Management_Behavior_Memo_Paper

I am sure that you are all aware that InterClean has taken advantage of the opportunity to acquire one of our competitors EnviroTech over the past few months. Many new prospects will come with this acquisition as well as new challenges. As managers the main objective will be to ensure integration of the 60 EnviroTech staff members and 3 operations specialists to the InterClean team over the next four months. This integration of InterClean and EnviroTech sales staff will happen simultaneously with the media blitz launch to broadcast InterClean’s new direction in service. Please keep in mind that with change comes concerns from employees, and it will be management’s responsibility to answer any question that these concerns may generate. It is important to recognize that Cascio (2006) stated that “managing change is an ongoing process whose objective is to enhance the ability of an organization to anticipate and respond to developments in its external and internal environments and to enable employees at all levels to cope with the changes” (p. 6). Management behavior plays a key role in productivity so it is imperative for all InterClean management to assist all employees in becoming comfortable with our new work environment. There are a few changes that will take place immediately, such as the expansion of the diverse work environment at InterClean. It is crucial to understand that a diverse workforce can provide benefits such as enhancement of InterClean’s competitiveness in the job market. If properly managed diversity can provide a supportive work environment with employees who will value the advantages of individual differences, and will promote new ways of problem-solving, different perspectives, experiences, and the ability to overcome challenges. The best practices for working in a diverse work environment include leading by example, learning about InterClean’s diverse workforce and encouraging your employees to learn more about each other’s differences, promoting equality, and demonstrating fairness to all employees. Involving all employees to endorse unity and team building and by encouraging input from all workers it will enable management to gather diverse viewpoints. Another change to consider is a larger workforce meaning that managers will have to enhance time management skills in effort to meet objectives and to allot time for employee concerns and development. InterClean managers are expected to develop a program to provide a positive and supportive environment that will encourage and enable employees to be productive. As managers please remember the importance of how management behavior is perceived by subordinates and that while “there are many factors which affect the productivity like materials quality, people skill, system & procedures, equipment & tool type, knowledge of worker, management skill, but the most important factor is attitude of superior. Appropriate leadership helps create a satisfying work environment conducive to high productivity” (Shelar, 2008, para. 2). As managers please ensure that employees are knowledgeable in terms of their job requirements and the resources that will be made available to meet their objectives. Managers will need to adhere to an open-door policy with employees to encourage employees to bring any concerns regarding work obligations, training, safety, and InterClean quality of service for customer satisfaction. Managers are responsible for the development of employee goals, and supply positive feedback when these goals are achieved. In terms of management action please recognize that “civil rights laws, judicial interpretations of the laws, and the many sets of guidelines issued by state and federal regulatory agencies have outlawed discrimination based on race, religion, national origin, age, sex, and physical disability” (Cascio, 2006). It is important to understand the different types of management actions that align with employment laws and those that do not. For example, actions such as refusing to hire a candidate who is relatively capable of meeting work performance obligations but has an accent or inadequate communication skills is a violation; however an employer may reject an candidate that has a language skill level that would notably impede work performance. In short, if a manager is unsure of the action to take or whether his or her action of choice is within employment laws the manager should contact the InterClean human resource department for guidance. In conclusion, management behavior will play an important role in transitioning EnviroTech employees with the InterClean team. InterClean is a company that is focused on being an industry leader that is fully aware that our diverse workforce is a valuable resource in which we intend to develop further. Make sure to review and adhere to the best practices in managing a diverse workforce so that InterClean can use its valuable resource, a diverse workforce to become even more competitive. Please make a team effort, as in the past, to ensure the success of this new opportunity by evaluating the impact that management behavior can have on productivity in your departments and ensure that we have an understanding of management actions and how they align with employment laws. Reference Shelar, N. K. (2008, February 4). Manager’s behavior and productivity. Articlesbase. Retrieved from http://www.articlesbase.com/management-articles/managers-behavior-and-productivity-375856.html Cascio, W. (2006). Managing human resources: Productivity quality of work life profits (7th ed.). New York, NY: McGraw Hill.