Summary of “How to Get Your Employees to Do What You Say” by Eisaguirre (2008) Essay Example
Summary of “How to Get Your Employees to Do What You Say” by Eisaguirre (2008)
In general, managers have three basic rights: the right to require that employees follow what the managers say, the right to change the duties of employees and the right to get excellent results from employees (Eisaguirre, 2008, p. 2). However, due to challenges in the modern workplace, many managers fail to exercise these rights.
Managers have the right to ask their employees to comply with their instructions. This is so as long as the instructions that the managers provide to the employees are not immoral, unethical or against the law. However, many managers fail to use this right in their day-to-day management activities at the place of work. This is because of several reasons. The first one is that many managers fear having conflicts with their employees. However, conflicts should not be seen as events that should be avoided but rather as experiences that can stimulate creativity (Eisaguirre, 2008, p. 3). Secondly, managers fail to enforce the right to have their employees comply with their instructions because they fear that by doing so, they may create opportunities for lawsuits. However, as long as managers follow the right policies when exercising this right, they do not need to fear that their employees will sue them. Thirdly, managers fail to exercise their right because they fear ruining their friendship with some of their employees. Although managers need to be friendly to their staff, they need to be cautious about it (Eisaguirre, 2008, p. 4). This is because having employees who are also friends makes it difficult for managers to remain objective and have serious conversations with the employees when they are required to do so.
Eisaguirre, L. (2008). “We need to talk” – tough conversations with your employee: From performance reviews to terminations tackle any topic with sensitivity and smarts. Avon: Adams Media.
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