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Being
the owner of a small business requires many different skills, from
product development, managing employees, over-seeing finances, and
directing marketing. Without effective leadership skills however,
the best business manager will face a daunting challenge in moving
the entire enterprise forward.
Historical management
With the onset of the industrial revolution management by objective
(1) became the accepted style for organizing a company of employees
to achieve a set of predetermined goals or objectives. In a manufacturing
plant the workers had to build a certain quota of product in order
to meet the management directive. The over-all direction for the
company could be envisioned as a triangle with the owner and management
team at the top with the bulk of the workers beneath. The military
chain of command (2) is another top-down style of management by
objective. In either private industry or the military, traditional
managers plan and direct subordinates to perform tasks in deliberate
and heavily organized fashion.
Management by leadership
There are a number of inherent problems with management by objective.
A company that lacks leader with sensitivity for his staff will
find very low morale and motivation for change. Managers that can
not make effective decisions, respond only to crisis, are excessively
detail orientated, are manipulative, or are simply not creative,
all stifle business success. A democratic manager (3) who truly
leads, has a clear set of goals for the company, can keep track
of time deadlines, involves workers in setting company policies,
and does every thing possible to foster a company policy of creatively.
A leader has to be enthusiastic for the goals of the company, as
well as show very positive support for employees. By leading employees
their trust can be earned, thus encouraging them to also share in
vision of the organization (4).
In today's corporate world true business leaders are often news
makers for not only their company's products, but also their concern
for their workers rights, the environment, as well as the surrounding
community. In addition, when companies manage by objective, but
include strong personal leadership, they typically attract many
new job applicants when positions become available.
Closed-loop management
A loop refers to continual process of action, feedback, and hopefully
a change or improvement. In the business sense, closed-loop management
can be applied to the process where ideas are formulated, by both
management and workers, action is taken to develop a product or
service, sales occur, and at a latter date an evaluation is made
of the entire process in order to make improvements for change.
If all the workers in a small company can be offered the chance
to evaluate a product, an advertisement, or a service, the group
consensus should result in a much better chance for business success,
than if only management made all the decisions. Nonetheless, the
business owner should not take the group consensus as a 'vote' per
say, but as a very helpful tool in ultimately having to make a decision.
Finally, the concept of a loop should not exclude gathering ideas
from outside a company. In the nursery industry, trade associations
help foster tours of wholesale operations, retail garden centers,
as well as research and extension centers in all the major ornamental
production areas. There are typically chances to explore firms in
other parts of the United States through grower associations and
University lead study tours.
Indoctrination of new employees
In order to introduce new employees into a company, it's advisable
to present an overview of the history of the firm including how
it was formed, a brief review of it's mission statement, and a plan
for the future. While some employers refer to this as orientation
(5), there is reluctance to use this term as it may not include
enough of the corporate goals and objectives. An employer's goal
should be to cultivate committed employees with the goal in mind
that they will stay for a relatively long period of time. The best
way to begin cultivating committed, high-performance employees is
through an organized introduction to the values, culture, and expected
work ethic of the business, as well as to their particular jobs.
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A skilled garden center
employee is enthusiastic, diplomatic, and friendly with shoppers.
The best employees know the product well.
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Training new employees is an essential first step in a productive
career. Not all hires come ready to take on new tasks, not matter
how carefully they have been selected (6). A step-by-step training
program can remove the embarrassment for a new employee over tasks
that may be easy for the trainer. The work environment created by
the employer and the performance pattern that an employee establishes
during the first few days will have a strong influence on that person's
attitude, productivity, and team spirit for weeks, months, and even
years to come (7). This holds true even for seasonal workers, since
many may return to the same employer year after year. If training
is done poorly, or not at all, there will be a greater chance for
high employee turnover that can disrupt the work flow. Most employers
would just as soon not have to go through the hiring and recruitment
process anymore than is necessary. In nursery production training
can include the safe operation of machinery, pruning techniques,
and personal ergonomics. Eighty to ninety percent of all injury
incidents are reportedly caused by human error (8). Training is
much more effective if done during a non-rushed, quiet time. Finally,
training is an effective way to formally introduce all the members
of the management team. This is most helpful in showing the employee
the structure of the company, which can save answering many questions
latter.
Establish management positions
A well managed company will have established job descriptions for
all its employees. Conflicts over work assignments can be avoided
if workers understand their daily tasks. By having a number of specific
positions a nursery, an owner can spread the work load appropriately,
and can capitalize on the collective talents of all. In effect,
the owner is laying the ground work for a company with an inclusive
vision (4), where all employees can contribute to the over-all goals
and objectives. Delegation is absolutely required in most horticultural
operations as there is simply too much work for only a few employees
(8). A business that does not have clearly defined job assignments
is frequented by low employee morale and higher turnover as workers
are uncertain as to who they should report to. In a larger wholesale
nursery it is common to find the following positions (9):
- Owner (general manager)
- Production or nursery manger
- Shipping manager
- Office administrator
- Mechanic
- Plant propagator
- Grower (supervises laborers)
- Laborers
In retail garden center there will need to be additional job assignments
including:
- Department managers
- Purchasing manger
- Counter staff
Maintain a chain of command
Nothing hurts employee morale more than a dysfunctional chain of
command in management. Reporting to supervisors should be direct
and understandable. Department heads should report to the owner.
In each department, workers should report to the head of the department.
It is appropriate for the leader of a company to oversee most of
the operation when it is still young. However, this style of management
will simply create friction as the company matures (10). Well managed
businesses consist of a number of different employee layers. Each
unit maintains it integrity and has a certain degree of freedom
to be creative.
Employee motivation
An effective leader understands the various techniques to motivate
workers. Gone are the days when assertive decision making, starting
at the top, could be used to lift worker morale and boost productivity.
While business leaders still have to be able to make tough decisions,
the successful motivator will still be able to entice workers to
buy into the organizational decisions (11). However, a leader as
such, can not motivate staff directly; staff have to motivate themselves
(12). Simply put, motivation comes from within a person, not from
an outside source. In general, most employees want to be motivated.
Nonetheless, there is no fixed set of standards that can be applied
to everyone that can be used for motivation.
Satisfying each individuals needs has to be based on an employer-employee
relationship. Each employee has to have a certain intrinsic desire
in a job, and if given the freedom by the employer, will act out
the steps to full-fill the desire (13). In tern, upon successful
action, the employer will recognize and reward the employee, which
further solidifies the fulfillment on the part of the employee.
If this cycle can repeat itself continually over time, both parties
will benefit and the business should prosper. This cycle of synergy
will result in the whole yielding more than the sum of the parts.
Both employer and employee, working in conjunction, will achieve
better results than if each were working on their own.
Sources of motivation
There are a number of different methods by which both employers,
as well as employees, are motivated (14). One or more of these methods
can be used for individual workers.
Fun
Workers can be motivated by having fun. This is an intrinsic process
whereby work involves both laughter and social camaraderie during
the workday, as well as after the work day is over. An organization
can sponsor a potluck at lunch, or a picnic for all workers and
their families on a weekend. These methods can bring people together
who may not interact on a daily basis.
Rewards
Recognition and resultant motivation can be achieved through rewards.
While increased pay is often a primary motivation, there are others
such as promotions, after work memberships in health and athletic
organizations, and vacation perks. While most employees think of
their basic pay as their reason for coming to work, it is still
not enough for motivation. In agricultural settings, bonus pay is
often used as an incentive for performing tasks over and above what
the basic job demands. Nursery workers can be rewarded for exceeding
expectations for budding stock, potting liners, pruning whips, or
digging B&B stock. Garden center staff can be rewarded for surpassing
monthly sales records, or designing the best display for the month.
All workers need to be apprised of the criteria for the rewards,
and how the objectives are clearly different than those for the
typical work day. Employers should continue the rewards incentive
program on a regular basis so that workers will continue to maintain
interest.
Reputation
Another source of employee motivation is building a workers reputation.
Using this technique achievement is noted through both verbal and
visual recognition, both in front of fellow employees, as well as
the public. At staff meetings compliments are expressed for service
beyond the basic criteria for job. Plaques and awards can be given
out for outstanding merit or sales. Garden centers often display
pictures of the achievement awards for all to see. Accolades don't
necessarily have to be for long-term achievements. Any achievement
noted in front of piers can constitute a sense of motivation with
a lasting effect. By providing positive reinforcement, rewards,
and recognition an employer will be able to reinforce the standards
and practices that staff members are capable of achieving (15).
Challenge
Dedicated leaders frequently possess a high level of internal desire
to challenge themselves by learning new skills and expanding their
enterprises. A business leader may look to employees to possess
an interest in challenges as well. There are staff that do have
inherent skills and aspirations that can be unleashed and furthered
expanded upon. In most occupations, workers list interesting work
as the most important job motivation (16). If leaders have the time
and resources to allow their workers to take on a new challenge
the results can be very rewarding for all. However, there will have
to be a certain level of patience and trust in order to determine
how far these relationships can develop. In order to avoid stifling
imagination, employers will have to avoid burdening the creative
employee with routine tasks that detract from the challenge of building
something new.
Purpose
Every business will have individuals who are motivated by the mission
or purpose of the organization. They truly believe that their employment
is a key element in the success of the enterprise. Their high motivation
level will be maintained as long as they are in position they feel
needed. While they may not require public recognition, they will
need verbal accolades recognizing their efforts.
In summary, there are practical employee motivation techniques
that can used to shape a workers career. By listening, observing,
and meeting with workers one-on-one, a business leader can determine
what matters most to each employee. If employees feel like they
are going somewhere in the company, they won't need to be pushed
along. A successful business will become their goal as well as the
owner's.
References
1. How effective are you managing? Julie Higginbotham. American
Nurseryman, November 15, 1992.
2. What kind of leader are you? Steven Stovall, Nursery
Retailer, April/May 1996.
3. Management. 1994. John Mason. Chapter Eight in: Nursery
Management. Published by Kangaroo Press. Carried by Amazon
Press.
4. Full
range leadership. 2000. John E. Barbuto, Jr., Leadership Development
Extension Specialist, University of Nebraska, Lincoln NE.
5. The Street-Smart Entrepreneur.
1998. Jay Gotz. Published by Addicus
Books, Inc., Omaha, Nebraska.
6. Orientation
and training new employees. 1997. Mark Mechling. Ohio State
University, Agricultural Economics, Columbus, OH.
7. Effective employee orientation,
Brian K. Linhardt, In: Labor Management Decisions, Volume 7, Number
1, Winter-Spring 1998.
8. Supervising agricultural work. 2002. Howard Rosenberg. In: Ag
Help Wanted: Guidelines for Managing Agricultural Help. Western
Center for Risk Management Education, University of California.
Available online at: Http://aghelpwanted.org.
9. So You Want to Start a Nursery.
2003. Tony Avent. Timber Press,
Portland, OR.
10. Less is more management. 1998. Jay Gotz. In: The
Street-Smart Entrepreneur. Published by Addicus
Books, Inc., Omaha, Nebraska.
11. 77 ways
to motivate your workers. 2001. John E. Barbuto, Leadership
Development Extension Specialist, University of Nebraska , Lincoln
NE.
12. Motivation through communication. Mike McCartney. American
Nurseryman. June 15, 1994.
13. Making
employee motivation a partnership. 2001. Bernard L. Erven. Extension
Specialist, Department of Agricultural, Environmental and Development
Economics, Ohio State University.
14. Motivating
your employees. 1999. John E. Barbuto, Jr., Leadership Development
Extension Specialist, University of Nebraska , Lincoln NE.
15. Foster
Success for People: Two Musts for Motivation. 2003. Susan M.
Heathfield, Human Resources management consultant. From: About.Com.
16. Understanding
employee motivation. 1998. James R. Linder. The Ohio Sate University,
Piketon Research and Extension Center, Piketon, OH.
First posted: December,
2004.
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