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Posts : 193 Join date : 2011-01-09
| Subject: Managing and Dealing with People Tue Jan 18, 2011 12:56 pm | |
| Managing and Dealing with People ************************ . Get people to cooperate with you... but also learn from the reluctant ones and if justified, accommodate them Effective management makes use of all skills that can be learned at an MBA program. Still, the skill of managing people is the most important one. Obviously this is because to be effective, a manager needs the cooperation of other people. It is relatively easy to obtain cooperation from some people. But sometimes this is not the case, and it can create serious problems if the reluctant person has very valuable skills. Nora K. is in charge of an Information Systems (IS) department which develops complex computerized projects. One of her subordinates, Peter P., has key technical knowledge but is reluctant to fully cooperate. He frequently disagrees with Nora on technical matters. What to do? Threatened disciplinary action, or any other kind of pressure would probably make matters worse. When confronted with this situation, Nora did what a good manager does in such cases. She tried to learn as much as she could from Peter, and gave in to some of Peter's requests, which were not that unreasonable after all, as Nora realized after better understanding his reasons. Make a solid diagnosis before acting... And first of all, do no harm A good medical doctor would never write a prescription or perform a procedure without first making a careful diagnosis. Good doctors also have a basic rule: first of all, never do harm. Many managers ignore these principles. At Nora's company, the Personnel manager noticed that some computer programmers frequently arrived a few minutes late. Without consulting with Nora, he sent them a memo "chewing them out" for their alleged lack of discipline. What the Personnel manager did not know or did not take into consideration was that these people were working late hours without being paid overtime. They obviously took offense, and two of them resigned. Good IS technical people are in strong demand, another fact the Personnel manager did not consider. As a result of his blunder, one of Nora's key projects was delayed for several weeks. The two elements of a good diagnosis are personality and situation analysis. In the western culture, there is a tendency to concentrate on the first of those elements. Nora is a good manager, but one time she made this type of mistake. A systems engineer, Robin, was transferred to her department from another unit of the company. Robin was not performing according to Nora's expectations. Nora spoke to her boss and demanded that Robin be fired or transferred, claiming that he was "lazy", "not very intelligent", and that his work was not good enough. Nora's boss read Robin's personal file and saw that his previous bosses had been very satisfied with his performance. He then told Nora to find out whether Robin's poor performance was due to his personality, or to the situation Robin was in. img] [/img] | |
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