Management and Leadership: Nucor Aligns Company Goals with Employee Goals

The goals and objectives of an organization help in the achievement of success in its operations, as they are blueprints to the strategies employed in the business. These elements are essential considerations for the management in planning and articulating the roles of the organization. Goals and objectives are crucial considerations, especially in the planning-organizing-leading-controlling (P-O-L-C) framework (Thürer, et al., 2018). The success of a business relies on the effort and attention geared to the understanding and acceptance of the purported objectives and goals it aims to achieve. The Nucor Company, conscious of this benefit, aligns its goals with those of the employees in relation to the POLC framework’s planning facet.

Alignment to the P-O-L-C Framework

Nucor has recorded an accelerating streak of profits for nearly 130 quarters consecutively alongside an influx of return on investment (ROI) to its shareholders, which is at over 350%. The results accrue from its practice of endowing employees with the power to fix operations whenever the need arises. This power ensures that employees stay engaged in the planning process, which involves derivation of the vision, mission, strategies, goals, and objectives. Employees help in determining viable strategies that will help meet the expectations of the business. Casali and Day (2015) posit that employees can feel appreciated when they experience such treatment, thereby resulting in job satisfaction.

The organization runs on a streamlined structure regarding its design, culture, and social networks. The company embraces a decentralized structure that helps in facilitating communication internally. The management interacts with subordinate staff directly, with no barriers or intermediaries in the communication channel (Casali & Day, 2015). Nucor also cultivates an environment that promotes and encourages innovation among the employees. This strategy helps staff members to explore the various ways of achieving success effectively as well as advancing their skills and abilities. Nucor also creates a conducive environment that allows for interaction among members in the internal environment, where they build networks for socialization and engagement.

Leadership and engagement

The company’s leadership prioritizes engagement, whereby the superiors interact with the staff members regularly to analyze the factors influencing their job satisfaction (Casali & Day, 2015). Although the management sets the goals and objectives of the company, it ensures that the employees are content with them. It engages them in the decision-making process, where they voice their opinions on crucial matters affecting the organization. The communication channels and team building spirit in Nucor are conducive for enhancing operations in the organization. The company motivates employees through a unique reward system that offers incentives based on the earnings of the organization, thereby motivating employees to input great efforts to accrue more benefits.

Controlling of operations

Pertaining controlling of operations in the organization, Nucor has streamlined systems and processes dictating ways in which it partakes operations. This feature helps to create a smooth and efficient flow of operations geared towards the achievement of the firm’s goals and objectives. The company also focuses on human resource management where it ascertains employee satisfaction. Aligning the company’s goals and objectives to those of the employees is a tool that increases gratification among the employees. Therefore, the strategic measures for human resources provide profound benefits to the organization. Nucor’s control measures ensure that the employees meet their job specifications effectively in a conducive environment. This strategy guides Nucor Company towards recording the lowest turnover rates for the employees and maintaining its position as a leading steel company in the United States.

References

Casali, G. L., & Day, G. E. (2015). Ethical leadership. Leading and Managing Health Services: An Australasian Perspective, 30.

Thürer, M., Fernandes, N. O., Stevenson, M., Silva, C., & Carmo-Silva, S. (2018). POLC-A: an assessment of POLCA’s authorization element. Journal of Intelligent Manufacturing, 1-13.