How Your Management Style Stimulates Interpersonal Energy On The Employees Within Your Sphere Of Influence

In comparison, management focuses on systems and structures and is distant from the thoughts and emotions of individuals. It applies coercion in its endeavour to achieve results. The law of force has it that where there is force there is a reciprocating resistance. Therefore, managers do not attain the required attitudes and behaviours in personnel that are in line with the goals of the organisation.

Human Relations is defined as “the skill or ability to work effectively through and with other people” by Lamberton, L. H., & Minor, L. (2014) . However, there are external and internal influencing forces regarding human behavior that impact how we interact with others or behave in the workplace. It is vital for all employees in a company (regardless if they work in the Human Relations Department or) to be aware of influencing factors so they can not only be successful with their performance, but be successful as a team and help bolster the company’s successes. Some of the most important influencing factors are organizational climate/culture, work/life balance, Supervisor/Management, conflict/resolution, job performance/responsibility, and personal characteristics.

that there should be a plan for each employee if they decide to leave who would

environment and that they care for the employees well being. Also there was a co worker

Good communication can enhance cooperation, which is vital in management. A good manager is able to bring out the best in his subordinates and encourage them to cooperate while making sure they are efficient. Autocratic managers make decisions and relay them to their followers and don’t allow feedback. There is improper communication with autocratic managers. This improper communication hurts cooperation and cooperation is vital to a business. A business needs great communication between managers and subordinates in order to thrive and autocratic managers prevent that cooperation. Mesly is able to show this in his investigation by highlighting the feelings of frustration and suspicion between the managers and followers. These feelings disrupt communication and overall effectiveness( Mesly,2011). This study was able to show how important it is to be open and able to connect to your followers emotionally as a manager. I believe that Mesly’s findings are really important and should be considered when one is in a managerial role. Being diplomatic and engaging with your followers and seeing what their needs are seems to be a far more effective way of managing than the autocratic manager.

You make an excellent point with stating it does not matter what level of management an individual is, there are points when management interact with others outside of their own department. In the book Collins says, “Hard-working, conscientious, caring and moral managers who generate high-quality performance outcomes tend to attract, develop, and promote hard-working, conscientious, caring and moral employees who generate high-quality performance outcomes”. An example of this is during college while working in a call center, we always had divided department teams for different departments, and however we were also a department as a call center whole. Managers who had these qualities always seemed to hire the best employees. Those

his employees self-determination and recognizes individual self-worth by encouraging them to participate in decisions about their work. He communicates with the employees in terms that are

can be done to ensure that the company will work in the best interest of the

If managers cannot adapt a leadership style when required then staff will become unengaged and have low morale. Not recognising their own role in the organisation or the vision of organisation and where it wants to be.

Trusting employees will work to get the job done and allowing them to do it when they want to is an awesome way to prove your loyalty to them. Most of the 4000 employees feel that they have ownership in the jobs

This can result in a feeling of resentment towards management and slows the pace of work because employees must wait for the micromanager to make decisions for them. Furthermore, micromanagers do not instill leadership qualities in their subordinates. This could result in the creation of a hostile work environment between subordinates and leaders because employees do not have the appropriate space to learn and grow. A more dangerous aspect of micromanagement is being abusive towards employees. Autocratic managers should be cautious not to issue threats, yell or use abusive language towards their employees. This kind of behavior is unprofessional and could reflect badly on the reputation of the manager and lead to disruptions in the office place, and worse, a hostile working environment.

Author Jan Hills is a partner at Head Heart + Brain, with previous positions in other companies, such as a Partner in leadership at Orion Partners, owner and coach of HR with Guts, the Hills Consultancy, and many more in Human Resources of other companies. She specializes in neuroscience based leadership development, talent and change. Hills received a degree in Sociology at Northumbria University, Post Grad Personnel management, HR at Manchester Metropolitan University and Certificate the Neuroscience of Leadership, Leadership at the Neuroleadership Institute in Middlesex University. She has published works, such as Brain-savvy HR: a

Organizations are defined as a social group of individuals who come together to achieve a common goal or particular purpose. The success of an organization starts with a solid foundation to build upon. The foundation starts with a vision, followed by a clear and concise mission statement and supported by a great employee base that executes the plans. When we magnify the layers of a successful organization, it usually reveals great leadership and the loyal employees who follow them. Understanding the importance of great leadership and the value of a high performing staff is critical to any organizations success. The relationship between the organization and the employees psyche can be very

Instead of giving directly tasks and implementing strictly punishment or rules in an organization, managers tends to have more communication and interaction with employees by motivating and encouraging them in order to not only maximize the productivity but also building relationship within organization. This type of theory allows lower employees increase their voices in workplace to contribute to decision making processes of managers as a result. In short, despite of the friendly working environment as the potential condition to sharpen employees productivity, human relations theory may have some disadvantages when allowing manager position so close to others and make it hard to criticize one for his poor performance or making a wrong decision affected by personal

Another illustration of Defensive Communication Climate is when the manager remains neutral and does not acknowledge that her employee has been ill. Defensive communication climate is also seen as “superiority” (Sniderman et al., p.177) when managers stand crossed armed watching the every move of their employee. When the one manager makes mistakes and then implies she knows what she is doing is an example of “certainty” (Sniderman et al., 2006, p.177). This manager then takes “control” (Sniderman et al., p.177) of the situation and then orders her employee “around like a child” (Sniderman et al., p.194). Another example of control is when customers state that the managers exercise “authoritarian, drill-sergeant style” (Sniderman et al., p.194) of managing their stores.