Running Head: MANAGEMENT BEHAVIOR
University of Phoenix
29 September 2008
I trust you are all aware of the merger that is about to take place between InterClean, Inc. and Enviro Tech, Inc. For InterClean, future profitability hinges on the successful transition of these two great companies. For this reason I have drafted a memo outlining the importance of the type of behavior manager’s are expected to exhibit under the newly proposed solutions/service based selling model. In this memorandum I will address three key components that as managers it is imperative you understand and implement. These key components that I will discuss further are the impact of manager behavior on employee productivity, actions that adhere to and also violate fair employment laws, and effective management practices within a diverse workplace. We have a very talented sales team, but we face a significant challenge of adapting to a new work environment. This overview will help you and your teams meet that challenge head on.
Behavior Impacts Productivity
According to Curt Coffman, a Gallup Senior Vice President and workplace consultant, said in reference to managers “while we tend to celebrate great companies, in reality there are only great managers” (Cascio, 2005, p.). It is my belief that key behaviors of managers trigger this type of belief.
Management needs to effectively communicate to veteran and new employees company aligned goals, evaluate employee performance and reward them fairly. Clear goal planning, skill development and a true pay for performance culture are great management practices that InterClean managers use to demonstrate their employees are valued. Effective performance and management has proven to increase employee morale and overall productivity. Engaged, productive employees are essential to any company outperforming its competition. This starts at the management level....