The game may be the same but the rules have changed!
The job of a manager continues to be one of achieving outcomes through other people. However, in the current work environment, managers are finding that while their scope of responsibility is expanding, the traditional power base used to excourage high performance is shrinking. There are limited rewards a manager can use to gain commitment from their staff. Even if some of those rewards are available, many of the new employees do not see them as motivators. Employees come to the workplace with a different set of expectations. There seems to be a mismatch between the traditional management approach to getting the best from the worker and what the worker wants from their manager. In as much as the workplace and the worker are changing so too must manager's approach to "getting the job done."
Muller-Smith
P
P
Saint Francis Hospital, Tulsa, OK, USA.
D006801:Humans; D016901:Intergenerational Relations; D007400:Interprofessional Relations; D007587:Job Description; D009740:Nursing Staff / Q000193:education / Q000523:psychology*; D009745:Nursing, Supervisory / Q000458:organization & administration*; D013192:Staff Development / Q000458:organization & administration