Essay about Human Side of Management

871 Words Nov 3rd, 2010 4 Pages
The Human side of management (Webster's New World Dictionary, 2000) defines management as the control or guide, to have control or to succeed in doing. (Teal, November-December 1996) According to the writer it was stated that great management requires leaders to learn some difficult lessons of there own. In many organizations we have come to realize that many of the struggles which they face come from upper management positions such as the mangers. In many cases when an employee is asked about their job they tend to primarily complain about management. According to (Teal, November-December 1996) the biggest barrier which managers seem to face are towards change, innovation and new ideas it is very often a management issue. It is often the …show more content…
Because it entails being responsible, being able to communicate clearly and consistently with employees. Those who are often named with admiration are often the ones who delegate their authority, it makes subordinates feel powerful, and capable of handling various responsibilities (Teal, November-December 1996).

Reference is made to an article which I recently read pertaining to (Why Do Employer's and Employees Resist Change, 2008) this article speaks about “Change and ways in which they believe how much management isn’t working as it should.” In a telling statistic, leading practitioners of radical corporate reengineering report that success rates in Fortune 1,000 companies are well below 50%; some say they are as low as 20%. The scenario tends to be all too familiar in many cases. Company leaders talk about total quality management downsizing, or customer value. Determined managers follow up with plans for process improvements within customer care service, manufacturing, supply chain management and for new organizations to fit the new process innovations. Whether facing an immediate crisis or pursuing a new long-term vision, leaders can overcome their employees resistance to change by redefining their personal compacts as a result of the company accomplishments.

Managers and employees view change differently. They both know that vision and leadership