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Management Role Assisting With The Employee’s Career Development

1942 words - 8 pages

Management is as diverse as one’s fingerprint and no two managers in the same situation will necessarily have the same approach, thought processes, or outcomes. There are many managers in the business world. Some examples are: finance managers who are geared toward the financial success of the company, purchasing managers, who deal with product management and there are human resource managers, who deal with policy, procedures and employee relations. Each of these managers has a specific job function in the company. Management roles vary within a company and can also vary based upon departmental functions. This paper will discuss the three basic components in managerial roles, ...view middle of the document...

The hard skills are those that are taught and are measurable abilities used to perform the work. For example, an IT manager should possess the proficiency to fix a computer (Joesph, Soon, Chang, & S.Slaughter, 2010). This manager should have software, hardware, and internet experience in order to understand the function of the job; these are considered hard skills. On the other hand, soft skills are those that are necessary to personal interaction and the ability to relate to others. The same IT manager can use his or her soft skills, also referred to as people skills, to inspire subordinates and peers to achieve organizational goals (Joseph & Soon 2010). There is a dividing line between good managers, great managers, and transformational leaders. An effective interpersonal manager is able to navigate between the types of power, trust, followership, leadership, and managerial decisional style to influence his or her audience.
Successful leaders must be aware of their subordinates varying interest, motivations, knowledge level, and skill sets. Each team members must believe his or her individual contributions to the team are recognized and valued. The manager must establish rapport with his or her subordinates and define his or her role as the team leader. By his or her approach, the interpersonal manager can inspire (and is expected to inspire) his or her subordinates to pursue and fulfill company goals. Human resource management (HRM) is the managing of human skills and talents to make sure they are used effectively and in alignment with an organization's goals. Neither the size nor type of a company affects this definition. For example, big and small, profit and nonprofit organizations all perform HR functions that relate to the recruitment, selection, training, and management of their workforces. In addition, every organization is concerned with offering competitive salaries and benefits to attract, motivate, and retain talented employees. Even nonprofit organizations that rely on volunteers are often concerned with attracting, motivating, and retaining the best volunteers through providing nonfinancial incentives and designing meaningful roles for them.
Each worker has individual needs that are work related and personal. Good use of interpersonal skills allows a manager to provide individual support as needed but still maintain a cohesive work environment. Ensuring group cohesiveness while assisting some subordinates, more than others, is certainly a balancing act for managers. In their article, “Consequences of differentiated leadership in groups,” Wu, Tsui, and Kinicki discuss the effects of leaders paying more individual attention to a subordinate versus collective group attention. The conclusion derived by Wu, was no distinctive differences in value of management either way. Conceptual skills combined with human skills should be applied by a manager to get the best results for each situation. This notion may be...

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