Organizational Behavior: Building People Skills Essay (Critical Writing)

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Communication is an essential management process for any would-be successful organization. Indeed it is intended to be the medium through which the top management and the subordinate could reach heights of cohesiveness and undertake their functions successfully. Group discussions and meetings in particular are one of the commonplace management tools in the ordinary way of life and also in the business world. Unlike most other forms of communication which have a limited scope of participation, meetings can yield purely insurmountable results when heeded by knowledgeable chairs. For a number of reasons, however, certain leaders in such meetings tend to suppress the free atmosphere of participation, either out of ignorance or deliberately. For egoism, purposes consider the following case study.

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Recently, the director of our institution summoned a meeting of the heads of departments where a number of issues were to be discussed. Every participant was notified of the actual venue and the agenda clearly before the actual date. This I believe was credible since it gave us enough time to research and put our houses in order just in case we were called to answer matters arising from our department. When the actual day came, we were all set at the venue, but the chair who arrived an hour later, since he hadn’t issued an apology to the effect that he wouldn’t be able to attend and as such had not delegated his task, we were kept waiting all this time in anticipation of his attendance.

By the time the director arrived, it was almost lunch break, but there was no possibility of dispersing the members for lunch and recalling them the same day so the meeting kicked off. The chair took control of the whole meeting minutes to the taking down of the minutes. In defense, he claimed that he was doing so in order to hasten the proceedings so as to recover lost time. When I looked around, the faces of most participants were pale and lacked the enthusiasm of whatever was happening and so was mine. The chair kept on probing for answers to the key agenda from the already disintegrated members and there was a lot to conclude from this whole scenario.

The mood of the meeting was wanting and it was almost clear that everyone was looking forward to its close. In my opinion, I think I have some points to make as to why the other people behaved the way they did, Firstly, there was a lack of cohesion amongst the members, and the chair failed to read the mood and take necessary corrective measures early enough. I agree with the fact that there are some uncontrollable factors that could affect meetings like personality type and other environmental factors.

Nevertheless, others are within our control for example leadership style. The leader should have chosen the style of leadership which could match the mood of the house. Rather than forcing things down our throats. He should have calmed down and collaborated with the rest of the members. He shouldn’t have taken every task to himself. I believed he should have begun by apologizing for his lateness and then allowed members to give their views on the way forward.

As for me, I think people must have perceived me as aggressive because when a question was directed to me I would demand to know the exact kind of feedback that was required so that I would be as brief as possible in order to save on time. I think I was driven by impatience and the solidarity mood of the rest of the members to do things the way I did and didn’t want to appear as if I was biased. Except for Robert and Catherine who remained indifferent, perhaps because of these personalities, all other members put on a serious face as if to suggest that they were ready to challenge any discussion that would waste unnecessary time. Some of the people began to send signals of hunger when the time for lunch struck by the manner in which they all kept yawning. (Robert and Ralph, 2003)

When I approached Robert after the meeting and interviewed him, he had the following to say “I am so amazed that some people I have always thought as patience and considerate as Charles and you could appear so aggressive at times. I really didn’t like that part where it was like all members were ganging up against the chair for whatever reason. He is a person too and everyone can err and so it’s prudent to always have a heart for all manner of people. Actually, I felt for him and wished all members could put themselves into his shoes. I agree that he was not careful to correct the mistake promptly but that’s his nature after all”. (Robert and Ralph, 2003)

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Building people skills are is actually not an easy task as many worlds want to imagine.

It calls for in-depth study and practices of people skills, lee Hopkins identified the following skills as a basis for a healthy relationship with people. Firstly, understanding people. He wrote that it’s important to understand people’s language, their body gestures, and their pace and intention secondly, “expressing your thoughts and feelings clearly” calls for planning one’s communication. Thirdly, speaking up when one’s needs are not being met. This is what is called “assertive communication”.

In addition, “asking for feedback from others and giving quality feedback in return” is another important skill. He added that you need to bring conflicts to the surface and get them resolved. If people have resentments of you take necessary discovery and corrective measures, moreover collaborating with others instead of doing things yourself. Finally, he talked about shifting gears when the relationship is unproductive. He concluded that it required bringing out the best in others and not the worst in order to build people. (Daniel, 2005)

Garret Cain the author of the article Building People Skills identified a number of skills also that could build people. The skills include; ‘ build others self-esteem, show empathy for others, encourage people to cooperate with each other, communicate assertively, ask productive questions and demonstrate listening skills and respond productively to emotional statements” I believe all these are important tips for building effective relationships in all walks of life.

Robert Eugene in his book Leadership Through People Skills has also identified some people skills. According to him, people in authority, that is, leaders are required to exhibit and possess sizing up skills i.e. the ability to observe what people do in work situations and as objectively as you can figure out why they do it and interact effectively. One should devise a communication strategy to find out what others think and to get one’s own ideas across. (Daniel, 2005)

Moreover, they require motivational skills. This skill calls for the creation of an environment in which people do what they are capable o because they have compelling reasons to do so. Finally, are adaptive skills, productive leaders should relate to people as unique individuals. People are different and as such should be treated differently but appropriately.

By and large, it’s paramount to each that leaders in authority do not operate in isolation or in a vacuum. As a matter of fact, they need people more than people need them in order to succeed in the venture. To make this come true, there is every reason to take remedial measures in building a coherent lasting relationship, and this will serve as a good ground for success.

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References

Daniel, P. (2005). Organizational Behavior, London: Cambridge University Press.

Robert, E. and Ralph, B. (2003). Leadership through people skills, New York: McGraw-Hill.

Building People skills. 2008. Web.

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IvyPanda. 2021. "Organizational Behavior: Building People Skills." October 7, 2021. https://ivypanda.com/essays/organizational-behavior-building-people-skills/.

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IvyPanda. "Organizational Behavior: Building People Skills." October 7, 2021. https://ivypanda.com/essays/organizational-behavior-building-people-skills/.

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