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By Mujibor de Graaf (More) • Last updated on October 13.09.2023, XNUMX • First published on 24.01.2017/XNUMX/XNUMX • So far 5445 readers, 2190 social media shares Likes & Reviews (5 / 5) • Read & write comments
Background, learn, have a say – Employees want more than today salary and service to rule. 3 aspects of modern management culture, the employees and Companys benefit.
For our marketing communication we have a postcard with the inscription: Smarter than that Executive. We are repeatedly asked about it. Smarter than the boss - that's dangerous!
The opposite is the case. Clever employees, i.e. qualified, trained, proactive specialists, help the company to move forward and face a demanding challenge Future to be prepared. Luckily, some now have Executives adopted this setting. The report “Management culture in transition” by the Federal Ministry of Labor and Social Affairs leads, among other things, to “good Guide” from executives in German companies* who Significance of employee responsibility and co-determination underline:
For employees, this change in management culture means that more personal responsibility takes place. You have a say in how to proceed, reevaluate situations in line with the agile corporate philosophy of open-ended processes and take responsibility for the decisions made. Prerequisite: they must always be well informed, exchange ideas with others and remain mentally agile themselves. You need to know technological developments and be able to assess them in relation to your company. Not an easy task - no wonder that some bosses doubt its feasibility.
And yet this personal responsibility and participation is exactly what many employees want. Managers would do well to make this possible and to support it with suitable structures and processes. constant Further Training is an important part of this.
As a manager, we clearly do not consider selecting and providing further training measures as Solution. Because employees are now taking this step themselves. They either look for relevant courses in portals or institutes. Or they exchange ideas with their colleagues: What information is available in the company? Who is the contact person for the status of ongoing processes? Can he or she do that? Status Make Quo accessible to the workforce?
The task of the managers is to promote this exchange and, if necessary, to support it with appropriate technologies. This includes the intranet as a place of accessible information and hierarchical exchange. In addition, training platforms provide the knowledge of individual specialists or departments for colleagues and partners, who should be informed about ongoing processes. It is important to note that specialists keep this information and keep it up to date. They not only provide for their own active participation, but also stimulate the exchange of knowledge within the company - a process that ultimately benefits everyone.
* Source: Monitor “Changing leadership culture” of the Federal Ministry of Labor and Social Affairs. Publisher: Initiative New Quality of Work
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Mujibor de Graaf is the founder of IT solutions for the exchange of knowledge. With the Viadesk intranet, founded in 1999, employees efficiently exchange documents digitally. With his experience in cloud-based knowledge transfer, he also launched the online training platform Coursepath. Thanks to its secure hosting on EU territory and its exceptional user-friendliness, the multilingual platform is currently establishing itself throughout Europe. The Dutchman commutes between the two company headquarters in Amsterdam and Cologne on a weekly basis. He and his teams have therefore fully adapted to mobile, flexible working with digital support. More information at www.coursepath.de All texts by Mujibor de Graaf.
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