Management should be more about enabling employees to be successful than overseeing their every move. This is especially true in early childhood programs where the teachers may function autonomously in some respects but are beholden to the established procedures of the larger organization. When more direct supervision is warranted, managers must attempt to strike a balance that falls somewhere between complete autonomy and micromanagement.
Consider both the positive and negative aspects of autonomy in the workplace. What might a manager need to do to be sure employees are fulfilling their obligations while maintaining a comfortable level of autonomy?
Submit a 2- to 3-page response that includes the following:
- What are the risks and benefits of allowing team members to be autonomous? When is autonomy appropriate, and when is it appropriate to adhere to established protocols?
- What procedures would need to be put in place to ensure that assignments are still being completed?
- What happens when your employees are educated in a Type X environment? As a manager, how can you help them succeed in a Type I environment? Be specific.
Answer preview
Under theories of motivation, type X employees are people who are driven by external rewards such as promotion and financial gains (Pink, 2011). In such circumstances, employees may view autonomy as an added burden if t does not come with increased perks. Type I work environments require employees to have intrinsic motivation and derive satisfaction from completing their work (Pink, 2011). A manager can provide career advice and help the employee align with the environment’s needs by providing the appropriate resources. For example, the manager should allocate employee tasks that align with his or her interests. For instance, an employee interested in technology should be assigned functions that allow him or her to interact with such devices and materials that enrich his capacity to use such tech interventions at work.
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