Agriculture Reference
In-Depth Information
“You look good today, for a change.”
“If you make $1 million in sales, you'll receive a trip to Aruba.”
Though they qualify acceptance with an “if,” positive conditional strokes are not unethical—
quite the contrary. They are a very popular and effective management and motivational
tool—positive conditional strokes can help a person feel good about themselves.
Negative strokes
Negative forms of recognition also give attention and status to people. Negative strokes do
not make people feel as good as positive strokes, but at least the person is getting some atten-
tion, and that is sometimes preferable to being ignored. Negative strokes most often come in
the form of verbal criticism and reprimands. They are meant to squelch and usually to hurt
another person:
“What's the matter with you?”
“That's the trouble with this next generation.”
“Can't you do anything right?”
“OK, I'll do it just for you!”
Negative strokes are an effective way of getting attention. People who are ignored some-
times learn that inappropriate behavior can get them attention much faster and more predict-
ably than any other type of action.
It is diffi cult to manipulate others into giving positive strokes, but it is easy to get negative
strokes. As strange as it may sound, some workers may be so accustomed to negative strokes,
that negative strokes are the only thing they know how to get or how to handle. They may
subconsciously create circumstances in which they get much-needed attention. It is possible
that a person who is habitually late for work is looking for strokes. Positive strokes are usu-
ally considered a more effective management technique than negative strokes. Clearly, how-
ever, recognition of employees in general is an extremely powerful form of motivating and
supervising.
Summary
Managing human resources is a fundamental responsibility of agribusiness managers.
Managers must develop an organizational structure in which the responsibilities,
authority, and accountability of individuals are clearly defi ned. Management must
then direct and supervise daily activities, leading and motivating employees to maximize
productivity.
Many agribusinesses use a formal organizational chart to clarify the responsibilities,
authority, and accountability of employees. Line organizations are structures in which eve-
ryone is in the chain of command and has direct responsibility for the primary functions of
the business. In the line and staff organizational structure, specialists without authority
are added to advise line managers. Finally, in the functional organizational structure, spe-
cialists and advisors are given the authority to implement ideas in their area of special
responsibilities.
Leadership is a challenging task for most agribusiness managers. There are many
different styles of leadership, ranging from authoritarian to democratic to free rein
