Concern for People and Concern for Productivity
A concern for productivity in an organization covers a range of behaviors such as completing productive tasks, coming up with creative ideas, making quality policy decisions and establishing thorough and high quality staff services (Cummings & Worley, 2009). On the other hand a concern for people involves concern for the individual’s personal worth, good working conditions and a degree of involvement or commitment to completing the job. Cummings & Worley (2009) further says that concern for people revolves around security, a fair salary structure, and fringe benefits and good social and other relations.
Leaders, who have concern for people, usually have high interest in the personal and professional development of people in workforce (Pollard, 2008). In organizations where there is high concern for people and low concern for production, managers concentrate efforts on the establishment of a pleasant workplace with friendly and comfortable human relations, forgetting important aspects of job motivation (Miller, 2009). Miller (2009) says that in organizations, where is high concern for production, the management endeavors to arrange all components of the workplace including people in order to maximize efficiency and attain goals.
According to Cronkhite (2012), high concern for people and low concern for productivity shows that the organization does not have good managers, since they show little care for the principles of management. They are not good leaders because they do not inspire and persuade employees to carry out the mission of the organization (Cronkhite, 2012). The major drawback is that employees experience motivational problems because people see that organizational goals are not being met and the productivity that can promote people’s satisfaction is lacking. Organizations should therefore embrace high concern for productivity to ensure that organizational goals and objectives are achieved (Pollard, 2008).
Concern for productivity is important for organization’s success. This managerial style is the most effective in overcoming the communications barrier to corporate excellence where people, and especially the workforce, are focused towards achieving organizational goals (Cummings & Worley, 2009). Concern for productivity allows employees to think and to influence the organization thus promoting active support for organizational plans.
In conclusion, Cummings & Worley (2009) says that concern for productivity means better communication and therefore necessary information is shared by all relevant parties. In addition better communication means self-direction and self-control, rather than unquestioning, blind obedience (Cummings & Worley, 2009). Organizational commitment amongst the people arises out of discussion, deliberation and debate over major organizational issues.
