Organisational Management

Ð'«Ð' Critically evaluate the view that the only essential ingredient of a successful manager is the ability to handle people and relate in a caring and meaningful way to the individuals being managedÐ' Ð'»

A manager is the person responsible for planning and directing the work of a group of individuals, monitoring their work and corrective actions when necessary.

To be a successful manager is not that easy and ask certain competencies, the most important issue in management success is being a person that others want to follow. It is expected that managers have technical skills but the bigger test is in the way they manage people. This is perhaps the most critical and elusive skill set of all. Weak people skills lead directly to lost productivity and ineffectiveness while strong people skills boost productivity and effectiveness and will propel your carreer forward like no other skill set will, this is why to succeed as a manager, you must know how to bring out the best in people.

This essay will look at the essential ingredient of a successful manager, that the only way is to handle people and relate in a caring and meaningful way to the individuals being managed. In addition, the essay will demonstrate that other factors can help the manager to be successful

Management is the employment of human, physical, and financial resources to achieve organizational goals. Managers are the people who conduct these processes. Management focuses on the results of teamwork rather than individual efforts. It is the job of the manager to coordinate the work of others and is held accountable for their work. The five main jobs of managers are planning, organizing and staffing, leading and motivating the organization, coordination through communication of objectives and plans, and assessing and measuring the work of employees. Effective managers are able to use their skills in each of these areas to attain the goals of the organization. Though it is impossible to be perfect in every one of these areas of management, good managers are usually very strong in most of them and use delegation to shore up their weaknesses in others.

The essential part of the process of management is the efficient use of ressources, in particular human ressources. The human element plays a major part in the overall success of the organisation. According to Gratton the most important asset of any organisation is the significance of human ressources and people.

To have a better understanding of what human resource management is, Fisher et al put a definition forward which says that Human ressource management involves all management decisions and practices that directly affect or influence the people, or human ressources, who work for the organisation. Basiccally, the focus of human ressource management is on employees not as individuals but as ressource groups, or categories of employees. The management of human ressources can contribute to an organisation's profitability by improving the way jobs are designed, training employees to help them do their jobs more effectively and developing their leadership and other other skills that will be needed in the future, leading and managing organisational change initiatives, decreasing absenteeism and turnover and also ensuring that training and recruitment is cost-effective. (Mullins 2007, p 483)

According to Danny Samson, human ressource is now considered to be one of the key roles of every line manager. The strategic use of human ressources will help managers to contribute to the release of true value by the optimum use of people's competencies.

Human ressources policies are the starting point for ensuring that employees are treated fairly and consistently. The general quality of an organisation can influence employee loyalty and commitment. The human ressource policies guide managers in many of the decisions they make concerning their work teams and individuals team members.

To develop the required people's competencies for future success, an organisation needs to have a system which includes human ressources management. The basic message is that different people perform better under different circumstances, and that they also get motivated in different ways which means that what works for one may not work for another. Managers in conjunction with human ressources is the best combination or ingredient to make the employees achieve their goals which will lead the managers to the successful way.

Other ingredients are very important to a successful manager, like, the Emotional Intelligence is the second ingredient to agree with the statement. This is a relatively recent model behavioural model. In 1998, Daniel Goleman set out a framework of Emotional Intelligence that reflects how an individual potential for mastering the skills of self-awareness, self management, social awareness, and relationship management translates into on-the-job success ( The Emotionally Intelligent Workplace, 1998, D.Goleman). The Emotional Intelligence can unlock productivity and creativity. It involves the team being aware of and taking into account the emotions of its members, the mood of the team itself and the other teams or groups as well that it interacts with.

Emotional Intelligence ( EI ) is increasingly relevant to organisational development and developing people. The emotional quotient (from the emotional intelligence theory) principles provide a new way to understand and assess people's behaviours, management styles, attitudes, interpersonal skills, and potential. It's an important consideration in human ressources planning, recruitment interviewing selection, management development, and more. The emotional quotient concept argues that IQ is too narrow, it tends to ignore essential behavioural element. There are other area of Emotional Intelligence that dictate and enable how successful we are. The success require an effective awareness, control, and management of our own emotions. According to D.Goleman the Emotional Qotient containt two aspects of intelligence which say that we need to understand ourselves, our goal, intentions,responses, behaviour at all and also to understand others, and their feelings. This helped D.Goleman to identify the five domains of Emotional Quotient which are all about knowing our emotions, managing our own emotions, motivating ourselves, recognising and understanding other people's emotions and managing relationship. By developing our Emotional Intelligence in these five Emotional Quotient domains, we can become more productive and successful at what we do, and also help others to be more productive and successful too. The process of Emotional Intelligence development also contain many element to reduce the stress for individuals and organisation at work