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From “La motivazione delle risorse umane per il successo di un'organizzazione” by Ranieri de Maria. 339 words
Le risorse umane all’interno di ogni organizzazione rivestono la massima importanza. Se è vero che esse comportano maggiori difficoltà di gestione, tuttavia al loro interno sono insite elevate potenzialità di miglioramento, e ciò richiede un’attenzione particolare.
L’istruzione degli addetti deve essere curata dal punto di vista teorico e pratico, e a essi deve essere sempre fornita una chiara e forte motivazione allo svolgimento del lavoro. Ciò comporta che si proceda alla responsabilizzazione massima nell’adempimento delle funzioni, operando sempre verso l’integrazione, nel funzionamento della struttura e nel contesto sociale. Il personale deve essere orientato a concepire il lavoro o le sue attività, in generale, in funzione collettiva o sociale, e ogni addetto deve essere spinto a sviluppare un’attività formativa verso gli altri soggetti del capitale umano dell’organizzazione.
Ci sono più fattori che concorrono al successo di un’organizzazione. Se è importante che essa conti un’autorevole figura leader, è bene ricordare sempre che un capo esercita il suo ruolo all’interno di un gruppo strutturato. Il coordinamento pertanto non basta: appare essenziale il recepimento da parte del gruppo delle indicazioni del leader e l’azione conseguente del gruppo stesso.
La funzione di un organizzatore efficace è quella di trascinare i collaboratori, affrontare e risolvere i problemi, aiutare a superare gli ostacoli e creare la motivazione per raggiungere gli obiettivi. Come è evidente, se il gruppo non partecipa attivamente a queste azioni, rispondendo adeguatamente, tutto ciò che il leader compie non otterrà i frutti sperati. È necessario quindi porsi anzitutto un quesito: come si possono “convincere” le persone che fanno parte di un’organizzazione, e, in particolare, di un gruppo di staff, a seguire il leader partecipando attivamente al conseguimento dello scopo dell’organizzazione? La risposta è semplice e complessa al contempo: è necessario che le persone condividano le finalità dell’organizzazione. Non è sufficiente che siano solo consapevoli dell’esistenza di tali finalità e che le conoscano, ma è necessario che abbiano una consapevolezza attiva nel conseguirle e si sostengano a vicenda nel raggiungerle. Solo in tal modo si forma quella collaborazione che crea il lavoro di gruppo.
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Human resources play a crucial role within any organisation. While they clearly bring with them greater management difficulties, they are also a source of great potential for improvement, and this is why they require special attention.
Employees must be provided with both theoretical and practical training, and always given a clear and strong motivation to carry out their work. This means instilling in them a sense of full responsibility for their duties, always working towards integration, within the functioning of the organisation and in the social context. Staff must be encouraged to consider their work, or activities in general, in collective and social terms, and each employee must be encouraged to develop training initiatives for other members of the workforce.
Various factors contribute to an organisation’s success. While it is important to have an authoritative leader, we should always remember that a leader operates within a structured group. Coordination alone, however, is not enough: the group has to take on board the leader’s instructions and act accordingly.
An effective organisation works by encouraging its staff, tackling and resolving problems, providing help in overcoming obstacles and motivating people to achieve goals. Of course, if the group fails to respond as they should, and to actively participate in these tasks, none of the leader’s efforts will obtain the desired results. The first problem that needs to be dealt with is this: how can the people within an organisation, and, in particular, within a work team, be “persuaded” to follow the leader and play an active role in achieving the organisation’s goals? The answer is both simple and complex at the same time: people need to share those goals. Merely being aware that they exist and knowing what they are is not enough; they have to consciously pursue them and help each other attain them. This is the only way to achieve the collaboration on which teamwork is based.
People are of crucial importance in any organisation. It may be true that they are extremely difficult to manage but, equally, they have great innate potential for improvement and that demands special attention.
Training for staff has to be managed from both the theoretical and practical perspective and they should always be given clear, decisive motives for doing their job. That means taking steps to devolve maximum responsibility for operational performance, constantly working towards integration in the running of the organisation and in the social context. Staff need to be steered towards regarding the job - or their work in general - in a team or community sense and each employee should be urged to cultivate a role in training other members of the organisation’s pool of people.
There are several factors that contribute to an organisation’s success. While it is important that an organisation has an authoritative figure as leader, it is always as well to remember that he or she performs that role within a team structure. Coordination is not enough though; it is clearly essential that the team accept the leader’s instructions and the team actions that ensue.
The role of effective organisers is to carry their colleagues with them, address and resolve problems, alleviate and overcome obstacles and create the motivation to achieve objectives. Obviously, if the team does not take an active part in these measures and respond appropriately, nothing the leader does will produce the hoped for results. So firstly, one question has to be asked: how do you convince people who are part of an organisation - and especially a team of staff - to support the leader by taking an active part in achieving the organisation’s goal? The answer is at once simple and complex; people need to share the organisation’s aims. It is not enough for them just to know that such aims exist and be familiar with them; they must be actively alert in pursuing them and pull together to achieve them. That is the only way to build the cooperation that creates teamwork.
Human resources are of the greatest importance in every company. It is true that they are difficult to manage; nevertheless, considerable possibilities for improvement exist within them, and this requires special attention.
Staff training must be approached from both practical and theoretical perspectives, and a clear and strong motivation must always be provided for carrying out the job. This means that maximum importance must be given to fulfilling tasks, always working towards integration, in both the way the company works and within the social context. Staff must also be helped to view their job or work, in general, as a collective or social ideal, and each employee must be encouraged to develop educational activities for other members of the company’s human resources.
A number of factors contribute to a company’s success. While it is important that there should be an authoritative leader, it is nevertheless worth remembering that a boss carries out his role inside a structured group. Co-ordination alone is not enough: acceptance of the leader’s direction by the group and the subsequent action of the group itself seems to be essential.
An effective organiser has to carry his co-workers along with him, to face up to and deal with any problems, and to help others to overcome obstacles and create the motivation to reach objectives. Clearly, if the group does not actively participate in these actions, by a suitable response, all the leader’s best efforts will not achieve the expected results. So, first of all, the question has to be asked: how is it possible to “convince” the people who are part of an organisation, and, in particular, a team, to follow their leader by actively participating in achieving the aims of the organisation? The answer is at once both simple and complex: people have to share an organisation’s aims. It is not enough for them to be aware of the existence of these aims and to know them, but they need to be actively aware in achieving them and work together to achieve them. Only in this way can the collaboration of working as a group come about.
From “Human Resources: Motivating for Corporate Success” by Ranieri de Maria
Human resources are of the greatest importance to all companies. Although it is true that this area is one of the most difficult to manage, it inherently contains remarkable potential for improvement and thus requires particular attention.
Staff training should be organized carefully from both the theoretical and practical aspects and should always provide clear, strong motivation. This involves giving maximum responsibilities to personnel for the performance of tasks, and continually working to integrate it with company operations and the corporate context. Personnel should be trained to view a job or activities as a collective or company enterprise and each employee encouraged to mentor colleagues who are part of a company’s human capital.
Several factors contribute to the success of an organization. Although it is important for a company to have an authoritative leader, we would do well to bear in mind that a boss’ role is performed within the framework of a structured team. Therefore simply coordinating will not suffice: it is imperative that a team understand its leader’s instructions and act accordingly.
The role of an efficient organizer is to inspire employees, deal with and solve their problems, support them in overcoming obtacles and motivate them to achieve objectives. It is obvious that if a team does not actively participate in such endeavors or respond adequately, nothing a leader does will achieve the hoped-for results. We therefore have to ask ourselves: how can we “convince” people in an organization and especially, in a staff team, to follow their leader and actively contribute to achieving an organization’s objectives? The answer is both simple and complex: they must share those objectives. They should not only be aware of their existence and be familiar with them; they should know how to actively pursue them and should support each other in doing so. This is the only way to foster the cooperation required for team work.
Human resources are of the utmost importance in every organization. While their management may indeed involve greater difficulty, these resources also have innately high potential for improvement, thus requiring special attention.
Employee training must be undertaken from both a theoretical and a practical standpoint, and employees must always be provided with clear and solid motivation to perform their work. This involves proceeding with maximum accountability in the performance of tasks, continuously working towards integrating the structure’s operation and its social aspects. Staff members should be steered towards thinking of their work and activities in general as a collective or social function; each employee should be encouraged to develop training activities for the other individuals within the organization’s human capital.
A number of factors contribute to the success of an organization. While it is important that an organization has an authoritative leader, it is always good to remember that a boss performs his role within a structured group. Therefore coordination is not enough: the group’s acceptance of the leader’s instructions, and its consequent response, are essential.
The task of an effective organizer is to motivate staff, to face and solve problems, to help overcome obstacles and to create incentives for meeting objectives. It is clear that if the group does not participate actively in these activities by responding satisfactorily, nothing that the leader does will achieve the desired results. It is therefore necessary to begin with a question: how can one “convince” the individuals who are part of an organization and, specifically, a group of staff members, to follow their leader by participating actively in the achievement of the organization’s objective? The answer is both simple and complex: the individuals must support the purposes of the organization. It is not enough that they simply be aware of the existence of these purposes and that they recognize them; they must have an active awareness in their pursuit of them and support each other in reaching them. Only in this way can they form that cooperation that creates effective teamwork.
