| |||||
МЕНЮ
| The profile of an effective managerp> 7. National culture: cultural differences and consequently different values (cfr. the problems of intercultural communication).[39] To these we can also add gender differences[40], status differences (for example boss vs. subordinate) and interference of nonverbal communication factors (for example smell as a personal physical characteristic). Now what can a manager do to overcome these and as such be effective in his communication? If we know that an average manager spends 80% of his or her time communicating in one form or another (10% writing, 15% reading, 25% listening and 30% speaking), communication is affecting a company in every possible way (“How to be an effective manager”, 2000, p. 14). Therefore effective communication is of extreme importance. Robbins (2001, pp. 302-304) mentions 8 rules by which the barriers can be bridged: 1. Use feedback: question the receiver to know if he understood the message in the way it was intended. 2. Simplify language: choose words and structure your messages in ways that will make those messages clear and understandable to the receiver. 3. Listen actively: this means an active search for meaning, in opposite to passively hearing 4. Contrain emotions: when emotionally upset, refrain from communication until u have regained composure. 5. Watch nonverbal cues: to ensure that the receiver conveys the desired message. 6. Empathize with others: put yourself in the shoes of your listeners. This way you’re more likely to see things from their perspective. Then you can choose the proper channel and the right words to transfer your message (cfr. infra). 7. Use multiple channels: this increases clarity because (1) it stimulates different senses and (2) it takes into account that people have different abilities to absorb communication. 8. Match your words and actions: actions speak louder than words. When nonverbal messages contradict official messages as conveyed in formal communications, people become confused and the official message loses its focus. 9. Tailor the message to the audience: different people in the organization have different information needs. Individuals in organizations vary in the type of information they need to know, their preferred channel for receiving the information, and their understanding of language, so you should take this into account and tailor your message to your audience. 10. Remember the value of face-to-face communication when dealing with change: as we shall see immediately, some channels are more rich than others. Especially in times of uncertainty, it is appropriate to use a rich channel to convey ambiguous and nonroutine messages. 11. Channels: understand that some channels have different effects on different audiences. To conclude, I want to give some additional information to these last two. As a conclusion we can say that effective communication is of extreme importance if you want to be an effective manager. However, this doesn’t mean that good communication skills alone make succesfull managers. We do can say that нf the suggestions made here to communicate effective are applied in a correct manner, then a lot of problems for a manager can be avoided and surely the company as a whole will benefit from this. 5. Decveloping Trust inside the organization Ethics and values have always been an important part of business, but they
are now looked at more closely as there have been many instances where they
were not adequately defined. According to Szwajkowksi in “The Myths and It is difficult to decide which values a manager should pay more attention
to. According to Stephen Robbins’s in “The Essentials of Organizational . Integrity: honesty and truthfulness . Competence: Technical and interpersonal knowledge and skills . Consistency: Reliability, predictability, and good judgement . Loyalty; Willingness to protect and save face for a person . Openness: Willingness to share ideas and information freely[43] As Robbins suggests, trust is something that we expect as the outcome from a person through our experiences with them. Over time, we get a sense of how that person behaves and acts accordingly to our behavior. Trust is a rather sensitive issue to most people and requires that managers act appropriately to gain the trust needed to lead effectively. It is dangerous to lose trust of an employee as they may not respect your judgment without it. Managers who want to engage in trustworthy relationships with their workers, according to Robbins’s guidelines, must follow certain practices that show integrity, competence and consistency.[44] Without these three characteristics, all aspect of trust becomes meaningless. The normal day to day actions of a manager affect the level of trust that each employee will have in him/her. Managers of different levels and cultures prioritize trust differently. [pic] 2. Can we learn how to become an effective manager?
For Livingstone S. (1971) the reason for this failure could be found in the fact that[46]:”they don’t learn from their formal education what they need to know to perform their job effectively. The tasks that are the most important in getting results usually are left to be learned on the job, where few managers ever master them simply because no one teaches them how.” Formal management education programs typically emphasize the development of
skills which enables the future manager to solve problems and to make
decisions (‘respondent behaviour). But little attention is given to the
development of skills required to find the problems that need to be solved As the research of Norman H. Mackworth revealed[47], the distinction between the problem-solver and the problem-finder s vital. He concluded that managers not only should be able to analyze data of financial statements or other written reports, but even more important they should be able to scan the business environment for less concrete clues that a problem exist. These perceptual skills are extremely difficult to develop in the classroom and must be developed on the job. We should ask our self the question: Are there people who have more
managerial skills than others, because they are able to learn from their
experience what they need to know to manage effectively. Livingstone S . Need to manage: to be able to manage effectively, you should have a strong desire and satisfaction to influence the performance of others. Many of those who aspires high- level positions are driven by the expectations of high salaries or high status, but are not motivated to get effective results through others. Those managers don’t learn how to develop an effective managerial career, because there is a lack of willingness to manage. They are not able to devote enough time and energy to find a suitable way to manage. So the need to manage is a crucial factor in determining whether a person will learn and apply in practice what is necessary to get effective results on the job. For example, managers who are outstanding individual performers, but with a lack to motivate others or to delegate tasks to subordinates, rarely advance far up the organizational hierarchy because they will be blocked by low performances of a large number of subordinates. . Need for power: Since managers are primarily concerned with directing and influencing subordinates, they should be characterized by a high need for power. We could refer to the above chapter about leadership and power. . Capacity for empathy: The capacity for empathy is ”the ability to cope with the emotional reactions that inevitably occur when people work together in an organization” (Livingstone S. 1971). Managers who are perfectly capable to learn from their job experience, or who are able to apply management techniques successfully, often fail because their affinity with others is entirely intellectual or cognitive. They are emotionally blind. They are not capable to deal with the emotional reactions that are crucial in gaining the willing cooperation of subordinates. It is very difficult to teach people how to cope with human emotions. So we could conclude that there should be a combination of inborn
characteristics and acquired knowledge and experience to become an
effective manager. There are people wit a higher needs for managing and
power and having a bigger capacity for empathy than others. But these
features are no guarantee for success. They should be combined with
technical and conceptual skills acquired during management education and
job experience. 3. Can we learn how to become an effective manager? Last decades, many visions thought that we could learn how to become an
effective manager. We could refer to the success of many institutions where For Livingstone S. (1971) the reason for this failure could be found in the fact that[48]:”they don’t learn from their formal education what they need to know to perform their job effectively. The tasks that are the most important in getting results usually are left to be learned on the job, where few managers ever master them simply because no one teaches them how.” Formal management education programs typically emphasize the development of
skills which enables the future manager to solve problems and to make
decisions (‘respondent behaviour). But little attention is given to the
development of skills required to find the problems that need to be solved As the research of Norman H. Mackworth revealed[49], the distinction between the problem-solver and the problem-finder s vital. He concluded that managers not only should be able to analyze data of financial statements or other written reports, but even more important they should be able to scan the business environment for less concrete clues that a problem exist. These perceptual skills are extremely difficult to develop in the classroom and must be developed on the job. We should ask our self the question: Are there people who have more
managerial skills than others, because they are able to learn from their
experience what they need to know to manage effectively. Livingstone S . Need to manage: to be able to manage effectively, you should have a strong desire and satisfaction to influence the performance of others. Many of those who aspires high- level positions are driven by the expectations of high salaries or high status, but are not motivated to get effective results through others. Those managers don’t learn how to develop an effective managerial career, because there is a lack of willingness to manage. They are not able to devote enough time and energy to find a suitable way to manage. So the need to manage is a crucial factor in determining whether a person will learn and apply in practice what is necessary to get effective results on the job. For example, managers who are outstanding individual performers, but with a lack to motivate others or to delegate tasks to subordinates, rarely advance far up the organizational hierarchy because they will be blocked by low performances of a large number of subordinates. . Need for power: Since managers are primarily concerned with directing and influencing subordinates, they should be characterized by a high need for power. We could refer to the above chapter about leadership and power. . Capacity for empathy: The capacity for empathy is ”the ability to cope with the emotional reactions that inevitably occur when people work together in an organization” (Livingstone S. 1971). Managers who are perfectly capable to learn from their job experience, or who are able to apply management techniques successfully, often fail because their affinity with others is entirely intellectual or cognitive. They are emotionally blind. They are not capable to deal with the emotional reactions that are crucial in gaining the willing cooperation of subordinates. It is very difficult to teach people how to cope with human emotions. So we could conclude that there should be a combination of inborn
characteristics and acquired knowledge and experience to become an
effective manager. There are people wit a higher needs for managing and
power and having a bigger capacity for empathy than others. But these
features are no guarantee for success. They should be combined with
technical and conceptual skills acquired during management education and
job experience. Attachment 1 [50] Message Medium Receiver Encoding Decoding Sender Noise Message Feedback
2. Encoding: converting a message into symbols 3. Channel: the medium a message travels along 4. Decoding: retranslating a sender’s message. Difficulties may occur here, especially in intercultural communication. 5. Feedback: returns the message to the sender and provides a check on whether understanding has been achieved.
Attachment 2 [51] HIERARCHY OF CHANNEL RICHNESS
Richest Nonroutine, ambiguous Face-to-face talk Telephone Electronic mail Memos, letters Flyers, bulletins, general reports
----------------------- [18] Cribbin, James J. Effective Managerial Leadership. American [21] Are you flexible enough to succeed? , By: Raudsepp, Eugene, Manage, [41] Szwajkowski, Eugene W. “The Myths and Realities of Research on [46] Myth of the well-educated manager, By:Livingstone S;, 1971,, Harvard
Generate numerous possibilities Begin with one problem or question managers planning organizing leading controlling Organization’s stated purpose |
ИНТЕРЕСНОЕ | |||
|