Frontline staff problems a sign of a dysfunctional
I am a senior officer nearing retirement. Having worked under many managers (directors, heads, and others in leadership capacities) who are older and younger than myself and in several departments, it should be emphasised that it is for the good of the staff, the ministries, the public they serve and the nation as a whole to note that those assigned to be managers must not only possess high education, but managing capabilities and the abilities to communicate well, both verbally and in writing.
It’s worrying to know that many managers I have worked for are not comfortable with communicating personally with their staff and/or feel they are above the staff, so they prefer sending authorising letters, e-mails and notes instead of meeting them and discussing matters at hand which lead to better understanding, respect and feeling of worthiness.
Even worse, they are managers who prefer to ask other staff regarding certain staff, instead of communicating directly with that staff, and based on second-hand information, made their analysis and decisions on the staff concerned, which leads to conflicts, unhappiness and in the end distrust of the heads. Those who have experienced favouritism in an organisation know the frustration and distress this brings. But most often we only read and hear complaints about the operators and front-line staff. Problems created by operators and front-liners are a result of a dysfunctional organistion as a whole, so in order to create efficient front-liners, the internal problems must be addressed together.
There are managers who also behave inappropriately like smoking at the workplace, making the peons their personal assistants who run errands for them like paying their utility bills, taking their cars for repairs, etc. These are total violations of their powers.
They also don’t want to know the problems of their staff such as those single mothers who have to balance between work and home and staff with certain health problems when in reality, what’s going on personally affect their work also. Understanding staff’s personal problems and taking them into account benefit the organisation though it may seem a hassle to the manager.
A dysfunctional organisation is far from effective and a nation that aims for efficiency in public services should have managers who are not only qualified academically, but effective in managing and in inter-personal relationship.
It’s also sad to note that some young managers are disrespectful of staff who are older than them just because they are the ones in charge and they feel powerful and therefore govern staff with an iron fist when it’s only human, and particularly Islamic, that a Muslim should respect others, especially the older people who should be valued for their age, experiences and their contributions to the civil service.
I had experienced younger managers who are egoistic, refuse to listen to others’ views and who shouted rudely at staff and scolded those who reported sick. To these managers, I have this to say, the day will come when you will be old, too, and when you will feel the disrespect, pain and shame you have inflicted on others as Allah SWT is Most Fair.
To those in the selection panel, please for the sake of Allah SWT and the country who depends on you to be responsible, wise and honest in your selections, don’t just select managers who have high qualifications and passed the necessary government examinations such as General Orders and Financial Regulations, and probably have personal connections and affiliations with you, yet don’t have managerial skills and good dispositions for you will be also be answerable for the ineffective managers you have selected in this life and the next. To the ineffective managers, the staff are watching and evaluating your every move and respect can’t be bought, but it has to be earned.
- Hopeful Officer