The things that cannot be learned from management books
With rapid changes in technology, pressure for greater efficiency and a turbulent economy, managers in organizations are performing crucial tasks as they lead personnel thorough rapid adaptations. Students in undergraduate and graduate management degree programs typically develop a learning foundation with courses in leadership, financial issues, business law and strategic planning, but there are numerous management skills that cannot be learned from management books.
Managing people
As a new manager, you may suddenly find yourself wishing you had completed courses in psychology, counseling and Internet technology. Although your contracted duties may consist of budgets, reports, scheduling and tracking productivity, a large part of your job is managing people. Whereas in pre-management you likely knew the tasks or projects you needed to complete to retain your job, as a manager your journey includes continuous learning, self-development and defining relationships with your subordinates.
Successful managers understand the complexity and validity of the psychological relationships between supervisors and subordinates. Companies have formal regulations such as work contracts and labor laws (Fleming, 2008), but there are also informal expectations based on loyalty and job security. Employees thrive in environments where they are recognized for producing consistent results, can work independently with guidance and leadership from management, and feel trusted. This means as a new manager, you should certainly be aware of company rules and regulations, but you should also develop a management style that consists of delivering positive feedback and constructive criticism. Additionally, spend time with your subordinates to develop trusting relationships where you feel comfortable delegating tasks and can avoid a situation of micro-management. Once you create an atmosphere of trust and positive communication, you can focus on motivating and leading employees towards common goals.
Adjusting your management style
As you embark in a new management opportunity, it’s important to understand that every employee works differently, and managers must adjust their management styles to accommodate various work styles for optimum performance. For example, some employees require frequent conversation and encouragement, and other employees would rather be left alone and hear about their achievements once a year. Some employees may prefer one-on-one or team meetings regarding projects, while others would rather read an e-mail or communicate via instant messenger.
Conflict management
Beyond the scheduling, reporting and motivating of employees, managers also must be adept at conflict management. This circumstance may arise if you are promoted from within the company into a management role. In this scenario, you may find yourself managing your peers and faced with new organizational dynamics. A study by Fleming (2008), recommends clearly defining roles and responsibilities among your subordinates. This makes it easier for managers who are promoted from within a company who have to redefine previous relationships with co-workers who are now their subordinates.
Managers also manage conflicts between subordinates. These conflicts might be due to different working styles among employees, poor communication, or even jealousy regarding pay and benefits. As a manger, you should recognize the conflict privately with both employees and determine the best course for resolving the conflict without affecting production efforts or spending a lot of time in conflict resolution. Ultimately, managers should evaluate the situation, establish goals for change among the conflicted employees and diagnose the situation over time.
21st century distractions
In the last few years, colleges across the nation began adding technological communications courses to their business and management graduation requirements, however there are few books available on the subject. With the infusion of communication technology (Reid, 2008), managing people who are overloaded in e-mail and voicemail messages has proven difficult for managers. Employees are constantly distracted by smartphones, e-mail, Internet applications or instant messaging, which reduces productivity. As a result, managers need to create new rules and regulations on Internet and cell phone use, and find new methods for measuring productivity. Although these new technologies provide various options for improving communication between supervisors and subordinates, they can also serve as an unhealthy distraction in the workplace.
If you are enrolled in a management or business degree program, you might consider expanding your electives and taking a class in psychology or human relations. These classes can provide insight on the various personalities you are bound to encounter as a manager, and help you understand the management skills that cannot be learned from a book.
Fleming, R.S. (2008). Survival skills for the new manager. Business Renaissance Quarterly, 3(2), 5-12.
Reichel, A., Mayrhofer, W. (2009). The end of personnel? Managing human resources in turbulent environments. Management Revue, 20(1), 5.
Reid, J. (2008). The resilient leader: Why EQ matters. Ivey Business Journal Online, 72(3).
