Many business communication
scholars and theorists consider a task-oriented manager as autocratic, but in
some instances it is necessary to separate the task from the employee performing that task. This post explores when it is necessary for
the manager to stay objective and to focus only on the task.
Typically in a task oriented
business environment, employees are doing a specialised kind of task and receive instructions from
the top. The business offers a limited amount of goods and services. Employees
are expected to follow instructions to
complete their tasks, know exactly what
are expected from them and how they will be compensated when they achieve their
goals for the month. Rules are important in this kind of
environment, but employees often consider this as a sign that they are
perceived as being untrustworthy. Many
employees embrace the opportunity to specialise in an environment where they
can safely follow a routine. However, modern businesses that offer many
different products and services rather adopt a human relations approach or
strive to be a learning organisation. A task-oriented business applies
principles that are totally contrary to
a learning organisation where the business grows by using the expertise and
knowledge from its employees to instill innovation. The manager is part of this learning process
and encourages learning (see my post on the learning organisation). In a human relations business environment,
the happiness of employees and building relationships with employees are the
most important consideration.
In my view the ideal of
course is that both the task and the employee should be considered by the
manager. At the end the business also
has to look after itself to achieve its financial objectives. But the employee performing that task plays a
huge role in that and wants to feel empowered.
But when should the manager
consider the task and not the person who is performing the task?
There could be more examples,
but I would say that particularly during annual performance appraisals of
employees, the manager should separate the employee from the task. The
manager needs to consider whether the employee actually did what he or
she was paid to do and has to stay objective, especially if that employee did
not perform well. Being honest with an
employee about his or her work performance might discourage the employee, but
it can also help the employee to grow and to learn. Learning is also about becoming aware of your
own shortcomings and to try to improve.
If the manager has good relationships with employees, this might be a
very hard thing to do, but at the end both the business and the employee will fail.
Can you think of other
instances?