The Impact that Line Managers have on Organisational Performance

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The paper tells that while a business can generate its preferred culture through the use of its ideals and standards of accomplishment, organizational cultures tend to deliver more results when they are a by-product of the beliefs of a company’s workers. Organisational culture is a fact that will determine the ability of a line manager to successfully communicate with other workers. On the other hand, if a company has only a few workers, its organizational culture may compel the line manager to be the individual who disciplines errant workers or offers correction when necessary. This can cause problems because employees are not likely to confide in an individual that corrects their mistakes on a regular basis. In larger organizations, line managers have the chance to communicate effectively with employees and develop interpersonal relationships with them even as they monitor different activities and supply regular reports on the progress of work to higher ranking corporate executives. Line managers are generally trusted by employees because they are not perceived as being merely the agents that are responsible for overseeing various functions. Whether an organization has a task-oriented culture or one where autocratic principles are observed, the line manager has the responsibility to enact this culture for the workers, who then emulate him or her. For instance, if corporate executives wish for their employees to develop a culture of teamwork, they have to incorporate their line managers in jobs that also include other employees so that a team atmosphere can be created. This means that the line manager has to be able to embrace change swiftly himself before successfully inspiring other workers to embrace change. Most line managers encourage the efforts of employees to realize corporate goals by use of rewards such as pay hikes, promotions, or simple praise. This culture of the provision of rewards will not only result in improved operations but will also result in both the workers and the management being able to trust in the growing relationship between both of them.