UNIT 10 .. ..

MANAGING PEOPLE

II Read the article below. Say which theory is probably supported by the management
of Ruby's company, and which by the management of Geraldine's company.

FT

Share the power

by Stefan Stern

What does employee engagement 30 A two-month timetable is laid out

look like i n practice? John Smythe,
from the Engage for Change Consul­
t a n c y , offers t w o s i t u a t i o n s t o
s i llustrate i t .
Imagine t w o d i fferent employees,
c a l l e d Ruby and Gera l d i n e , who
work for d ifferent businesses. I n the
first s i t u a t i o n , Ruby is i n v i ted to
10 attend a morn i n g meeting t i t l ed
"Help our recovery".
"The i n v i tation states that all parts
of the company h a v e performed
badly, and that its parent company is
15 unable to provide more cash for
investment. It says that fast action
must be t a k e n to s t a b i I ise t h e
situation," M r Smythe explains. "But
i t also says there are no secret plans
20 for extreme action. It says: 'We want
to c o m m u n i cate openly. We also
want you and yolll· colleagues to take
ownership with management to solve
the crisis, recognising that unpleasant
2s options w i l l have to be on the table."'
Ruby i s both concerned and flat­
tered. She arrives at the meeting
fee l i ng l i ke a player rather than
a spectator.
in which she and her col leagues are
invited to use their knowledge to find
achievable cost s a v i n g s w i t h o u t
damaging key business areas.
35 In this process, Mr Smythe says.
there are t h ree good q u e s t i o n s
employees can be asked. What would
they do i f they:
• had a free hand in their day job?
40 • were a director of the company?
• had to propose important changes?
In this way. employees can fee l part
of the decisions that are necessary.
They don't become dcmotivated. ment p l a n s for restruc t u r i n g and
45 The alternative scenario. w h i c h ril efficiencies are revealed. The focus is
concerns Geraldine. is less appealing. all on red uction, with no hint of new
She i s also i n v ited to a meeting b u s i ness opport u n i t i e s . Geraldine
described as a '"cascade briefing". fee l s less I ike a spectator and more
R u mours have been s p re a d i n g , l i k e a v i c t i m . To varying degrees,
so d i rectors arc hard t o find, and there 65 her c o l l eagues leave the meeting
has been hardly any communication i n shock."
from the company. "When have you felt most engaged
"At the 'cascade · , her fears are and most valued and in a successful
confirmed when, i n a PowerPoint project or period at work?" he asks.
55 presentation, the full extent of the 70 "Absolutely none o f u s i s going
t e r r i b l e s t a t e of t h e b u s i n e s s t o report t h a t i t was more l i k e
i s revealed for t h e first t i me," Geraldine's experience."
M r Smythe says. "Detailed manage-

liJ Read the article again and say if these statements are true (T), false (F)
or the article doesn't say (DS).
1 Ruby and Geraldine were both invited to a meeting. T
2 Ruby felt part of the decision-making process. T

3 Ruby and Geraldine both left their meetings in shock. F

4 The companies that Ruby and Geraldine work for are both having problems. T
5 Geraldine enjoyed her meeting more than Ruby. F

6 Communication was better in Geraldine's company than Ruby's. T

7 After the meeting, Ruby was invited to a staff party. F

8 Geraldine's company focused on reduction. T
9 Geraldine is looking for another job. F

D I n pairs, tell each other about:

1 when you have felt most engaged and most valued at work, or in a sports team,
or in your daily life;
2 the best way to communicate bad news;
3 any other theories of managing people that you know.
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