In any organization the leader in each section has a lot of responsibility in ensuring the organization is under a conducive environment. This entails both the social and professional environment. In this task the professional environment is usually provided for under the job specification of all employees. In the professional environment the leader of any organization requires only to foresee the operations being done by employees under the specifications of their working contract. According to human resource analysts creating an appropriate professional environment is not a difficult task in an organization because all has been provided for in creating this environment. Creating a good social environment is what is difficult for a leader in an organization to do. A social corporate environment is an environment where employees feel comfortable and at peace in their place of work. This includes proper infrastructure in the organization, good employee relationships, a great downward communication system, respect from other members of the staff and a working time limited only under the provisions of the working contact. In an argument by analysts, the social working environment is the most critical environment in any given organization. The author further argues that a comfortable social environment works as a reward system in which employees feel appreciated for their work. As a manager and leader in an organization one has to ensure the social environment is maintained to the satisfaction of employees (Chapter 13 p.435).
I was attached to my institution about two years ago. I had a placement in human resource in which I assisted the manager in coming up with policies and adjustment in the human resource system. However, we used to work under specific instructions from the manager of the organization. This provided us with little room to come up with and implement recommendations from the staff members. The organization had a problem with its social environment. Although employees have satisfactory pay, it was difficult for them to continue working in the institution since they could handle the environment. This made it very difficult and troublesome to retain employees in the organization. Some of the challenges the employee had were, there was no job specification for majorities of employees, the infrastructure in the organization like washrooms were not well maintained, there was a poor relationship between employees and there was a great gap between the management and the staff. Employees were never involved in any decision making process, theirs was to follow the rules that have been put in place. They could show up to work and find a new set of rules already put in to policies. In a span of one year the company had lost at least five employees in each department. Out of the five exits, at least three admitted to have hatred towards the organization. This statistics showed how much employees felt unappreciated in the organization (Chapter 7 p. 217). At my time in the organization nothing had changed. As a human resource officer in the organization I could be asked to perform other tasks which were not under my line of duty. This was the situation with all employees. In one case, an employee lost a fractured arm while using the washrooms. It was this incident that changed the way in which the leadership in the organization handled the staff in the organization.
The first policy to implement was the enhancement of communication between all the staff of the organization (Chapter 9). This also included the management team which was criticized from sidelining themselves from the activities of the organization. The human resource team came up with team building strategies and activities that made the social circle sin the organization even brighter. In this way, employees had the chance to share both their professional and personal experiences with their colleagues (Chapter 7, p 216). On one occasion the management realized how experienced one employee had in mediation of contracts. Apparently, this was the best policy and initiative the organization has even had since its initiation. The respond to this was significant as the input the employees provide for the organization was outstanding. Retention of employees became not a worrying factor as many employees recorded a monthly satisfaction form which was aimed at locating the shortcoming all around the organization. The relationship between the management and the employees also became healthy as the manger of the organization became part of the team.
Another significant change in the organization was the creation of a committee that was to oversee the creation of more conducive infrastructures. While this was going on, the staffs were relocated to other offices in different premises. The infrastructure works were conducted independently by an outsourced firm. This created a professional boundary and working environment (Chapter 10). The construction took about 3 months after which the renovated offices and facilities were fit for office operation. Each department was provided with their own offices as managers and departmental heads were provided with separate offices. This arrangement was efficient in the differentiation of tasks and responsibilities.
Additionally to these inclusions, division of labor and specialization was also promoted in the organization. Each employee was not allowed to take part in tasks not under their job description. This made employees feel more appreciated and grow in what they are experienced in (Chapter 12).