Published in 1992, ‘The Intuitive Manager' by Meryem Le Saget is a topical and relevant analysis of a very personal vision of management. The author draws a portrait of the third generation managers who decided \"to explore all facets of their potential.\" The author discusses various topics on management and lists a lot of ideas.
However, in reading this record, I want to develop the theme of the conduct of major transitions and sources of motivation.Why is the qualifier ‘intuitive' used? How is this concept both relevant and innovative?
To be an intuitive manager, the first step is to focus on some form of inner attitude, a dimension often overlooked: the flexibility, responsiveness, communication skills, ability to give meaning to action. By giving due relevance to these elements, the manager can lead the company along the paths of progress and performance.
There is no question here of reproducing the stereotypes of directive management where the word from above was the only model and reference. Disagreeing against these abuses, the intuitive manager welcomes criticisms and contradictions and integrates them into the business plan. A fervent supporter of teamwork, he attempts to reveal his staff\'s potential and qualities that were hitherto unknown to them.
To a large extent, the intuitive manager allows those around him to cultivate the inner strength that balances intellectual and psychological elements that hold the promise of success for the company. By expanding his staff's horizons, and reconciling reason to emotion, there seems exceptional potential to develop the vitality of the team structure and guide his employees, partners towards success through lifelong learning, which involves listening, sharing and dialogue.
We are in an era of organizational change: strategy, technology, the development of new products and services and in seeking an enterprise culture continuously adapted to changes required by the modern world.
Many of these changes are accompanied by restructuring or redeploymentof staff. And too many of these changes are undertaken without prior discussion about the attitudes and behaviors of members of the company. It is believed that when the change is necessary, people will naturally adapt. But experience shows that the process triggered causes psychological distress responses, more or less violent opposition and dislocation rather than a natural adaptation.
Tags: ‘The Intuitive Manager' by Meryem Le Saget, management strategy
[...] - Orchestrate The motivation of your employees is also based on "intellectual excitement". There is nothing better than a routine work week after week, to undermine the level of motivation of a team. As a conductor, the manager must know how to transmit impulses to his staff, occasionally throwing innovative projects or "project challenges." These pulses can galvanize the troops, provided that project success is clearly associated with a reward (bonus rest day, evening meals . However, he must be careful not to fall into excess, by chaining challenges. [...]
[...] • Emphasize the importance of the manager in "coaching" the team members. • How to manage "for the past" • How to lead people through the "neutral zone". • How to make new beginnings easier. • How to design the action plan necessary to conduct the transition Motivation In his book, Mereym Saget touches on another aspect that I find interesting to develop: Motivation. Indeed, this aspect is very "fashionable" and in all organizations, motivation is a recurring, but very imprecise theme. [...]
[...] It is not surprising that most changes take longer and cost more to implement than what was expected. This is not the worst: many changes that are supposed to strengthen the company eventually weaken it, because they cause resentment, de-motivation and confusion exactly at the time when creativity and commitment of staff is required. There are several methods to mitigate the effects of change in the organization including the conduct of organizational transition. This involves training, coaching and counseling, which aims to show how, by managing individual and organizational transitions, the human factor can be considered to reduce the impact of change on the continuity of organizations. [...]
[...] The tool can also be used to reflect on their motivation, and their own needs. To help get better results from employees, managers must know how to act on some levers: - Communication This is the basis of any motivational strategy: the manager must know how to communicate with his employees. Without active communication, it is difficult to maintain the level of involvement of a team, unless they press the lever risky to "fear". This communication must take place at three levels: Daily (through operational exchanges), medium-term (e.g. [...]
[...] Motivation is an area which is far too intimate, too changeable and context- dependent for that. This tool aims to help managers to think deeply about the motivation of their employees: what is their level of motivation right now and throughout this year? On what observable behaviors may I rely for saying that? What has he said or done? This tool also allows the manager to establish a constructive dialogue on evidence and a common vocabulary: What does he think of the level of motivation? What is his response to this? [...]
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