In the course of history, management thought has undergone a great number of changes. Many philosophers and scholars attempted to identify the duties of effective leaders and those, who are in the position of authority. Moreover, much attention has been paid to the qualities that such people should possess or acquire through training. There are various approaches to this question, yet in the vast majority of cases, psychologists and sociologists attach primary importance to “people” or interaction skills because the ability to establish relations and communicate with other people (partners, colleagues and subordinates) is indispensable condition for success in this field. In order to answer the question whether these skills are essential or not, we need to discuss the functions of the authorities and various managerial styles. This analysis will throw light on those situations when good “people skills” are most necessary. Yet, prior to doing, it is essential for us to examine this concept and its key components.
In general, it can be interpreted as successful or efficient interactions with other people (McKnight, 1995; Robins et al, 2008). This includes elocution or the art of public speaking and rhetoric (persuasion). This notion also concentrates about ability to listen and attentiveness: as many people do not distinguish the shades of meaning because they are too self-centered, and words of others are often lost upon them. Another very important part of interaction competence is conflict resolution (Flannes & Levin, 2005). A manager is rather unlikely to do ones job well if he or she is devoid of these qualities. This argument should be further elaborated by looking at the main duties of this individual.
The functions of the management have been a subject of heated scholarly discussion. Although, there is no universal approach to this issue, we can still point out the tasks, which are normally carried out by people in command of any firm, company, or institution: they are as follows: planning, organizing, staffing, motivating, and controlling (Dale, 1973). Such scholars as Stephen Robinson and Robert Bergman advocate the belief that the manager also fulfills leading functions i.e. attracts supporters suitable for long-term strategy or a specific task (2008). Still, interaction competence is compulsory if this person intends to reach any of these goals. First, no plan can be implemented unless it is clearly stated. Its stages, elements should be explained to average employees. In addition to that, the leaders need to outline the major objectives and convey their significance to subordinates, who need to understand their role in the process. If it is not done, one can hardly expect any results. There is great likelihood that lack of clarity in expression will result in controversies, delays or conflicts, especially in the long run. Any idea is almost bound to sink into oblivion if it is presented in obscure or vague manner.
The process of planning is closely connected with organizing and allocation of duties (Robinson et al 2008; Flannes & Levin 2005). This requires excellent knowledge of behavioral psychology which is a constituent part of people skills. The manager should know or at least predict whether the employee will be fully suitable and whether he or she will assist in achieving the targets, set by the company. This leads to the third function of the management: staffing or recruitment. This is normally the domain of HR department which specializes in hiring only highly-qualified applicants. As a rule, candidates are selected by means of interview, which may either resemble a dialogue or in some cases interrogation, which is certainly impermissible. Provided that the manager conducts this interview, he or she should hold the conversation in a natural way and avoid the atmosphere of fear (Rae, 1998). The common mistake, which so many people commit, is that they do enable to demonstrate full extent of their proficiency (Rae, 1998). While recruiting any person one has to test his professional and individual traits. Apart from that, the candidate should not feel inferior to the recruiter, though, unfortunately, such situation often takes place during the interview. Therefore, we can argue that staffing greatly depends on the manner of behaving and expressing oneself.
The fourth functions is motivating or providing incentives to a subordinate to work more productively. In part, this is closely connected with leading other people (Robinson et al). Many managers give preference to the technique of whip and carrot. In their opinion, fear of punishment and expectation of the reward are the most powerful determinants of employees behavior. This belief is erroneous in its core. Naturally, an individual, who is motivated in this way, may increase his or her productivity for some period of time, but he will perform his duties only mechanically, without taking any interest in what he does. The approach of whip and carrot deprives the personnel of any attachment to the firm of the company (Tannenbaum & Schmidt, 1973). Then, there emerges a necessity for excellent people skills. In this case, we may emphasize sense of humor, amicability, consistency of words and actions, objective attitude to every subordinate. Every person becomes more engaged, knowing that he or she is being valued. Nevertheless, these qualities must not transform into familiarity breeding irresponsibility and carelessness. Therefore, the manager has to balance oneself between these two extremes. These are the traps in which so many authoritative people fall. Only by acquiring and cultivating proper qualities one can avoid such dangers.
Now, we should proceed to monitoring or controlling. At first glance, one may suggest the ability to communicate with others is not relevant to this process. Yet, it should not be reduced only to elocution, persuasion and attractiveness. First, this knowledge comprises the ability assess subordinates professional competence (McKnight, 1995). For example, the manager should determine whether the employee is experienced or inexperienced, probably he may need some additional training. In fact, monitoring must not be regarded as the search for someone elses mistakes. The key objective is not to punish those who do not comply with the standards, but to help them. The person in command should also know that constant monitoring should not turn into supervision. A highly-qualified employee may be rather discontent when he or she is being constantly supervision because this verges on suspicion and distrust. Thus, at the moment, we can argue that well-developed people skills are essential for every task, done by the authorities.
There is a slightly different view of this question, namely, we should refer to the difference which may exist among managerial or leadership styles. The classification of these strategies has been advanced by such scholars as Robert Tannembaum and Warren Schmidt who speak most of three types: autocratic, paternalistic, and democratic (1973). They can be discriminated according to decision-making and relations with colleagues and subordinates. People who prefer paternalistic or autocratic approaches usually tend to impose their decisions upon middle-rank managers and other employees. Their orders are not to be discussed but to be fulfilled unquestionably (Robinson et al 2008). In this essay, we are not going to judge whether this is the right way to regulate peoples work, because in emergency, this may be the only possible way of guiding the subordinates. However, even such managers need to be well-spoken and emotionally persuasive. Actually, only very few can be autocratic managers because this requires personal charisma, which also constitutes peoples skills.
Subsequently, if a manager chooses to be a democratic one, he or she will have to be even more proficient in the psychology of human interactions. Democratic approach necessitates the authorities to ask for feedback, prompt from colleagues or even from subordinates. We can argue that practically everyone will be reluctant to resort to such measures, because asking for feedback or advice often hurts ones self-esteem. Judging from that one can presume that egoism and vanity only hinder the acquisition of good managerial properties.
People skills may as well be understood as the selection of managerial style. Even now scholars have not come to the agreement as to which of these three types is the most optimal (Tannenbaum & Schmidt 1873; Robinson et al 2008). Perhaps, each of them can be used effectively in different circumstances. The person in command should know how and where he may democratic or autocratic. For example, if some problem is urgent and it may be resolved only by quick measures, it is much more prudent for a manager to be slightly autocratic, because any discussion, disagreement will cause delay and failure. In sharp contrast, long-term planning, problem statement, target setting is based on close collaboration with others, the leader should probably be more liberal. On the one hand, the manager has to uphold ones views and be adamant in one decision, but on the other, he or she should prone to negotiation and compromise. Arguably, this combination of personal traits is the most vital component of interaction efficiency especially if an individual wants to attain authority.
Thus, the analysis of people or interaction skills can be conducted from two perspectives. First, this knowledge and abilities can be applied to the duties of a manager. We have shown that none of them can be discharged properly if the person in command does not have such features as clarity and persuasiveness of expression, temperance, sense of humor, willingness to cooperate, psychological insights etc. Secondly, people skills can discussed in connection with the choice of managerial style that can either be autocratic or democratic. This decision is usually determined by the conditions in which the company operates at a certain moment. To conclude, any person who wants to become an effective manager must have certain knowledge and skills such as oratory excellence, competence in behavior psychology, charisma, objectiveness in assessment. Those people who lack them should address this drawback otherwise they may never rise in the workplace hierarchy.
Bibliography
- Dale. E. (1973). Management: theory and practice. McGraw-Hill.
- Flannes. S. Levin. G (2005). Essential People Skills for Project Managers. Management Concepts.
- McKnight (1995). The Nature of People Skills. Journal of Management Education (19), p 190.
- Rae. L (1998). Using people skills in training and development. Kogan Page Publishers.
- Robbins, S.P., Bergman, R., Stagg, I. and Coulter, M. (2008). Management. Frenchs Forest, NSW: Pearson Education Australia.
- Tannenbaum. R. Schmidt (1973). W. How to chose a leadership pattern Harvard Business Review. pp 162-180.