How to Be a Modern Manager - Essay Example

Modern managers should pay a special interest in the process and theories of socialization. This is important since the workplace is one of the agencies of socialization. First, studies show that people gain success in business management by being polite and nice. Most successful leaders have treated their subordinates with respect and made genuine attempts to be liked. Their particular approach garnered support and led to greater success. (Cottrell, 2000). Second, a manager's personality is shaped by multiple factors. Newman (1995) stated that a person's identity is not just a function of one's personal values and traits but it is also a function of the behavior and attitudes of people who have made a significant impact in their lives. As the other people's cultural values change, then their friends also do likewise. Newcomers to a business firm learn the appropriate roles and behaviors to become effective and participating members of that organization. Third, people who work together tend to share the same cultural values and ethics. Watson (1995) stated that a human grouping be it a school or the workplace shares a system of meanings which define what is good and bad and what are appropriate ways for members of that grouping to act and behave. Moreover, he also explained that being part of an occupation involves engagement on a regular basis in a part or the whole of a range of work tasks which are identified under a particular title by both those carrying out these tasks and by the general public. (Watson 2005). Fourth, a person's educational background has an impact on his socialization. The correspondence principle sets this general model - the higher you rise in education hierarchy, the better job you will get. However, the UK has fundamental inequalities in its educational system. The British students experience education not on the basis of merit but in terms of their ability to take a series of opportunities which is hugely dependent on their available resources. Only seven (7%) of the UK student population can afford to attend private schools. These students them move on to become Oxbridge students. About 100 schools (80% of them are private) provide almost one-third of all Oxbridge students. This inequality in education leads to other forms of inequalities such as social class, gender and ethnic groups. A way to expand educational opportunity to all would be to make university tuition fees affordable. In this sense, the students will be able to widen their participation. Fifth, managers who possess excellent social skills tend to succeed more. For instance, likeability is a valuable tool that complements crucial management skills such as the ability to communicate with employees, give inputs to senior management, interact with customers, and build effective teams. A manager who cultivates this skill is bound to become more successful. Customers are more likely to purchase products and services from someone they like. However, the value of being liked does not end with a job promotion. Moreover, managers may be required to communicate to corporate employees the specifics of a difficult company policy, A manager who learns how to become a genial salesperson and a good communicator will get better results. Managers need to learn the art of listening skills by listening more attentively to someone they like or to someone they merely tolerate. In order to be an effective manager, one must know several socialization skills. An important socialization skill is the recognition of the importance of getting along with others. Managers strive to be genuinely appreciated for who they are, how they act, and what they stand for. The linchpin of likeability is mutual respect which is based on the right attitude towards work and people, and then develops as managers work on providing the right communication climate, staying well-attuned to employee reactions, meeting or managing expectations, and seeking a balanced approach to issues. The second important socialization skill is being friendly combined with being positive and open towards the others. For example, managers can be cheerful and enthusiastic about employee suggestions, to interact with the workers and pitch in, and to take the time to be friendly and find out more about employees. Indeed, a relational exchange based on trust and confidence is essentially governed by the norms of long-term cooperation, mutual trust, and open communication rather than by short-term norms of self-interest (Provan and Gassenheimer 1994). The third socialization skill is innovativeness. Managers start out each new day with a fresh perspective. For example, when managers make a real effort to count on their subordinates, they will derive valuable data from operations. The fourth socialization skill is the capacity to share one's energy levels. A high, positive energy is an attractive force in a social interaction covering work situations with subordinates, co-workers, supervisors and colleagues. Low energy can deflect the positive impact a manager is pushing within the organization. Low energy can diminish an excellent training presentation and a corporate progress report. When a manager has a positive energy and the right attitude, he can make new job instructions and the discussion of a company operation much more appealing to employees. This positive appeal results in important employee support and better performance. Another crucial socialization skill is the ability to communicate well. Managers take the time to help employees feel more comfortable by giving them the right information at the right time. Mistakes by managers cover showing hostile communication habits, not being able to detect the employees' negative perceptions and talking too much. The lack of good communication habits can lead to antagonistic relationships in the workplace. In this situation, creativity and fun is stifled and the employee enthusiasm for the department's projects is gone. Managers can create an excellent office climate by being tolerant and patient with respect to worker's mistakes. Managers should admit their own mistakes. By setting a positive example, the managers encourage their subordinates to follow their example. Another important socialization skill is the manager's own reaction to staff situations. By paying close attention to their own reactions, managers increase in terms of likeability. For example, by not showing anger, managers earn respect from their employees. The fourth socialization skill is that managers know their own demands and expectations and he/she is able to communicate them clearly to employees. The work expectations will generate respect and cooperation from employees. Managers should always make time to meet with new employees to have an open discussion about such things as appropriate work behavior, acceptable performance levels, and where employees can go to get help when they need it. For example, if a manager expects employees to be available during week-ends, that expectation must be clear. If a manager wants all employees in the office before 8 a.m., then that rule has to be communicated to everyone. A final skill that can improve likeability is maintaining balance. Managers often allow bad habits to tip the leadership balance. For example, managers talk too much and not listen enough. They may also implement change without coordination with the workers. This will lead to instability in the workplace. These acts all decrease a manager's likeability level. Most work productivity set-up is based on mutual trust and compromise; hence if managers are giving all the orders, then chances are one day the giving from the other side suddenly runs out. In addition, managers cannot expect employees to do their jobs well if the employees lack the necessary guidance, resources and support structure on their corresponding output. Moreover, their requests for clarification must be addressed The presence of mutual trust in a relational exchange such as business firm setting is essential. Anderson and Narus (1990, p. 45) defined trust as the firm's belief that another company will perform actions that will yield positive results for the firm and avoid unexpected and negative actions that would result in negative outcomes for the firm. Trust can be further defined as having two distinctive components - creditabity and benevolence (Ganesan 1994). Trust refers to the confidence that each member of an exchange has in its partner's ability to perform a job effectively. Benevolence focuses on the integrity of motives and intentions in an exchange relationship. Another way to enhance employer-employee relationships is to put increased emphasis on organisational and employment flexibility. Managers can rotate works. Workers can be classified as follows: core workers (also known as knowledge workers) and periphery workers (those who provide routine service workers). The recent demographic developments in the UK consisted of falling birth rates, lengthening life expectancy and an ageing population. These developments also have an impact on the socialization of workers in a firm setting. Modern managers can strive better to gain interest in the process and theories of socialization. This is very crucial as the workplace tends towards globalization. Managers who are polite and nice to their subordinates are usually successful. 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