Diversity, gender, and philosophy are becoming increasingly important variables for a manager to base decisions on (Hersey, Blanchard, & Johnson, 2001, p. 160). Its imperative that they be able to act, react, and interact in a management environment where they may seem to have little control, yet are actively engaged in command.
Lets face it. The goal is the bottom line, the bottom line is the goal and getting there requires that a company maintain a workforce that is highly productive. Buckingham and Coffman (1999) assert that the role of the manager is crucial in providing the company with the four vital signs of a healthy business; Productivity, Profitability, Retention, and Customer Satisfaction (p. 31). Yet, all of these key components are influenced by the differing perceptions each employee has of their own role. Though some points may overlap, it is striking that the points most influenced by managers are also related to employee satisfaction and retention (Buckingham, et. al., 1999, p. 33). These points will vary across the workforce and will manifest as ability and readiness to perform a given task (Hersey, et. al., 2001, p. 176).
Once again, the manager will have to maintain control over the resource. In the case of ability, two major components are knowledge and skill (Hersey, et. al, 2001, p. 176). Having the materials, knowing what is expected, and the opportunity to excel are also components that make up greater employee satisfaction (Buckingham, et. al., 1999, p. 34). In fact the way to safeguard against under-achieving employees in complacent positions is to enhance employee status through ongoing training programs (Hersey, et. al., 2001, p. 168). This insures that the workforce has the necessary ability to do the job and a greater motivation to do the task.
The willingness of an employee to perform will also be tested. An employee requires a duty to their position, assurance that they have the ability, and a desire to do the