Management as a Liberal Art Research Institute

Supporting Employees in an Angry America

Carol Mendenall, Ph.D.

PUBLISHED:

February 21, 2024

Though a topic of discussion currently, research and news outlets have been showing increased aggression in the workplace for decades as evidenced by physical and non-physical aggression examples by Glomb, et al. (2002). Brooks brought this topic back up last fall with the question, “Why are Americans so mean?” As more professionals leave the service industry due to difficult clients or patients (Brooks, 2023), more needs to be done to promote healthy employees in what should be a thriving workplace. All have personal stories of difficult co-workers, challenging students or clients, and negative or hostile behaviors of stakeholders. Several articles and research pieces have been written on burnout as many leave service professions, a career of choice, for a job elsewhere.


Brooks (2023) points out that the American society is in a crisis that is both ‘emotional’ and ‘relational.’ Though some researchers agree, such as Glomb, et al. (2002), there is a lack of research in this area. I propose that studies on this topic are limited due to what can be asked about employees and clientele due to privacy issues. Glomb, et al. (2002), suggest that it has just been ignored as more extreme behaviors have been studied first and current models do not include affect and emotion. Regardless, results on such topics lack data on ‘affective/emotional variables’. 


Research and discussion should be on what works to sustain quality workers and promote a positive business culture. A system of check and balance as Drucker and Zimbardo suggest supports a business system of healthy positive interactions. Zimbardo, author of The Lucifer Effect (2007), posits that good people will make wrong choices without a system of accountability. Drucker (2010) states that accountability is needed and must be tied to the needs of the organization. Organizational focus on a system of accountability that maintains the purpose of the entity is paramount.


In Drucker’s time, the experience was totalitarian government and aggression of a hostile ideology. My time, 2024, is a time of the absence of a sense of social community for the sake of individualism. Now is a time void of accountability in home, work, school, or society. Drucker experienced Hitler’s ability to convince ordinary people shunned by society that they should live with a sense of entitlement. This small group of people became an entitled race with only a sense of what was important to their small community and not society as a whole. Now we observe not just the notion of small in-group versus out-group thinking, but individualized entitlement. Now each student, client, each citizen lives with a sense of individualized entitlement. Campbell, et al. (2004) posit that ‘perceptual entitlement’ has a negative influence on interpersonal skills which “severely impacts social skills.” How do we reverse this? How do we keep Americans from believing that they are deserving of more than others? To answer this, more research is needed. In the meantime, organizations can do the following to reduce and diffuse negative encounters for their employees now.


Steps toward positive workplace culture


Whether a for-profit or non-profit, the organization must create a system of accountability, of check and balance, that is directly aligned to organizational purpose and supports positive growth behaviors in employees. Though management has control over this process, aggressive behavior in clientele cannot be neutralized. So how does one retain talented staff when repeated outside influences can be so negative and beyond control?


Create a buffer between aggressive and hostile clients and staff. When possible, have frontline employees that are well-equipped to handle angry clientele. Trained management should be prepared to step in before an escalation to be a buffer in these situations.


Create a safe space for frustrated employees to voice their feelings and concerns when negative encounters occur. Often speaking aloud to a non-judgmental coworker or management is enough to reduce the stress caused by the negative situation and shows the employee that the organization is supportive.


Create a menu of coping strategies for all employees including management so individuals are equipped to deal with a stressful situation, not take it personally, and avoid personal entanglement. These choices should be in line with the accountability process that is directly related to the organization’s goals and purpose.


Create an environment that promotes well-being and positive interactions. Individualized for each organization, management can promote positive behaviors through suggestion or influence. Visuals, trained employees, and strategic management that redirect behaviors may influence clientele response. Does the person feel listened to? Understood? Supported? Is clientele asked to restate comments or asked to communicate productively?


Being forward in clientele behavior expectations can cause initial stress and negative reactions, but it does support employee and clientele emotional health. Businesses and organizations are often at the forefront of what is needed for society. In an America that Brooks and Glomb et al. refer to as in ‘crisis’ and prone to ‘non-physical aggression,’ organizations need to focus on employee well-being and positive work culture through a system of accountability and intentionally created aggression-response systems.


This is a start to what needs to be continued research and implementation on this subject.



References


Brooks, D. (Sept 2023). How Americans Got So Mean. The Atlantic


Campbell, W. K., Bonacci, A., Shelton, J., Exline, J., Bushman, B. (2004). Psychological Entitlement: Interpersonal Consequences and Validation of a Self-Report Measure. JOURNAL OF PERSONALITY ASSESSMENT, 83(1), 29–45


Drucker, P. (2010). Managing the Non-Profit Organization. Harper-Collins, e-books.


Glomb, T. M., Steel, P. D., & Arvey, R. D. (2002). Office sneers, snipes, and stab wounds: Antecedents, consequences, and implications of workplace violence and aggression. In R. Lord, R. Klimoski, & R. Kanfer (Eds.), Frontiers of industrial and organizational psychology: Emotions and work: 227–259. San Francisco: Jossey-Bass.


Zimbardo, P. (2007). The Lucifer Effect. Random House, NY.

The Future of Knowledge Work: What Drucker can teach us

By Karen Linkletter Ph.D. • November 19, 2024
Interview with Karen Linkletter at the 16th Global Peter Drucker Forum 2024  Video Interview

The Specifics of Management of the Knowledge Worker

By Ryan Lee • November 7, 2024
Nowhere is management theory demanded more than in managing the knowledge worker, and yet nowhere is management theory more inadequate in addressing a field’s issues than in knowledge work. This is the point Peter Drucker posited in his work Management Challenges for the 21st Century (1991), and to resolve it he came up with six factors that determine the productivity of the management worker. Among these, his final point that management workers “must be treated as an ‘asset’ rather than a ‘cost’” by any given organization is an important concept1. While it only gradually emerged within management theory over the century, it is crucial for any employer and any government to understand and apply if they are to retain a competitive advantage going into the future. Historically, management theory has been about improving the output of the worker through banal efficiency: how to increase the production of steel per head, how to increase the production of cars per hour, how to minimize deficient products, etc. In all these considerations, the worker is a disposable resource. When he is hired, he is set to a particular task that is typically repetitive and thus easily taught, and when he is not needed because of shortcomings in his work, company difficulties, or automation, he is laid off. Referred to as “dumb oxen”, workers were seen in management theory as machines to have productivity squeezed out of. The shift from a majority manufacturing to service-based economy during the first half of the twentieth century changed this dynamic to some extent. The American postwar economic boom introduced the office worker as a common source of employment. This trend continued throughout the conglomerate era of the 1960s and was helped by the decline of the American manufacturing industry in the 1970s. Now in a stage dominated by service and knowledge work, the American economy must approach management differently. The aforementioned cost-asset shift is a demonstration of why this is so, as Drucker’s emphasis on the knowledge worker’s autonomy means that they wield control, not only within their job but over who they should work for as well. This in addition to the high-capital nature of knowledge workers means that the old management theory approach to labor as disposable will backfire catastrophically for any company that tries it with their knowledge workers. It is also important to remember the demographic trends of the United States, and more so the world, in considering why the cost-asset shift is vital. For all of human history until some fifty years ago, population was considered to be in tandem with economic power, given larger populations yielded larger labor forces and consumer markets. Economic growth was thus also correlated with population growth, demonstrated by the historic development of Europe and the United States and the more recent examples of the developing world. Consequently, the worldwide decline in fertility rates, and the decline in population numbers in some developed countries, signals economic decline for the future. In the labor market, smaller populations mean fewer jobs that produce for and service fewer people. Although the knowledge worker has grown in proportion to the total labor market, these demographic declines will affect knowledge workers as well, meaning employers will have a vested interest in retaining their high-capital labor. To enforce this, the cost-asset shift will have to come into play. The wants and needs of the knowledge worker pose a unique challenge in the field of management. Autonomy, for the first time, can be regarded as a significant factor affecting all other aspects of this labor base. What good does a large salary provide a knowledge worker if they don’t feel that they are welcome at an institution? How would they perceive that their work is not being directed towards productive pursuits at their corporation, especially given the brain work and dedication given to it? Of course, the fruits of one’s labor has been a contentious issue in management ever since compensation and workers’ rights became a universal constant with the Industrial Revolution, but this is augmented by the knowledge worker’s particular method of generating value. Given that Drucker poses their largest asset and source of value as their own mind, they will intrinsically have a special attachment to their work almost as their brainchild. Incentivizing the knowledge worker is also only one part of this picture. Per Drucker, the knowledge worker’s labor does not follow the linear relationship between quantity invested and returned. The elaborate nature of knowledge work makes it heavily dependent upon synergy: the right combination of talent can grow an organization by leaps and bounds, while virtually incompatible teams or partnerships can render all potential talent useless. And the human capital cost of the knowledge worker, both in their parents and the state educating them and in cost to their employers, is astronomical compared to all previous kinds of labor. In conclusion, the needs and wants of the knowledge worker must be met adequately, especially in the field of management. Management must almost undergo a revolution to adapt to this novel challenge, for the knowledge worker is the future of economic productivity in the developed world. Those employers that successfully accommodate the demands of this class of talent will eventually reign over those that do not accept that this is the direction economic productivity is headed.  References Drucker, P. F. (1991) Management Challenges for the 21st Century. Harper Business.

The Wisdom and Continuing Relevance of Peter Drucker

By Michael Cortrite Ph.D. • November 7, 2024
What is wisdom? The dictionary says it is knowledge of what is true and right coupled with just judgment as to action. Jennifer Rowley reports that it is the “ability to act critically or practically in a given situation. It is based on ethical judgment related to an individual's belief system.” (Rowley 2006 p. 255). So, wisdom seems to be about deciding on or doing an action based on moral or ethical belief in helping other people. This clearly describes Peter Drucker and his often prescient ideas For the 100 th anniversary of Peter Drucker’s birth, Harvard Business Review dedicated its November 2009 magazine to Drucker. In one of the articles about Drucker by Rosabeth Moss Kanter (2009 p. 1), What Would Peter Say? Kanter posits that, Heeding Peter Drucker's wisdom might have helped us avoid—and will help us solve numerous challenges, from restoring trust in business to tackling climate change. He issued early warnings about excessive executive pay, the auto industry’s failure to adapt and innovate, competitive threats from emerging markets, and the perils of neglecting nonprofit organizations and other agents of societal reform. Meynhardt (2010) calls Drucker a towering figure in Twentieth Century management. He says no other writer has had such an impact. He is well-known to practitioners and scholars for his practical wisdom and common sense approach to management as a liberal art. Drucker believed that there is no how-to solution for management practice and education. Doing more of “this” and less of “that” and vice versa is not how Drucker suggests managers do their work. Rather, Drucker relies more on morality and the virtue of practical wisdom to solve problems related to organizations. The virtue that Drucker talks about cannot be taught. It must be experienced and self-developed over time. A good example of this is Drucker’s Management by Objectives (MBO). Drucker does not give technical advice on how to initiate MBO. Rather he wisdomizes his moral convictions that integrating personal needs for autonomy with the quest of submitting one’s efforts to a higher principle (helping people) ensures performance by converting objective needs into personal goals. (Meynhardt, 2010). Peter Drucker published thirty-eight articles in the Harvard Business Review (HBR) and seven times won the McKinsey Award presented annually to the author of the best article published during the previous year in HBR. No other person has won as many McKinsey awards as Drucker The former editor-in-chief of Harvard Business Review, Thomas A. Stewart, quotes Peter Drucker; “The few of us who talked of management forty years ago were considered more or less deranged.” Stewart says that this was essentially correct. Harvard Business Review's very mission is to improve management practice. Stewart says this mission is inconceivable without Drucker’s work. Drucker’s work in management planted ideas that are as fruitful today as they ever were. Stewart posits that each year, managers discover extraordinary and immediate relevance in articles and books that were written before they were born or even before their parents were born. Stewart (2016) tries to answer the questions: Why does Drucker’s work endure? and Why is Drucker still relevant? First, was Drucker’s talent for asking the right questions. He had an instinct for being able to not let the urgent drive out the important, for seeing the trees, not just the forest. This allowed him to calmly ask pertinent questions that encouraged clients to find the proper course to take. Secondly, Drucker was able to see whole organizations. Instead of focusing on small particular problems. Ducker had the ability to find the overarching problem as well. Stewart uses Drucker’s 1994 HBR article, The Theory of the Business to make this point. Many people were trying to analyze the problems of IBM and General Motors by looking for root causes and trying to fix the blame. Drucker, on the other hand, argued correctly that the theories and assumptions on which they had managed successfully for many years were outdated. This article is as relevant today as it was in 1994 because Drucker took the “big picture view.” And no one else has ever been so skillful at describing it. Thirdly, starting in 1934, Drucker spent two years at General Motors with the legendary Alfred P. Sloan, immersed in the workings of the automaker and learning the business from within. This allowed him to talk with authority, but he has always stayed “street smart and wise.” This mentoring helped give Drucker the gift of being able to reason inductively and deductively. He could infer a new principle or a theory from a set of data or being confronted with a particular problem; he could find the right principle to apply to solve it. Drucker’s first article published in HBR, Management Must Manage, challenged managers to learn their profession not in terms of prerogatives but in terms of their responsibilities, to assume the burden of leadership rather than the mantle of privilege. Many in the management/leadership field probably found Drucker to be “deranged,” but in 2024, this is important advice for leader (Stewart 2006). Just a few more of Drucker’s ideas that seemed well outside the mainstream when he proposed them but are standard practice today include: Managing Oneself, Privatization, Decentralization, Knowledge Workers, Management by Objectives, Charismatic Leadership Being Overrated, CEO Outsize Pay Packages, and Enthusiasm of the Work of the Salvation Army (Rees, 2014). Clearly, Drucker remains relevant! References: Kanter, R. 2009. What would Peter say? Harvard Business Review. November, 2009. Meynhardt, T. 2010. The practical wisdom of Peter Drucker: Roots in the Christian tradition. Journal of Management Development Vol. 29. No. 7/8. Rees, M. 2014 The wisdom of Peter Drucker. Wall Street Journal. Dec. 12, 2014. Rowley, J. 2006. Where is the knowledge that we have lost in knowledge? Journal of Documentation. Vol. 62, Iss. 2. 251-270. Stewart, T. 2006. Classic Drucker. Editor Thomas A. Stewart. Harvard Business School Publishing Corporation.
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