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The Human Side of Management by Thomas Teal For Scribd

Managing a group is complex as it involves balancing business objectives and employee well-being. It takes exceptional character, integrity, and skills to successfully manage people. While technical skills are important, the document argues that managing people ultimately comes down to human interactions. Good managers understand this and can motivate employees while still pursuing organizational goals like profitability and efficiency. The human side of management highlights how running a business involves more than just numbers and requires deft navigation of social complexities.

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562 views

The Human Side of Management by Thomas Teal For Scribd

Managing a group is complex as it involves balancing business objectives and employee well-being. It takes exceptional character, integrity, and skills to successfully manage people. While technical skills are important, the document argues that managing people ultimately comes down to human interactions. Good managers understand this and can motivate employees while still pursuing organizational goals like profitability and efficiency. The human side of management highlights how running a business involves more than just numbers and requires deft navigation of social complexities.

Uploaded by

dantedgar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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THE HUMAN SIDE OF MANAGEMENT (By Thomas Teal)

SUMMARY:
Any organization in dire straits is always attributed to bad management. This
is usually the tendency inasmuch individuals composing the organization tend to
look up to to those managing as all encompassing super human. Managers are
often thought of as skillful in all technical aspects of running the organization or
company and is expected to deliver monetary benefits to the company. They are
also expected to be adept in human interaction skills with high ethical standards.
Managing is such an extraordinary act that only a few excel in doing so. This
is because the focus in training managers has been often on technical proficiency
and too little in character building. Instilling courage and integrity in managers
though can!t be taught but is built within the person of the manager unlike the
management sciences needed in running a company which is the norm and a
common knowledge. "ew managers who shine are the ones who understood that
managing is not #ust a series of mechanical tasks but a set of human interaction.
$ecause managing is seen as a common #ob people often think of
managers as mediocre specially when their demands and expectations are not
met. $ut there are a few who excel and exemplify what a manager and leader
should be. They are the managers down the line the founders of businesses the
heads of divisions. These include the %osenbluths at %osenbluth Travel who are
always in tune with the times and are constantly changing to the demands of their
business. These also include $ill &ells of 'ohns(Manville who exemplified personal
responsibility and integrity when he harnessed his experience in his company!s
handling of a troubled asbestos business to a new business(venture in fiberglass.
These include )illiam *eace a general manager of the &ynthetic "uels +ivision at
)estinghouse who demonstrated that keeping responsibility and showing courage
in adversity will reap respect and benefits.
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Managing a group of individuals is not easy as what most of us thought of. It
takes exceptional persons to do the #ob with exceptional character integrity
courage imagination tenacity responsibility and honesty.
CRITIQUE
The human side of management shows the intricacies of managing an
organization or company. It shows that running a company is not at all matters of
technicality. It greatly involves human activities which complicates everything. It
also involves balancing commitments to the company in terms of profitability and
commitment to the well(being of the people working in the company.
It takes a great manager in discerning which best practice leads to the
success of the company while promoting the general well(being of the employees.
,sually the success of the company is associated with profitability which also
involves social responsibility that translates to the general acceptability of the
company to the general public. Managers though should have a clear
understanding of the relation of profitability and efficiency as I usually observed that
it is the employees who are directly affected. -mployees are always at the losing
end in the event of the promotion of mechanized or automated processes in the
name of effeciency. I see it that it will always take a great manager in retaining
enough employees while promoting efficiency and increasing a company!s profit.
Anyhow a manager should follow some basic tasks to be effective as what
the late *eter +rucker advocated. The manager he wrote:
1) Sets o!e"t#$es% The manager sets goals for the group and decides what
work needs to be done to meet those goals.
&) O'(a)#*es% The manager divides the work into manageable activities and
selects people to accomplish the tasks that need to be done.
+) Mot#$ates a), "omm-)#"ates% The manager creates a team out of his
people through decisions on pay placement promotion and through his
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communications with the team. +rucker also referred to this as the .integrating/
function of the manager.
.) Meas-'es% The manager establishes appropriate targets and yardsticks and
analyzes appraises and interprets performance.
/) De$elo0s 0eo0le% )ith the rise of the knowledge worker this task has taken
on added importance. In a knowledge economy people are the company!s most
important asset and it is up to the manager to develop that asset.

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