在工作场所的问责制及其如何与员工参与关系my188bet

公司一直在投资资源,提高员工多年来的参与,但尽管他们的最佳努力,但许多这些公司只是看不到他们希望实现的结果。在某些情况下,公司甚至会在参与范畴中得分高,但该公司仍然遭受了不太理想的表现。发生这种情况通常有两个原因:

  • 所有员工的意见都得到平等对待。

我们从中取消的是,员工单独订婚只是还不够。my188bet必须将问责制添加到等式中。创造文化的组织,其中参与符合问责制是真正的获奖者。所有领导人都努力赋予他们的追随者,但问题是没有许多人实现参与和问责制之间的联系。

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最成功的公司使用称为RACI的系统来帮助创建他们的整体计划。让我们快速看看那个公式。

责任:定义对团队每个成员的工作。

问责制:团队成员必须承担其职责结果。责任推动决策并确保实施。

Consultation:管理人员提供清晰的输入,并随时可用以回答问题。

知情:团队成员在可能影响其工作的任何变更上保持最新。

任务,项目和日常工作应始终遵循该公式。领导者对团队成员负责,然后是那些责任的所有权。问题是,并非所有经理都这样做。他们只是在他们的下属围绕着老板,给出那些截止日期,然后微观管理过程的每一步。

Think of it like a team race where one member of the team hands off the baton to the next member of the team. That baton is accountability. If you try to pass it too soon, the receiver won’t be able to handle it. Pass it too late, and the receiver will feel disengaged.

愿意向团队成员提供问责的经理,而不是微观管理他们正在展示他们对该人的信任。当领导者在大部分时间都在某人的信任时,那个人将变得更加参与,因为他们对整体过程感到重要。

问责制与参与之间的联系

In small businesses, leaders are usually able to stay in the ebb and flow of information critical to the growth of the business. They have the ability to approve most major decisions because the number of those decisions is still manageable. As an organization grows, making all decisions will create a bottleneck in your business.

这个概念实际上非常简单:通过信任团队的成员来创造问责制。如果你不相信它们,那么他们不应该在那个位置开始。

没有问责制,参与会受到痛苦。随着时间的推移,这是指数增长的。

首先,当领导人不保存自己ccountable, then it sets a bad example. A tendency to become more lenient and forgiving will quickly follow. Team members will start constantly being late with assignments because they’re not accountable. There’s simply no engagement without accountability.

When members of the team stop holding themselves accountable, the impact will get exponentially worse. One delay turns into another. That bad culture spreads throughout the workplace. Tolerating missed deadlines will lead to dangerous behavior. That’s why it’s so important to have guidelines in writing. Those guidelines should hold all members of the team accountable.

底线是工作场所的问责制直接联系在整个团队的敬意。即使是一个人被允许弯曲规则可以创造一个降低整个团队的参与的雪球效果。

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