MANAGING PEOPLE AT WORKPLACE

Managing People at Workplace



I have taken conflict as a workplace situation, which often arises between people at work. Manager and leader should be expert in dealing and resolving the conflict issues in the workplace, for producing a friendly environment and hence to be successful in the industry.

The process of managing people based in the ability to choose the particular approach for a particular person. Each personality type has its pluses and minuses, and especially, if you match their values ??and corporate values ??of the company (Spinosa, 2007, 79).

For this purpose, we should first identify the difference between manager and a leader. Typically we consider that the two functions go hand in hand. However, Marcus Buckingham mentioned two very different things. Specifically he said the following about managers:

The manager's starting point is the employee. His task is to study the diversity of talents, skills, knowledge, experiences and goals of each person, and based on them design a specific future in which the person can succeed. The focus of attention is the success of that person.

Buckingham believes that a manager must possess four essential skills:

Select either the staff

Clearly define expectations

The management of praise and recognition

Show interest in people

The most important thing for a manager is his people; therefore, he is always concerned of his people.

On the other hand, the Leader is considered as follows:

The leader sees things differently. He starts with his vision of the future. Better future is the subject of their conversations, their thoughts, their labours. Future is what they designed and envisioned, and it is only when they have a clear picture in their mind that is dedicated to convincing others that they can achieve success in the future, what they have in their minds, but throughout the process, the future is being the focus of their attention (Posner, 2007, 112).

Leadership knowledge is regularly tested and challenged, therefore, causing some principles to be modified or even discarded. This is an ongoing, dynamic process, and one that can cause discomfort to those who like the status quo. Professionals who aim toward leadership, or find themselves in such positions regardless of their career plans, are usually willing and even eager to learn from traditional practices while moving ahead with new perspectives. Their attitude is probably expressed by George Bernard Shaw, who wrote, “All progress is initiated by challenging current conceptions, and executed by supplanting existing institutions.”

In the 21st century, leadership theorists have done much to challenge conceptions and change their own and others' thinking about leadership, but without understanding the underpinnings of our knowledge of leadership, we can hardly move ahead in our professional growth (Kanter, 2004, 150).

Regarding Leaders, Buckingham said that his job is to discover the universal concepts, in contrast to the specific sensing of manager for everyone. The leader's job is to detect what appeal to everyone. A leader must be clear about the following:

Who do we serve?

What is our core strength?

What is our core indicator?

What can ...