Household There is the school of thought which claims that workers themselves should set their work 'norms' that when management sets output standards they are inevitably low because they are based on an average, and that the workers who exceed them become disaffected either because they tend to despise management's complacency in the matter or because they don't want to let the side down. Another school argues that imposing an example from above, which is another way of describing an aspect of leadership, implies setting high standards whether of work or behaviour. The question is whether managers, clear about their objectives, are prepared by their own example to make the standards worthwhile ones. The implication here is fortunately clear for managers even though it is obscurer for workers. To get a high standard of performance from workers, managers have got to perform highly themselves. They must, as a previous chapter explained, plan ahead, give out instructions loud and clear, inform, and, above all, avoid delays and holdups they must, in sum, manage. By so doing, by behaving completely responsibly themselves, managers will, it is hoped, transmit a sense of responsibility to those they are managing. Techniques for increasing productivity with financial rewards as a basis and playing fields, canteens, and 'music while you work' as ancillaries are, then, not enough. Motivations that are within workers themselves are likely to yield the most effective results. A worker must feel responsible for what he is doing, for in accepting that responsibility he accepts a challenge. The French say, with typical wisdom, that 'I'appetit vient en mangeant'. So it is with responsibility. The more one has the more, generally, one wants. This raises the larger matter of promotion. Management is often guilty of a blinkered attitude to encouraging promotion from the lower levels. It may be that this question should be looked at downwards and upwards, so to speak; downwards in the sense that promotional opportunities are a clear responsibility for the creative talents of managers; upwards in the sense that the 'responsibilityacceptor' will find a new motivation for doing better when he has tasted a little of the satisfaction that accepting responsibility can bring. There is another aspect of getting the best from people which successful managements today are wisely proclaiming as a recipe for success in this field. That is the question of change. It has been said a good many times in this book that a manager must always be driving towards the expansion of his business or the improvement of the operation he is managing. Innovation and change not just for their own sake but logically applied to development are essential ingredients of business progress. But such growth means that there will be ever more changes new ideas, new machines, new methods, and, sometimes, new faces. homemoney to purchasehow