Managers’ Sensitivity to the Wishes of their Employees

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Organizations encounter daily challenges on the need to improve the managers’ sensitivity to the wishes of their employees, (Kreitner, 2009) by putting much pressure on interpersonal adjustments at the work place.

In this incident, Hank and other managers holding three top-management ranks, have a situation on their hands relating to the quality of their interpersonal relationship in the organization.

The situation demands that they source out alternatives and solutions in order to improve the standard of their human relations in regards to their productivity. The dilemma they face comes in when considering what measures to put in place, and which group needs most attention.

In relation to this case, these managers shared their ideas and came up with advanced training in human relations and the need to develop the program as the most significant way of achieving better human relations for the organization.

The problem does not just rely on training alone; it needs more consideration into the programs to put in place, when and how the training should be affected. The present state of human relations in that organization relates to drop in their productivity levels and the dismal turnover from the staff, hence the need to conduct training in that field.

According to Hank’s point of view, the supervisors fall under the only group recommended for training because they managed the entire half of the staff; including the clerks and secretaries whose output is linked to the organization’s drop in productivity. Therefore, in an effort to salvage this, the supervisors emerged as the best suited candidates for training.

Every situation has an alternative way or approach for counteraction. In this case, the problem does not fall only on supervisors as Hank put it but also the Top managers of the chain. In order to better the interpersonal relations and integration at this work place, the supervisors highest in rank have to undergo human relation training and program development.

However, the low wages and small offices do not make the situation any better but instead fall under the reasons for low turnover rates. Hence, a review of the staff’s pay, enumeration and workspace has to be highly considered.

Additionally, the approach to this problem should begin from the top management and gradually roll down to rest. In most cases, supervisors duplicate the behaviours that their top-management reflect; therefore, this means that, for a better human relations image, the top managers would have to undergo the same training first.

Moreover, improving the communication channels among employees would foster integration and in return improve human relations. Additional policies governing the human relations program are applied and monitored to find out the effect they have on human relations.

Analysing all the mentioned alternatives and training the top management first followed by their subsequent supervisors stands out as the best alternative to remedy this problem.

Knowledgeable and empowered managers would be better placed to relate and improve interpersonal adjustments; than managers who only focus on their jobs and do not interact with their employees.

According to (Kreitner, 2009) the highest ranked managers make most of the decisions and oversee the overall operations of an organization; hence, they need education awareness on the needs of employees in order to improve the human relations and in turn increase productivity.

Characteristically, behaviour of the top managers determines the competitive advantage of the organization because they are more visible than the rest. Due to the top management visibility, they get imitated often; therefore, they need training and research knowledge on human relations.

After the realization of this alternative, the sample group of top management may be selected to determine the success of this remedy. The sample group would then be trained, and the success rate evaluated to get feedback from their juniors, supervisors, and other employees through questionnaire method (Leffler ,1999).

In conclusion, the challenge of improving human relations in this case prompted the discussion hence this resulted to new and better ways of solving the problem. Considerably training the top management first has worked in the past and still stands as the best alternative to attaining the best human relations.

References

Kreitner, R. (2009). Management. Boston: Houghton Mifflin Harcourt Publishing.

Leffler, K. (1999). Critical incidents in management. Needham Heights: Pearson Publishing.

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Managers’ Sensitivity to the Wishes of their Employees

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