need. In the modern era, where people seek not only income but also a sense of meaning in their work, managers must understand and address this need to lead successful and happy teams. Employees who feel their work is meaningful are more committed, more creative, and more highly motivated.

    How can we provide meaning at work?

    1. Clear and inspiring vision: A clear and long-term vision allows employees to understand the general direction of the organization and feel part of something bigger. Such a vision can motivate employees and give them a sense of purpose.

    2. Meaningful roles: Ensure that each employee understands their personal contribution to the organization’s success. Explaining the importance of each role, providing positive feedback, and recognizing achievements can improve employees’ sense of meaning.

    3. Encouraging personal growth: Encourage employees to learn and develop. Courses, workshops, and professional training not only improve employees’ skills but also give them a sense of personal development and growth.

    4. Supportive environment: Create an environment where employees feel supported and valued. Empathetic behavior and understanding the personal needs of employees can create a deeper sense of connection to the organization and meaning in work.

    Dealing with Challenges

    Frankl talks about the ability to find meaning even in difficult times. In the business world, managers need to know how to lead their teams through periods of uncertainty, failures, and challenges. Meaningful leadership allows employees to see every challenge as an opportunity for growth and learning. This includes:

    • Open and transparent communication: Share with employees the challenges and difficulties the organization faces, and show how dealing with these challenges contributes to growth and learning.

    • Personal support: Provide personal support to employees during difficult periods, and encourage them to stay focused on their long-term meaning and goals.

    • Learning from challenges: See every failure as an opportunity for learning and growth, and encourage employees to do the same.

    Empathy and Compassion

    Frankl emphasizes the importance of empathy and compassion in difficult times. Managers who show empathy towards their employees build deeper trust and connection. Empathy and compassion are not only moral values but effective tools for managing teams more successfully. For example:

    • Active listening: Be attentive to employees’ needs and concerns and respond empathetically.

    • Emotional support: Provide emotional support in difficult times and help employees cope with personal and professional difficulties.

    In conclusion

    Viktor Frankl’s “Man’s Search for Meaning” provides us with deep insights that are also relevant to the world of management. In an era where meaning is the key to success, we as managers must incorporate these insights into our daily work. By providing opportunities for employees to find meaning in their work, we not only improve performance but also contribute to their personal and professional well-being.

    If you have questions or would like to hear more about ways to improve management and lead your teams, contact us. We are here to help you find meaning in your work and lead your organization to success.​​​​​​​​​​​​​​​​

  • Practical Guide to Managing Workplace Conflicts (part 1)

    Recent insights reveal that 50% of managers are keenly interested in conflict management. This post aims to equip you with actionable strategies to navigate workplace conflicts effectively.

    1. Pinpointing Conflict Origins: Start by understanding the diverse backgrounds and viewpoints involved. This foundational step sheds light on the reasons behind the conflict, enabling a more informed approach to resolution.

    2. Classifying the Conflict: Determine if the conflict is task-related, personal, stems from cultural differences, or arises from misaligned values. Identifying the nature of the conflict is crucial for choosing the right resolution strategy.

    3. Strategy Selection: Develop a nuanced understanding of each party’s needs and objectives through active listening. This insight will guide you in selecting the most appropriate resolution strategy, whether collaborative or otherwise.

    4. Promoting Open Dialogue: Foster an environment where all parties feel safe to share their perspectives. Employ active listening techniques to ensure everyone feels heard and understood—a key step towards finding common ground.

    5. Crafting Solutions: Use the insights gained from thorough listening to identify a resolution that all parties can accept. Look for compromises or creative solutions that honor everyone’s values and needs.

    6. Solution Implementation and Monitoring: Keep cultural and value-based sensitivities in mind even after a resolution is reached. Successful implementation and ongoing monitoring are essential to prevent the recurrence of conflicts.By integrating these practical steps into your conflict management approach, you can navigate workplace disagreements with greater efficacy and empathy, leading to more harmonious and productive team dynamics

  • Values and Integrity (renewed)

    Hi there, today’s post might seem theoretical or philosophical but it is very important and has a practical end, so please bear with us.
    One definition of values is the belief of a person or a social group in which they have an emotional investment. This definition of values doesn’t include any reference to whether the values are “good” or “bad” (of course the perception if something is good or bad is subjective). Even a criminal has values (although they might be very different from the values an ordinary man withholds). When we talk about “values”, our definition is a little more specific. For us values indeed involve a deep emotional investment, but they also include an association with a code of conduct. Our values dictate the way we believe we should behave in many situations. For instance, if one of our values is honesty, it immediately dictates that we’ll do whatever we can in order to tell the truth.
    Our definition for integrity is how much one is committed to his own values. Again a little different from the dictionary where integrity stands for “moral soundness”. According to our definition if someone’s set of values include the value of honesty and he lies occasionally, it means that his integrity is questionable.
    Having a high level of integrity is critical when leading people for these reasons:
    1. If you and the people you lead share the same values, then following you when you stand up for those values is much easier for your followers.
    2. Even if you don’t share exactly the same values, following your values consistently will make your behaviors more understandable and predictable, thus increasing both self confidence and trust of the people you lead.
    Things become more complex when there is a conflict between different values you hold. For instance, if you hold the value of being polite and the value of honesty, a conflict between those two might arise (as often happens in many cultures). Such a dilemma can be solved if you are able to understand the importance of each value, which value is more important to you, which one is higher in the values hierarchy. A conflict we encountered a few times in the past was the dilemma between being honest (i.e. telling the truth) and causing harm to someone not only by confronting him with some inconvenient criticism but also damaging his self confidence and self esteem when he really needed those. Such conflicts between different values are common in daily life as well as in many managerial situations. It is really important to be able to identify those conflicts and to consciously determine which action should be taken according to the situation and which value prevails in that situation. Being able to do so will keep your high level of integrity and will enable you to explain your decisions and actions even in the more complex situations you encounter. One of our next posts is going to around the subject of giving feedback were such conflict is inherent in the process.