Introduction
It could hardly be doubted that the development of skills related to the role of the subordinate in an organization is an essential part of any internship experience. This essay aims to reflect on three principal skills that are highly important for subordinates. Also, the role of relationships between the supervisor and the subordinate will be discussed.
Three Essential Subordinate Skills
First of all, it is appropriate to state that there are numerous skills that shape the performance of a good subordinate, and thus it might be particularly difficult to identify which skills are essential. However, based on the scholarly literature on the topic and my personal experience in the internship, it is possible to state three principal characteristics that designate the work of a good subordinate. Firstly, as Sturman and Park (2016) state, communicational skills and interaction between the subordinate and his or her supervisor are highly important in establishing in maintaining meaningful and mutually beneficial relationships. Interpersonal skills and communication within working teams are one of the key aspects of efficient performance, especially in the automotive industry.
The second aspect of a good subordinate’s performance is critical thinking. This skill is highly emphasized in the article by Yelamanchili (2018), who states that “salespeople today need critical thinking skills to effectively perform in more challenging and multifaceted roles” (p. 2). Since the automotive industry is highly rival, subordinates are expected “to generate and operate from multiple perspectives that inform a multilogical view” (Yelamanchili, 2018, p. 3). Thus, a subordinate will be able to make decisions based not only on following the instructions, which might be inapplicable in some situations, but also on critical assessment of the working conditions.
Thirdly, it is possible to mention practical and technical knowledge in the area in which a subordinate work. As an example, an employee at Al Habtoor Motors, which is one of the automotive market’s leaders in the UAE, should have a clear understanding of how this area of business works, what are the peculiarities of the company’s products, etc. The use of these skills is of high significance for working customers since it is essential to know how to satisfy them.
What Does a Supervisor Expect from a Subordinate
The role of a supervisor could hardly be overlooked, as he or she has the most significant impact on the development of a subordinate. According to Yelamanchili (2018), it is highly important for any supervisor to possess leadership qualities in order to foster empowerment and critical thinking in his or her followers. In the article by Sturman and Park (2016), it is argued that the supervisor should provide his or her subordinates with his time, resources, rewards, and feedback. In general, the supervisor expects that the subordinates’ overall job performance and satisfaction are improved (Sturman & Park, 2016). Concerning my experience with Mr. Salama, I should state that he possesses the required set of essential supervisor skills for establishing productive and efficient relationships with his subordinates.
Conclusion
In conclusion, it is appropriate to state that referencing the scholarly literature on the topic of workplace relationships has significantly helped me to improve my knowledge about this area of concern. Additionally, it could also be observed that my experience has facilitated the understanding of many theoretical concepts related to supervisor-subordinate relations. Therefore, it should be concluded that this essay effectively synthesizes implications from my practice and academic knowledge on the topic.
References
Sturman, M. C., & Park, S. (2016). The changing relationship between supervisors and subordinates: How managing this relationship evolves over time. Cornell Hospitality Report, 16(13), 3-8.
Yelamanchili, R. K. (2018). Relationship between leader behavior and subordinate intention to remain: Mediating role of critical thinking and empowerment. Academy of Strategic Management Journal, 17(1), 1-15.