The Control Theory Manager by William Glasser M.D

Author:William Glasser, M.D. [Glasser, M.D., William]
Language: eng
Format: epub
ISBN: 978-0-06-203107-5
Publisher: HarperCollins
Published: 1994-10-15T00:00:00+00:00

1. The boss sets the task and the standards tor what the workers are to do. usually without consulting the workers. Bosses do not compromise: the worker has to adjust to the job as the boss defines it or suffer any consequences the boss determines.

2. The boss usually tells, rather than shows, the workers how the work is to be done and rarely asks for their input as to how it might possibly be done better.

3. The boss, or someone the boss designates, inspects the work. Because the boss does not involve the workers in this evaluation, they do only enough to get by: they rarely even think of doing what is required for quality.

4. When workers resist, as they almost always do in a variety of ways, all of which compromise quality. the boss uses coercion (usually punishment) almost exclusively to try to make them do as they are told. In so doing, the boss creates a workplace in which the workers and the managers are adversaries. Bosses think that this adversarial situation is the way it should be.

As you see. none of these points is concerned with giving any friendship, fun. freedom, and especially power to the worker. Together these points send a clear message from the boss: if you don’t do what I say, I will punish you in whatever way I can. And many bosses figure out subtle ways to punish workers that are especially painful. The reader may say that I am overstating the case, that bosses are rarely this bad. This may be true, but to succeed in persuading the workers to do the quality work that is needed today, they must be seen as leaders—benevolent dictators are not enough.

Look at the four elements of lead-managing and see how much more the leader is concerned with the workers’ needs, especially their need for power:

1. Lead-managers engage the workers in an ongoing honest discussion of both the cost and the quality of the work that is needed for the company to be successful. They not only listen but they also encourage their workers to give them any input that will improve quality and lower costs.

2. The lead-manager (or someone designated by her) shows or models the job, so that the worker who is to do the job can see exactly what the manager expects. The lead-manager works to increase the workers’ sense of control over the work they do.

3. The lead-manager eliminates most inspectors and inspection. He teaches the workers to inspect or to evaluate their own work for quality with the understanding that they know a great deal, almost always more than anyone else, about both what high-quality work is and how to produce it economically.

4. The lead-manager continually teaches the workers that the essence of quality is constant improvement. To help them, he makes il clear that he believes his main job is to be a facilitator. This means he is doing all he can to provide them with the best tools and workplace as well as a friendly, noncoercive.

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