Managing Employees and the Employer

A manager is often considered as a link between the employer and the employee. Balancing the employer and staff needs places managers in a testing exercise. This may be a 'rough' managerial 'terrain' especially if proper management structures are not created. The results are expressed through dissatisfaction of either or both parties. A manager should put systems of operations including the key system of communication into a vibrant and comprehensive mode in order to keep both parties at common ground of understanding.

An imbalance in the management role may result to pressure on one party prompting a reaction which may destabilize the overall operation and management system. Therefore, a manager can be defined as a 'pivot' in an organization providing a balance of employee and employer needs and expectations. The management team can be defined as the 'pivotal pillar' supporting the employee and employer factions.

Managers are 'subject of captivity' to ensure that they drive the companies to profitability. The path way to succeed in leading a company to great performance rests on the ability of the management to create a desired work environment, build a tower of achievable strategies and ideas as well as drive the company to profitability.

Employers often demand their companies to be set to profitability track while not proving the required work playground. It is the responsibility of the manager to assess interests of both parties. As the head of an organization, the manager should present yes or no answers to the employer expectations. When a manager 'sticks the head on the sand' and assumes that the employees will deliver under oppressive work conditions, this may backfire and result to complaints.

The manager should stage periodical discussions with the directors to brief them of the progress of company's development. When the projected goals and objects seem unattainable, this should be communicated to the employer and the underlying limitations and barriers cited. There may be internal and external factors that influence the ability of an organization to achieve its goals. Which ever case, the owners of the company should be in full picture of the disarray of events in the company. If these short comings are not presented proactively and timely, the employer has the chance to spring up on the manager when the goals are not met.

Therefore, a double-edged-sword approach need to be applied by the managers when devising, creating, and administering systems of operations and management so as to post an impressive mark in both the staff and the owners of an organization.