MANAGING INDIVIDUALS AT WORK

Managing Individuals at Work

Managing Individuals at Work

Introduction

The power managers have over their employees is actually an illusion. What they have instead is authority over their staff. The only power a manager has is the willingness and commitment of their employees to carry out their goals and vision. Managers considered to be the boss who sits behind a desk all day pushing paperwork and not engaging with the staff.

For a close working relationship to exist between staff and management there needs to be trust and honesty. There also needs to be a change in the way staff issues dealt, instead of punishment. Managers also need to be aware of each individual staff member's needs, especially cultural, religious or disability issues (Bem, 2007, 155-162). By being aware of the issues and making the arrangements necessary to accommodate each employee, the manager will develop a robust, caring rapport with their employees.

“Management practice characterized by power; the ability to influence others' behavior. By virtue of the power that managers hold, the variations in organizational design, relations between managers and employees, and HRM practices will be largely shaped by senior management." (Apter & Carter, 2001, 34-56)

Discussion

A adroit manager must have the ability to be aware of everything, to work side by side with anyone to do things, knowing the business and enterprise have a clear goal, to keep politics open and spread it to his subordinates his vision so that they adhere to it with enthusiasm. We add further that the manager, in addition to having some knowledge of the industry or market, they must have sociability to interact and communicate with people. Have a clear goal, which should convey to their subordinates, because he is to lead and coordinate people to achieve that goal. That means knowing how to delegate, team work, listening to people, and involving them in decision making. (Brenner & Tomkiewitz, 2000, 662-669)

Managing a team is not only about having authority of a professional group of people. Rather it is about taking advantage of the amount of skills available. And these skills are more varied, more the group can perform. There is no magic formula to become better manager perhaps this requirement might help managers with their tasks:

They must be able to develop a vision, which involves working with a sense of long-term and maintain principled leadership.

To be a talented manager, Managers have to feel comfortable in the company of others and be effective in communicating their ideas. That is exceedingly difficult to simulate. If he is not genuinely enjoying the presence of others, it will be difficult to lead them down the path he has chosen.

Tell staff to whom to please. May be manager can be his immediate superior, or perhaps someone working for him. If employees ignore the priorities in this area, it can paralyze an organization.

There should be a productive environment. This is a particular challenge because it requires different methods depending on the context. Sometimes one can increase productivity by giving each person his own ...