Agriculture Reference
In-Depth Information
The task of direction may be described as the task of making the organization take on
life, of creating the conditions that make for interest in the job, vigor of action, imaginative
thinking, and continuous teamwork. This goal is one that cannot be reached by magic formu-
las. Its achievement rests in large measure upon the leadership qualities exhibited by the
manager.
The manager as leader
In the past, leadership was treated as simply a part of management, but today fi rms view
management and leadership differently. The manager's duties include efforts to perform the
various management tasks and functions. In contrast, a leader infl uences the attitudes and
behavior of followers and motivates them to do their best work. The increasing importance
of leadership in today's business environment requires that we explore it in more detail.
Besides providing instructions on how to complete a task and information on the desired
results, leadership also provides incentives to complete that task correctly and in a timely
manner. So an important aspect of leadership is the motivation of employees. Part of motiva-
tion is creating a vision for the organization or the group that inspires the members. Another
method used to motivate employees is to delegate authority by assigning employees
more responsibility, which encourages employees to take more pride in their jobs and raise
their self-esteem. Of course, such assignments should be combined with incentives tied
to the organizations' goals and the individuals' performance objectives as determined in
the planning task. Leadership is also the process by which the manager attempts to unleash
each person's individual potential, once again, as a contribution toward organizational suc-
cess. Leaders recognize that the results of a person's activities count for more than the activ-
ities themselves.
Finally, for managers to be effective leaders they need initiative, which is the willingness
to take action. Some managers who recognize the need for changes are unwilling to take
action because making changes takes more effort than living with the status quo.
Other directing roles
The manager must also interpret programs, plans, policies, procedures, and practices
within the organization. Every department, division, or organization must have a court of
last resort. Human nature is such that even those with the best intentions may differ in their
interpretations of facts or information. In such cases, it is the manager's task to deliver this
interpretation—to become, in effect, the Supreme Court for those who are being supervised.
By quickly resolving a difference between two individuals, the manager can help both of
them return to their respective task at hand.
Part of the manager's directing task involves the encouragement of employees' growth
as individuals. An individual who is developing new skills and expertise becomes more
productive for the agribusiness, as well as for himself or herself. Special provisions for
growth in responsibility should be built into the opportunities presented by any job, and
job challenge must be maintained for the individual. Promotion policies should be clear, and
all concerned should understand them. Each employee's performance should be appraised
regularly and evaluated for the unique contributions that the employee can make to the
organization.
The good manager encourages employees to discover hidden talents by stimulating them
through varied assignments that offer continually increasing challenges and opportunities.
