Good Management Key to Quality of Workers
“Productivity’s Secret: Keep On Upgrading, Updating the Staff” (March 26) by Russell O. Wright advised that in order to have high quality and high productivity, it is necessary to “get and keep only the best people.” The article promotes continually replacing the “bottom 10%” of the work force.
This strikes me as the last desperate excuse of a poor manager: “I would’ve succeeded if it hadn’t been for the poor performers who held us back!” or “How can I soar with the eagles when I’m stuck here with these turkeys?”
In my experience, it is the capability of management to train, motivate and utilize even the bottom 10% effectively that determines success.
Blaming the bottom 10% (whoever they are adjudged to be) for lack of success should be relegated to the comedy circuit.
One joke is that “only 6% of the population is unemployed. 16% of the population is chronically stupid. We shouldn’t worry about the 6% unemployment rate. We should worry about the 10% overlap!”
The other is Garrison Keillor’s presentation that all the children in Lake Wobegon are “above average.” No matter how much “above average” Mr. Wright’s ideal work force is, there will always be a bottom 10%.
A friend’s father received an award after the end of World War II for his effective services as head of a division of a large manufacturing concern through the war years. The recognition was for his ability to cultivate quality and productivity during the war with the disabled, inexperienced and less than desirable work force available at that time.
The son learned then that business success is getting the best out of the work force available, not assembling a dream team of the best qualified and (most) experienced.
If assembly of the best team were the key to success, a small business would never be able to challenge large corporations, with their substantially greater ability to attract the best and brightest.
My work with small owner-operated businesses persuades me that planning, training, motivation and leadership are the keys to quality and productivity.
No work force can produce excellent results without the support of management policies. High quality and high productivity depend upon management decisions promoting adequate training, investment in quality equipment and materials, and automation. Without these commitments by management, the entire work force is below average.
Even if Wright’s premise is correct, that it is the work force rather than management which effects high quality and productivity, implementation of his hire and fire proposal would carry a high price.
The more effective way to promote productivity and quality is first, by making and implementing good management decisions, and second, by developing leadership among the managers. Effective leaders can get the best out of employees, whether or not they are all above average.
MARY M. HANSON
Torrance
