Good morale creates positive environment for learningGood morale is important in all working environments is important in manufacturing, service industries and businesses, but it is very important in education as well.
By: By Patrick C. Dorin, Ph.D., Superior Telegram
Good morale is important in all working environments is important in manufacturing, service industries and businesses, but it is very important in education as well.
When educators have a high level of morale, instruction moves smoothly. In addition, high morale creates a positive atmosphere in the classroom, and students have a more positive relationship with the instructors at all levels of education from pre-school through high school and in college.
Good morale is not be created by administrators declaring there will be “no low morale here.” This is a top-down attitude that does little to generate an environment for a positive working relationship.
Low morale often happens when bosses declare and out right demand happiness and positive attitudes.
Low morale also happens when there is literally no working relationship with the administrator. When an individual cannot go to a supervisor to discuss various problems, or a situation could create a danger for staff, students or customers depending upon the type of organization it creates morale problems. This, in turn, reduces the potential for discussion and positive working relationships.
When there is a problem and an employee recognizes it, and then goes to an administrator to call his or her attention to it, and the manager simply responds “That is not my problem.” that sends a signal to the staff that there is no working relationship.
There have been situations in industry, education and medical fields where staff are told by administrators that they are to do what they are told to do regardless of the situation or consequences or dangers.
How can a positive morale environment be created?
For one thing the supervisors or mangers need to be open for the staff and willing to listen to them.
It is staff working at the ground level where the wheel meets the road. They can understand what is going on and where the problems are cropping up that have potential of destroying the company.
All administrators need to have an open mind. Yes, sometimes one will get misinformation or even lies from a staff members; but it is still very important for the manager to listen and look into the situation. It may even require an investigation if the problem area has several levels of problems.
It needs to be noted that just because a staff member brings a problem to an administrator, doesn’t mean that the staff member is not doing his or her job. Staff members also need to have some flexibility to describe problems with an administrator who is their supervisor’s boss. There have been many cases when a staff member has brought a problem to his or her immediate supervisor, they are simply told they are not doing their job. This creates a very negative atmosphere, which seriously impacts morale, and the staff member’s ability to do an effective job, whether it is teaching, or a manufacturing or service type of company.
In most cases, it is an direct administrator or immediate supervisor that plays the most important role in the development of high and positive morale. Staff members need to know they can talk to the boss without having negative reactions and get punished in some way for bringing a problem to the boss.
In order to solve this problem, administrators need to create a positive atmosphere by talking with the staff members, and when problems are brought to their attention, they communicate with the person to look at alternatives for solving the situation.
This leads to a high morale, which has a very positive effect on everyone in the organization. Plus parents, and customers have a very good feeling about the organization for long-term growth and development.
Patrick C. Dorin is a member of the Superior school board and retired as principal. He has also worked in the railroad industry and has published numerous books.