Management is a complex of regulative actions which are aimed at improving quality of organizational tasks performance. Management includes different strategies of planning, prognosticating future difficulties, training, controlling, disciplining, and comparing results with defined goals. Humans factor plays the leading role in the management process as it has a strong influence on relationship between people in the working sphere. That is why different management actions should be considered in the analysis of organizational functioning – from leading styles to individual traits of employees.

The work “County of San Bernardino Human Resources: Supervisor’s Guide to Employee Relations” defines the main tasks of a manager. The goals can be described as providing workers with the necessary information and documentation, training, organizing g meetings, counseling of stuff, making appropriate actions in order to influence worker’s behavior and reach discipline. Success of achieving the defined aims depends on communicative (ability to explain the working situation clearly, being a reflexive hearer, empathy) and organizing skills of the manager. Clear aims of a company, explained specifics of work on every stage of its performance, discussion of strategic directions, analysis of information, and conflict solving – are the key issues in working environment (“County of San Bernardino Human Resources: Supervisor’s Guide to Employee Relations,” 2006). However, theoretic understanding of the nature of management actions does not give warranty of the successful managing. The practical experience shows that even people who know basic principles of the managing process are inclined to make mistakes.

1. Meinert shows the most common faults in the actions of a manager. The first problem is connected with the phenomenon called “excessive pride”. It means that the leaders perceive themselves as the main members of organization who never mistake, do not accept general rules, depreciate results of collective input, and overestimate their own work. When the manager is concentrated on his own potential, he supports only own way of the execution. At the same time, appropriate feedback of employees and appreciation of group work would improve the quality of organizational functioning. Using the potential of every member of the company is one of the best strategies of the management. In such a way, people feel that they are valuable and respected, and their motivation to work increases. The leaders of the organization become less stressed because responsibility is shared with other employees.

Another aspect of wrong actions in management policy can be seen when a company has “bad days”. In the critical situation, an effective leader has to provide workers with an appropriate decision. However, it is hard to do it when circumstances are against you because emotional anxiety might become stronger than rational thinking. That is why people are inclined to making too many decisions to solve problem, that does not allow them to choose the best strategy. It influences working relationships as in this situation employees feel unreliability and cannot risk by performing orders which the management of the company gives. The successful management must contain reasonable decisions which are based on actual information about the company’s state (Meinert, 2017). In my opinion, awareness plays the leading role in prosperity of the organization. It means that the good manager has to understand his/her own limits, perceive changes in the company in a right way, define the potential of each employee, and know how to use all this information in planning future directions of work.

However, the lack of awareness as an important factor of work relationships is not the only problem in management. The misunderstandings between different generations has always been the relevant topic. The article “Managers Not Too Enthusiastic About Generation Z Coming to Work” is a perfect example of it. The new “Gen-Z” (Generation Z, the members of society who were born in 1990-2000 and only start to perform like employees) is raised during intensive technological development; they are inclined to be more flexible, dynamical and ambitious. The older generation perceives them as suspicious because they worry that their systematic character of work will be changed and they will have to face demands for more flexibility and responsibility from uncontrolled youth. Despite this, the majority of experts think that such fears are ungrounded (Wilkie, 2017). I think that differences in the style of thinking of people who have different age do not play the leading role while the working goals are defined clearly and perceived as equal. It means that everyone has a fear of changes; however, no one can describe them until he faces them.

1. Cauffman, the manager of the Gallup Organization, appreciates personal attitude of the worker to the company as it is the key to the growing productivity. The research in the organization showed that only twenty eight percent of employees are highly interested in work and actively achieve the best results in career. That impacts general success of the company.

Cauffman thinks that special actions of a manager can improve the statistics, but the usual policy of organization has to be changed. For example, the selection of a new worker should include concentration on his talent, not only the ability to perform the defined kind of work. The aims of the organization have to be set clearly by manager; however, the employee must be given freedom to choose the way of performance. Except the mentioned issues, management actions should be dedicated to supporting the worker and giving him an appropriate reward (Michelman, 2008). In other words, Cauffman sees the reason of his successful organizational policy in the manager’s actions that suit natural development of the employee’s talent. In such a way, the worker feels more engaged.

To conclude, practical aspects of management actions are more important than theoretical. The experience shows that strategies of a manager have a strong impact on personal relationships in the company. That is why reflexive hearing, appreciation of group input in development of the organization, rational thinking, and awareness of the circumstances in the working environment play the main role in reaching success.

The difficulties in management can be reasoned by misunderstandings between different categories of employees or fears of changes. The older people feel anxious about growing demands for work and deep involvement in the IT sphere of the new generation. However, the problem can be solved by the desire to achieve collective goals and facing the benefits of technological development. That is why the main task of a manager’s work is to create psychologically suitable atmosphere in work environment in order to increase group productivity in the organization.

References

County of San Bernardino Human Resources: Supervisor’s Guide to Employee Relations. (2006). pp. 6-19. Retrieved from http://www.sbcounty.gov/hr/PDF/Supervisor%20Guide.pdf

Meinert, D. (2017). Why leaders fail: Learn to course-correct before your career founders. Society for Human Resource Management. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/generation-z-.aspx

Michelman, P. (2008). How great managers manage people. Harvard Business Review. Retrieved from https://www.hbr.org/2008/02/how-great-managers-manage-peop-1

Wilkie, D. (2017). Managers not too enthusiastic about generation Z coming to work. Society for Human Resource Management. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/generation-z-.aspx