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In any organisation or management environment there will always be people who are not happy. Sometimes this is due to poor management from sub-standard 'people handling' skills.
The stereotypical view of a manager and his/her job is to
•plan
•organise
•co-ordinate
•control
This is true but there is more to it than that. Henry Mintzberg suggests that a manager has about ten roles to take on in his/her job. The first three roles are interpersonal roles, as a figurehead, a leader who is responsible for all the work of the people in their unit, and the liaison who makes contact outside of the chain, whether it is to a manager above or another organisation. The second three roles that a manager takes on are informational roles, where the manager is a monitor by keeping tabs on everything in the unit by being able to have access to every staff member in it, a disseminator who can pass on information to subordinates, and as a spokesperson. Finally the manager has a decisional role where he/she is an entrepreneur, seeking to constantly improve the unit, a disturbance handler, a negotiator and a resource allocater.
Formal authority
and status
Interpersonal InformationalDecisional
rolesrolesroles
FigureheadMonitorEntrepreneur
LeaderDisseminatorDisturbance Handler
LiaisonSpokespersonResource Allocator
Negotiator
'If any role is removed this affects the effectiveness of the manager's overall performance'
Laurie J. Mullins (00) Management and Organisational Behaviour. Prentice Hall
What makes a good manager?
One must be aware of the idea of behavioral science which include the three main disciplines - psychology, sociology, anthropology. By doing this one can structure the organisation in order to secure an optimum working environment. Psychology aims at looking at ones 'personality system' including perception, attitudes and motives. Sociology looks at the social behaviour and relationships among different groups and societies. Anthropology looks more at the study of human behaviour overall taking into consideration the cultural system, beliefs, ideas and customs.
By taking behavioural science into consideration one can start to have an understanding of human nature. This is needed in order to have an understanding of interpersonal skills.
Interpersonal skills are used in everday life. It is 'the sending and receiving of symbols with meaning attached to them'. It involves 'transactions among two or more people who interact in such a way that each has influence on the others way of thinking and behaving'. Personality and interpersonal perception will affect how one communicates.
Person A speaks,
moves, gestures,
etc.Person B interprets
A's speech,
movement and
gestures in order to
understand A's
motives, emotions,
assumptions,
A responds inattitudes, intentionsB responds in
speech,abilities.speech,
movement,movement,
gesture, etc.gesture, etc.
A interprets B's
speech, movement
and gestures in
order to understand
B's motives,
emotions,
assumptions,
attitudes, intentions,
abilities.
Cycle of perception and behaviour
Guidham M (15) Interpersonal Skills at Work. Prentice Hall
A manager, especially in the arts environment, where people can be difficult to deal with, requires an understanding of perception in order to help judge the behaviour and intentions of his/her sub-ordinates and superiors. In the arts environment team work is essential for success, however there are bound to be conflicts especially where egos and personalities are larger than life. An awareness then of transactional analysis is very beneficial, helping to explain the dynamics of interpersonal communication. It looks at personality and how it is made up of three ego states which can be seen in gesture, action and tone of voice. Eric Berne labeled the three ego states as the child ego state, the adult ego state and the parent ego state. In the majority of work situations adult to adult transactions are most likely to happen but in the arts environment where people can be sensitive, arrogant or flamboyant often transactions can be interpreted differently maybe as a parent-child transaction. As Laurie J. Mullins says "transactional analysis can help to improve communication skills by interpreting a person's ego state and which form of state is likely to produce the most appropriate response."
Selection and attention also needs to be looked at. What information do we select to take in and why?
Management Self-Development
So far I have not had many opportunities in managing other people. However, I have had plenty of experience in managing myself, at school, outside of school and at university as well as having the support, throughout, of managers. My interpersonal skills are fairly good face to face but in other areas such as through written skills and presentation skills, my communication flounders. In communicating I'd say I had an assertive style which in the arts environment is extremely useful. I am an effective, active listener, I don't make judgments but I do state my observations as well as expressing myself directly and honestly. Improving my communication skills in writing and presentation takes practice and time; however I could aim to try and use other forms of communication such as email and memos.
The other skill that I have to improve is time management. This is an essential part of being a manager especially as one of the most important tasks as a manager is to manage one's own time. As Drucker says
Time is the limiting factor for effective executives. Time is a unique resource - you cannot rent, hire, buy or otherwise obtain more time. The supply of time is totally inelastic; time is totally irreplaceable and everything requires time.
Drucker, P. F. (188) The Effective Executive. Heinemann Professional
In order to improve this skill I need to be aware of the essential requirements of good time management which are to have clear objectives, careful forward planning, define what is a priority and take action and finally be able to delegate successfully.
Bibliography
Derek S. Pugh and David J. Hickson (16) Writers on Organisations. Penguin Books
Laurie J. Mullins (00) Management and Organisational Behaviour. Prentice Hall
Guidham M (15) Interpersonal Skills at Work. Prentice Hall
Drucker, P. F. (18) The practice of Management. Heinemann Professional
Drucker, P. F. (188) The Effective Executive. Heinemann Professional
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