GBUS 600 T 7-9:45
It can easily be said that there are hundreds of thousands of companies, big and small, in our quickly evolving world today. It can also undoubtedly be said that not ONE of those companies run at maximum efficiency, with the non-error rate of one hundred percent. This does not imply that the products and services that these companies are providing are not “perfect” but that the structure in itself cannot be unflawed. A “perfect” company simply does not exist. There are many contributing factors to this issue: managerial skills, employee inefficiencies, communication issues, dissatisfaction, demotivation, hygiene, technological advances, etc. The list goes on and on, but what we, as students and future leaders, need to do is study and understand managerial theories from great authors such as Fredrick W. Taylor, Frederick Herzberg and Henry Mintzberg, and apply them into our world today. For most companies, the mutual goal between employee and employer, according to Taylor (1911), should be “maximum prosperity” for both parties, which oddly enough, is not always the case. (Taylor, 1911, p.2) Why is this? Our country’s productivity levels are not running to full capacity and employees are deliberately working inefficiently. Companies are suffering from employees underworking to avoid a full day’s work, also known as soldiering (Taylor, 1911, p.4). The topic of soldiering was one that stuck with me when reading these articles about these managerial theories. During my senior year of high school, I began working at a big law firm, which had recently merged and was looking to hire a second file clerk. Although the firm was reluctant about hiring someone my age, as my first job, I was eager to do well and prove that I was worthy. I was the first one to clock in and would have all my tasks completed before the end of the workday. My level of productivity was at its maximum efficiency. Although I was praised by some of my coworkers for my diligence, I was being condemned by the other file clerk. As a naïve seventeen-year-old, I couldn’t understand why I was resented for doing exactly what was required of me in a proficient manner. I eventually had to confront the senior file clerk and during our conversation, she subtly explained to me the art of “soldiering.” I was dumbfounded and opposed to the idea. Soon after that, every morning I would dread going into work with fear that I would be chastised. My work environment became so hostile, that I ultimately had to quit. As I reminisce on my first job, there are recommendations that I feel inclined to present to my old firm, the main suggestion being: 1) To eliminate any employee who intentionally works slowly and imposes that work ethic and 2) To give recognition to those who are assiduous. Reprimanding soldiering employees will give incentive for others to work hard, increasing efficiency and making a favorable work environment, which will in turn bring more prosperity to the employer and the employee.
Fast-forward 5 years later, I am officially a college graduate, motivated to jump into a long-term career. I knew I wanted to be in the industry of Real Estate. That entire summer was dedicated to studying and analyzing all things related to real estate. I had finally earned my license and was ready to practice. After interviewing with many brokers, I decided to hang my license with a well-known brokerage company that had hundreds of agents working under it. My days consisted of making hundreds of cold calls a day, almost all of which were dead leads, all in a confined work space. After speaking to one the managing brokers, the least I could say is that I was extremely discouraged, with zero job satisfaction. I knew something had to give. I decided to change companies and work for a smaller, yet more hands-on firm. My Broker, whom I still look up to today as a great leader, helped me rediscover my