Organizational Behaviour and Negotiations

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Table of Contents

Personal Assessment
Analysis
References

The duties of a management demand outgoing, elite, and sociable people. A manager must create an organized society that respects his/her decisions by upholding the key ideologies he or she sets (Mosadeghrad 2012). The attainment of such an attribute does not appear stringently in a moment. It is a character that is earned through continued working experience.

It involves becoming part of that society and understanding the requirement of such a community. The problem addressed in this paper involves how people can trust and be reliant to their manager as the centre of decision-making.

How can a manager motivate and boost the confidence of employees and other people in an organization? In a bid to answer this question, a case study on the personal attributes has been evaluated in respect to management.

Personal Assessment

Strength

This module has been a source of many lessons that form the base of self-assessment. While conducting a personal evaluation, I noted that I have various attributes that can lead to successful management. In my management, I guide through doing what I expect my juniors to accomplish. In this regard, I exercise participatory management where the manager participates actively in the activities of a team.

This practise helps in analyzing the capabilities of the team members in order to assign them with appropriate roles (DuBrin 2004). For example, I have been a leader to an academic group where we were conducting research on the qualities of a good manager. During the study, we interviewed various departmental heads in the university in order to obtain their opinions towards proper management.

During the interviews, I participated in the recording of data while my colleagues asked questions to the staff. I took this minor role rather than interacting with the heads orally. It allowed the group members to improve their interpersonal communication and oral skills. In addition, the other group members accomplished their roles easily because I had set the pace. It was a perfect example of how managers should lead.

In fact, it was one of the ways that my colleagues learned about humility, dedication and active participation. Secondly, I noted that I was a motivational leader who hardly gave up when situations were very tough. In regard to this study conducted with my colleagues, there were very many difficulties because the departmental leaders were busy.

For instance, we found the offices closed when trying to look for the lecturers in charge of the departments. However, I remained optimistic and persuaded my colleagues to find an appointment despite the prolonged absence.

Poor Attributes

Despite the good attributes, I realized that there were various aspects that impair my management skills. In this case, one of the main poor aspects was the lack of accommodativeness. I did not give chance to the opinions of other people. In fact, I entered into frequent arguments in order to convince them on the viability of my idea rather than understanding their sentiments. I was tempted to make decisions alone and implement them.

This personality had developed a tendency of willing to implement the opinions I had provided and discarding the ones provided by other people. This behaviour had impacted on the unity of the academic group which I was leading for one year. The effect of this vice was neutralized by the validity of my opinions because I mostly provided viable ideas. However, it was not right to believe in personal opinions resolutely.

This behaviour was one of the main attributes that I had to eliminate in order to attain a highly reputable and effective management. Another vice that impact on the effectiveness of my management skills is the incapability in solving conflicts between team members (Eunson, 2007). When I was solving conflicts, I tended to favour one party over the other in accordance to my personal preferences and morals.

For example, I was tempted to make a premature judgment on a person’s identification about whether they had made mistakes in the past. During my research for this module, I realized that conflicts should be considered individually. When solving conflict, managers should not use past perception to adjudge a case. Instead, they should consider the aspects of that conflict as a separate case from the past ones.

Analysis

Creation of a Vision

The most fundamental requirement of good managers is the power to create a vision for the companies. This requirement is based on the premises that an organization is formed on the basis of a vision. The vision comprises of common objectives of the company that defines what all stakeholders should attain (Bass & Riggio 2006).

Additionally, all roles of various stakeholders are based on a common objective of the company. In fact, this objective is regarded as a real factor of motivation because all employees aim at attaining it. Therefore, it shows evidently that the vision defining the organizational objective is a core factor that determines the progress and success of the company.

Power of Influence

The second most important requirement of a good manager is the capability to influence people. First, managers should influence the stakeholders when solving external and internal conflicts of an organization (Bush 2003).

Essentially, conflicts paralyze the operations of an organization substantially. It reduces the willingness of various stakeholders to work together, socialize, and settle dispute harmoniously. As a result, the manager should have the capability to influence the conflicting parties through showing the importance of reconciling and working in harmony.

Managers who cannot influence their subjects cannot solve conflict among stakeholder because they do not pay tribute to him/her. While considering the power of influence, it is important to remember that the manager must lead by example in order to influence the followers.

Leading by example imply that the manager implements strategies, keeps promises, and follows the regulation like other employees. Second, managers need this power in order to introduce change in an organization.

Team Building and Management

A manager should be capable of harnessing the diverse aspects and using them as opportunities rather than aspects of the division. It also means that the managers have to unite the employees regardless of their cultural backgrounds, religions and experiences. The three ensure that the employees focus on the common organizational objectives rather than their difference.

Therefore, they became part of one community pursuing a common goal that unites them. This aspect needs the manager to adopt very efficient strategies that could unite accomplish this task successfully. In fact, the ideology of uniting employees and other stakeholders is the most fundamental aspect of building a team.

Transformative

It is essential for a manager to adopt a transformative approach of management. The theory of transformational leadership states that a good manager should aim at transforming the face of the organization (Trompenaars & Voerman 2009). In this regard, the manager must transform the ideologies of the employees, their dedication, and principle of the organization’s behaviour in a positive way.

References

Bass, B & Riggio, R 2006, Transformational leadership (2nd ed.), Erlbaum Associate Publishers, Mahwah.

Bush, T 2003, Theories of educational leadership and management (3rd ed.), Sage Publications, London.

DuBrin, A 2004, Leadership: research findings, practice, and skills (4th ed.), Houghton Mifflin, New York.

Eunson, B 2007, Conflict leadership, Wiley Publishers, Milton.

Mosadeghrad, A 2012, Towards a theory of quality management: an integration of strategic management, quality management and project management, International Journal of Modeling in Operations Management, vol. 2 no. 1, pp. 89.

Trompenaars, F & Voerman, E 2009, Servant Leadership across Cultures Harnessing the Strength of the World’s Most Powerful Leadership Philosophy, Infinite Ideas Ltd, Oxford.

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