Most managers believe that conflict in any workplace is usually the result of personality clashes, poor chemistry or a communication breakdown. But usually this is not the case. Conflict is most often the result of disagreement over goals or the ways to accomplish them.
Resolving conflicts in the workplace is a constructive and critical management activity. It demands, however, applicable behaviors, some of which the manager can intentionally adjust to accomplish such resolution. The manager must recognize the conflict situation, must be aware of his or her own behaviors, must know the behaviors that are more effective in resolving the conflict, must want to make any necessary adjustments and must be capable of making those adjustments. Conflict is constructive when it is skillfully and intelligently managed. It is lethal when it is left to chance and haphazard behaviors.
Workplace conflict is impossible to avoid but many managers just don’t want to deal with it. Thinking that the conflict will go away is one of the most common mistakes. Conflict doesn’t go away if you ignore it; in fact it only gets worse over time, creating unfriendly work environment and unproductive workforce.
Managing subordinates poses a great challenge for every manager as human being is unique and unpredictable in terms of their actions as well as reactions. You may notice that sometimes your subordinates do not share the same aspirations as you. As their manager, you may feel excited about the project; however to your subordinates it may seem like a burden. Therefore, it is essential for every manager to know how to manage and inspire their subordinates to achieve the company vision. Below are some tips that can help further.
• Tip #1: At the end of your each workday, make a “To-Do List” for the next day in order of priority. Differentiate between what is important and what is vital. Put high priorities on morale-building tasks. Keep track of tasks throughout the day and cross each off after it is done.
• Tip #2: Do not let your stressful responsibilities linger. Cut big and onerous projects down to smaller size by breaking them into manageable bites. Remember, there are limits to what you can do. Set limits and learn to say no. Allocate blocks of time for tasks and try to put similar tasks in batches.
• Tip #3: Don’t micro-manage. Besides wasting time, it also kills your subordinates’ morale and productivity. Independent subordinates tend to work harder and better, thus free up your time for strategic planning. Pick your right subordinates and give them clear directions as well as realistic due dates.
Fire-fighting occurs when system in place had been set aside and ad-hoc decision-making by managers stepped in. Apart from being unhealthy practice, fire-fighting also hinders subordinates from their progression as all decisions must come from their managers. In the long run basis, subordinates depressed and managers exhausted. To overcome adversity of fire-fighting, managers must take proactive approach of macro managing their subordinates instead of micro managing them.
What Managers must know about delegation
Workplace empowerment, when done properly, is not only desirable for the better work life of your subordinates, but it is also essential for your company success. When a manager openly takes responsibility for the inherent causes of the system, subordinates can contribute their knowledge and help identify remedies to the problems without being defensive. When a manager willingly loosens the grip and empowers subordinates to solve problems arising out of special causes, they can quickly identify root causes of problems without pressure or fear.
It’s not what you do but how you do it, seems to be taking on new meaning today. Do you perform as a professional manager in your company? Professionalism is the characteristic of an individual that overrides all others in business and industry. People like to work with professionals because they know a job will be done well, on time and communication about it will be complete. Being professional manager means you know all the technical and ethical standards of your job. Being professional manager signifies you have a positive and healthy attitude toward your work and your subordinates. Although many are called manager in title, not everyone have the abilities and skills to become professional manager.
Naturally, a supportive work environment supports better work output. To have subordinate who enjoy his or her job and regularly goes above their job description is the dream of every manager. This is what we call as “Cultivating Willing Follower” where you focus on your subordinates’ strengths rather than weaknesses. It’s often not easy to get your subordinates to enjoy their jobs.
Difficult subordinates can be defined in a lot of ways. Sometimes it is someone who simply is a bad fit for the job. Sometimes it is someone with mental disabilities. Or it may be someone who is not in line with general standard of workplace or someone who has an attitude problem. Whatever type of difficult subordinate you may be facing, dealing with the situation requires skills and abilities.
Subordinates resist change for many reasons. They may not understand the objectives driving the change or they may not agree with your company new direction. Or, they may simply be anxious about how the changes will affect their jobs. To ensure successful workplace change, always focus on people. Managers who ignore potential resistance to change learn quickly how the human element can crush productivity. Subordinates need to be part of the process and they need to be heard before they will listen to you.
Delegation is one of the important skills that every manager must have. However, due to surrounding pressure, sometimes delegation is not really practiced. Delegation is often associated with instructing your subordinates to complete a task. In fact, delegation is much more than that. Delegation is about developing your subordinates to next level of responsibility and accountability.
Resolving conflicts in the workplace is a constructive and critical management activity. It demands, however, applicable behaviors, some of which the manager can intentionally adjust to accomplish such resolution. The manager must recognize the conflict situation, must be aware of his or her own behaviors, must know the behaviors that are more effective in resolving the conflict, must want to make any necessary adjustments and must be capable of making those adjustments. Conflict is constructive when it is skillfully and intelligently managed. It is lethal when it is left to chance and haphazard behaviors.
Workplace conflict is impossible to avoid but many managers just don’t want to deal with it. Thinking that the conflict will go away is one of the most common mistakes. Conflict doesn’t go away if you ignore it; in fact it only gets worse over time, creating unfriendly work environment and unproductive workforce.
Managing subordinates poses a great challenge for every manager as human being is unique and unpredictable in terms of their actions as well as reactions. You may notice that sometimes your subordinates do not share the same aspirations as you. As their manager, you may feel excited about the project; however to your subordinates it may seem like a burden. Therefore, it is essential for every manager to know how to manage and inspire their subordinates to achieve the company vision. Below are some tips that can help further.
• Tip #1: At the end of your each workday, make a “To-Do List” for the next day in order of priority. Differentiate between what is important and what is vital. Put high priorities on morale-building tasks. Keep track of tasks throughout the day and cross each off after it is done.
• Tip #2: Do not let your stressful responsibilities linger. Cut big and onerous projects down to smaller size by breaking them into manageable bites. Remember, there are limits to what you can do. Set limits and learn to say no. Allocate blocks of time for tasks and try to put similar tasks in batches.
• Tip #3: Don’t micro-manage. Besides wasting time, it also kills your subordinates’ morale and productivity. Independent subordinates tend to work harder and better, thus free up your time for strategic planning. Pick your right subordinates and give them clear directions as well as realistic due dates.
Fire-fighting occurs when system in place had been set aside and ad-hoc decision-making by managers stepped in. Apart from being unhealthy practice, fire-fighting also hinders subordinates from their progression as all decisions must come from their managers. In the long run basis, subordinates depressed and managers exhausted. To overcome adversity of fire-fighting, managers must take proactive approach of macro managing their subordinates instead of micro managing them.
What Managers must know about delegation
Workplace empowerment, when done properly, is not only desirable for the better work life of your subordinates, but it is also essential for your company success. When a manager openly takes responsibility for the inherent causes of the system, subordinates can contribute their knowledge and help identify remedies to the problems without being defensive. When a manager willingly loosens the grip and empowers subordinates to solve problems arising out of special causes, they can quickly identify root causes of problems without pressure or fear.
It’s not what you do but how you do it, seems to be taking on new meaning today. Do you perform as a professional manager in your company? Professionalism is the characteristic of an individual that overrides all others in business and industry. People like to work with professionals because they know a job will be done well, on time and communication about it will be complete. Being professional manager means you know all the technical and ethical standards of your job. Being professional manager signifies you have a positive and healthy attitude toward your work and your subordinates. Although many are called manager in title, not everyone have the abilities and skills to become professional manager.
Naturally, a supportive work environment supports better work output. To have subordinate who enjoy his or her job and regularly goes above their job description is the dream of every manager. This is what we call as “Cultivating Willing Follower” where you focus on your subordinates’ strengths rather than weaknesses. It’s often not easy to get your subordinates to enjoy their jobs.
Difficult subordinates can be defined in a lot of ways. Sometimes it is someone who simply is a bad fit for the job. Sometimes it is someone with mental disabilities. Or it may be someone who is not in line with general standard of workplace or someone who has an attitude problem. Whatever type of difficult subordinate you may be facing, dealing with the situation requires skills and abilities.
Subordinates resist change for many reasons. They may not understand the objectives driving the change or they may not agree with your company new direction. Or, they may simply be anxious about how the changes will affect their jobs. To ensure successful workplace change, always focus on people. Managers who ignore potential resistance to change learn quickly how the human element can crush productivity. Subordinates need to be part of the process and they need to be heard before they will listen to you.
Delegation is one of the important skills that every manager must have. However, due to surrounding pressure, sometimes delegation is not really practiced. Delegation is often associated with instructing your subordinates to complete a task. In fact, delegation is much more than that. Delegation is about developing your subordinates to next level of responsibility and accountability.
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