The article discusses "indispensable employees" who deliberately or unconsciously cause problems in order to seem important and needed. For example, one manager withheld insurance checks and claimed there was a computer issue, when really she just wanted recognition. Another spread rumors of layoffs and then took credit for preventing them when the rumors were false. Often employees get bored or enjoy feelings of power, so they unconsciously start fires by withholding information or assigning tasks to unqualified people. The article says managers must stress teamwork over individuals and have good communication to avoid having "indispensable employees" who cause unnecessary problems.
The article discusses "indispensable employees" who deliberately or unconsciously cause problems in order to seem important and needed. For example, one manager withheld insurance checks and claimed there was a computer issue, when really she just wanted recognition. Another spread rumors of layoffs and then took credit for preventing them when the rumors were false. Often employees get bored or enjoy feelings of power, so they unconsciously start fires by withholding information or assigning tasks to unqualified people. The article says managers must stress teamwork over individuals and have good communication to avoid having "indispensable employees" who cause unnecessary problems.
The article discusses "indispensable employees" who deliberately or unconsciously cause problems in order to seem important and needed. For example, one manager withheld insurance checks and claimed there was a computer issue, when really she just wanted recognition. Another spread rumors of layoffs and then took credit for preventing them when the rumors were false. Often employees get bored or enjoy feelings of power, so they unconsciously start fires by withholding information or assigning tasks to unqualified people. The article says managers must stress teamwork over individuals and have good communication to avoid having "indispensable employees" who cause unnecessary problems.
The article discusses "indispensable employees" who deliberately or unconsciously cause problems in order to seem important and needed. For example, one manager withheld insurance checks and claimed there was a computer issue, when really she just wanted recognition. Another spread rumors of layoffs and then took credit for preventing them when the rumors were false. Often employees get bored or enjoy feelings of power, so they unconsciously start fires by withholding information or assigning tasks to unqualified people. The article says managers must stress teamwork over individuals and have good communication to avoid having "indispensable employees" who cause unnecessary problems.
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Indispensable Employees?
the Article
Most employees at one time or another have experienced the department head unable to relinquish control. He swoops in and offers assistance and advice, regardless of actual need, on a regular basis. To executives farther up the food chain, it seems as though this individual is all important. It appears as though the people beneath him would seriously struggle in his absence. Of course no one would consider this an example of effective management, yet it proves difficult to detect. Even more insidious, however, is when a department head causes problems in order to rescue the situation. It happens far more than frequently than ever imagined.
At a clinic in Pittsburg, for example, insurance checks didn't go out as scheduled. The manager pointed to a problem with the computer system, which she then fixed. However, a search of her desk revealed the checks. There had never been a computer glitch, and she had simply hoped to get recognition from her superiors. In another case in Louisiana, a manager spread rumors that employees should expect layoffs. A few weeks later, he then told his staff that the situation had been resolved. Thanks to him, he had saved all their jobs from the axe. Unfortunately, the story turned out to be completely fictitious, and not a single layoff had ever been planned.
In both of the examples above, the managers acted deliberately. In many more cases, people's actions aren't so purposeful. Some employees get bored, others just need to fix problems, and more than a few enjoy the feeling of power. As a result, these people unconsciously start fires. They may withhold information, fail to send out emails or schedule meetings, or even pass on tasks to people ill-suited for the job.
This problem's prevalence requires managers to stress teamwork rather than individual performance. Managers need to have good communication and be aware of employees' needs. The alternative may be an "indispensable" employee.
DO THE FOLLOWING TASKS BELOW:
STEP ONE Brainstorm:
Brainstorm with a partner(s) words and ideas associated with "indispensable" for some minutes. Spend another minutes or less discussing the words and ideas together. STEP TWO Discuss: Do you agree or disagree? Why?
a. My boss is good at what he/she does.
b. In the past, I have worked under a terrible boss.
c. I have worked with someone who has caused problems.
d. I have worked with someone who has deliberately caused problems.
e. In the past month, I have caused at least one problem at work.
STEP THREE Discuss:
Talk about the following questions in pairs. Remember to support your answers!
a. What was your general impression after reading this article?
b. What would you do as a manager (or what have you done) if you oversaw someone as in the article?
c. How common a problem do you think this is in your home country? Please explain.
d. What kind of problems are there in your home country with regards to work? Please explain.
e. What other problems have you experienced in the professional world? Please explain.
f. What problems have you caused in your professional life? Which was the most serious?
STEP FOUR Discuss:
Imagine that your boss often causes problems. To people outside the department, he looks like a hero. To people in the department, he causes more work and stress for everyone. List three actions you could take that would solve the problem, and the pluses and minuses of each. Present your answers to your teacher, and decide on the best.
