Soft skills and technical abilities are essential at the managerial level in the human resource department. Effective leadership, communication abilities, and an analytical mindset are pre-requisites for handling challenges and difficulties that managers face daily (Sobratee and Bodhanya, 2018, 56). As a product of internal and external changes, difficult situations can arise. For example, managers can anticipate challenging situations before, during, or after an economic slump that leads to cost-reduction measures or when an organization is in a period of change. Some circumstances revolve around workers’ issues, such as interpersonal conflicts, grievances, and warranted or unrealistic requests. Yes, managing people is by far the most challenging role for managers. The purpose of this paper is to analyze the extent of situations in which managers find themselves and determine change capabilities and traits that are needed to be successful.
Situations in which Managers are Placed
Before analyzing how situations alter management skills and behaviors, it is imperative first to consider some of these events. Examples of circumstances in which managers can be placed include dealing with employees and customer problems. Workers’ issues are the most common in workplaces and pose challenges for leaders (Mauro, 2017). Individuals who display negative, aggressive, negative attitudes and overly passive behaviors can be threatening for seniors and colleagues. In such cases, leaders are required to deal with emerging hurdles directly to eliminate inappropriate conduct and set clear behavioral expectations through a well-implemented feedback system. Executives proact to deal with people’s behavioral issues by revealing factual information based on what has been observed. Feedback is provided on how inappropriate conduct affects people’s work processes and other team members. To deal effectively with challenging situations, directors establish consequences and action programs for everyone who fails to correct him or herself.
Dealing with customer problems is a challenging moment for managers in any organization. Managers should intervene when workers cannot resolve matters or calm an unsatisfied client. In such cases, handling customers effectively need superior conflict resolution skills, displaying a positive attitude, acknowledging customers’ feelings, and showing genuine concern. Communication is paramount and should be done in a manner that demonstrates an ability to help others. For example, there can be phrases such as, “Where can I help?”, ask what happened, and give clients suggestions on how the problem can be resolved. Once a resolution is reached, managers finalize the agreement by providing customers a written document of a solution when possible.
Another possible difficult situation that managers confront is dealing with budget problems. Usually, budget cuts can result in a wide range of effects, from slight distraction to panic. A quality set of skills and behaviors can help one find ways to deal with budgetary issues and implement cost-cutting approaches while still maintaining a functional department. For example, a positive attitude sets the moods and conducts of workers, while honest and upfront communication calms their demeanor (Bartz, Bartz and Doctor, 2017). Handling budget problems can depend on the severity of cost-cutting approaches but includes enlisting support from department workers to determine inefficiencies and determine how to reduce waste and streamline job roles and priorities.
Skills and Behaviors
In performing the duties of a manager, for instance, assuming responsibilities such as planning, organizing, leading, or controlling, there is a wide range of expectations on skills and capabilities. Managers’ roles fall into categories such as informational, decisional, and interpersonal (Bartz et al., 2017, 2). An organizational manager acts as an information seeker, gatherer, distributor, and spokesperson for the entity in the informational role. Interpersonal roles are based on relationships with people and based on situations; managers can serve as liaisons, corporate leaders, or figureheads. In resuming the decisional role, a manager might have to think from an entrepreneurial perspective, make decisions such as resource allocations, negotiate compromises and resolve arising conflicts.
Regardless of the function executed, roles taken, or skills integrated, a manager is always a decision-maker. Decision-making entails choosing among alternatives or options and occurs in response to identified issues or opportunities. Moreover, it does not matter how good a product or an idea is, as the only way to succeed on a large scale is to engage people. As such, skills and behaviors change for managers are paramount. Where people are involved in the management, some challenges might occur that are troubling, uncomfortable, and stressful in the working environment. In the broadest sense, management skills allow managers to manage others effectively. While some capabilities will vary, some are universal such as motivation, problem-solving, professionalism, communication, technical skills, and innovation.
Ability to motivate implicate that a manager is a true asset in the company. Such interpersonal skill enhances not only productivity but also individuals’ satisfaction and setting examples to others. In the situation of dealing with complicated people, change in motivation skills is needed, including empowering, creating e energetic workplace, supporting appreciation, providing rewards or incentives, and showing appreciation. In situations that involve decision-making, such as financial matters, the suitable skill set empowers managers to recognize, face, and overcome various challenges. First, problem-solving abilities require outstanding attention to detail. Top managers will identify issues before appearing to others and tracing the problem’s root (Bartz, Thompson and Rice, 2017, 6). Adapting to such circumstances will require a change in skills such as interpretations, troubleshooting, identification, and the ability to anticipate potential hurdles before they occur.
Some professional behaviors are vital for managers to be successful. Good managers hold themselves to the highest standards so that workers will have an example of what they are striving for. Typically, honesty, integrity, and maintaining professionalism are critical skills for solid managers (Bartz et al., 2017, 5). As a leader, it is better to demonstrate than to tell when it comes to workplace ethics or behaviors. In challenging situations of employees, clients, and finances, managers will require to demonstrate a change in skills and behaviors, as discussed earlier. They can do that by showing initiative, participating in professional growth seminars, identifying diplomatic ways to workplace problems, and revealing exceptional customer services attitude.
How Skills and Behaviors Make Managers Successful
A shift in skills and behaviors makes managers successful because they align organizational purpose with individual or employees’ goals. In the modern world, businesses are undergoing a massive transformation as competition, regulations, and technological developments are updated. As such, organizations need to be dynamic to adjust and adapt to the latest developments. Employees who are made to connect with their work feel their job worth and hold much significance (Bartz et al., 2017, 5). On the contrary, most people are concerned about how their work contributes to the organization’s big picture, and skilled managers help them understand for a collective purpose.
Why Skills and Behaviors Make Managers Successful
Good skills and behaviors make managers successful because they know how to interact with people, discovers where problems come from in the workplace and which solution is fit. Managers listen, give behavioral feedback where possible, and document the process with positive behaviors and qualities skills. In that way, organization functions, practices, operations, and culture become aligned with positive values that built success. For example, a company’s success to serve customers right could rise from managers’ ability to recognize problems, support employees’ relationship with people, empower and encourage positive responses.
Why Skills and Behaviors Are Important
Companies benefit in many ways when managers have a strong foundation in organizational behaviors. The ability to communicate well, coordinate, and motivate workers are essential skills that managers should have. Management skills are crucial since they can help an entity run well organized and foster career growth. Managers effectively motivate people, influencing, predicting, and controlling behaviors in the workplace (Bartz et al., 2017, 5). In that way, acquired skills and positive behaviors through situations impact an organizational culture of growth and effusiveness.
How Skills and Behaviors Altered Help Managers Career-wise
Being a great manager requires one to have excellent management skills. Today, most organizations focus on enhancing employees’ career development to ensure satisfaction, retention, and loyalty at the workplace. According to Tovmasyan (2017, 25), presenting individuals with opportunities to advance a career is an impactful motivator. Career paths have directions, and there are visible and attainable goals at the end. To managers, changed skills and behaviors are landmarks to excel in the career path since individuals are well equipped to confront situations while helping people become better performers.
The paper has analyzed situations present to managers and ways to change capabilities or traits that are needed to be successful. Management skills are vital to performing duties or roles effectively. Sometimes leaders can be subjected to a difficult situation such as dealing with employees or customer conflicts. In such cases, skill sets and positive behaviors help to plan better, provide necessary feedback, and develop solutions to problems. Successful executives are those who can utilize capabilities to align individual goals with the organization’s missions.
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