Introduction
According to Buckingham (2005), the main skill of a manager is in his/her ability to turn a person’s talents into performance (p. 52). For the achievement of success in managing and personnel motivation, one needs to consider a lot of factors affecting the individuals’ commitment to work: self-realization, professional development, acceptance of organizational values, etc. Moreover, for the improvement of professional performance, managers need to be engaged in the constant process of self-education with a particular focus on the development of communication, empathy, and critical thinking capabilities. The consideration of multiple aspects of individual and organizational performance may help a manager to maintain sound and open organizational interrelations, build a cohesive team, and increase the working efficiency and productivity (Militaru & Zanfir, 2014).
Validity of the Sources
For answering the questions about managerial skills, communication with employees, and the significance of feedback in the professional development, the scholarly sources are reviewed. The three papers are the peer-reviewed articles written by the prominent and experienced scholars from the large European and American universities. The works were found in the ProQuest database that stores a large number of credible and verified sources on various subjects. The internal validity of the studies is supported by the inclusion of references to other authors’ works and theories in the field of management. The format of a peer-reviewed article guarantees that the paper is a part of the scientific discourse.
Communication and Team Cohesion
According to Morieux (2013), the organizational cooperation in problem-solving significantly increases work efficiency and individual job satisfaction. Therefore, team building is a crucial managerial responsibility. The team cohesion may be developed through the integration of corporate values and vision into the organizational culture. When the employees share a common vision, they feel unity and their commitment to work grows. In the respectful and positive working environment, the employees perceive themselves “as a part of a greater entity,” and the sense of commitment implies that the employees start to pay greater attention to the quality of their performance (Carpenter, Bauer, & Erdogan, 2010, p. 485).
Through the establishment of open communication with the subordinates at both organizational and private meetings, the manager may increase team cohesion by introducing high standards of conduct, professional and ethical values (Negin, 2013). The potential strengths of Believe and being Fair may be helpful in this regard because these talents can be effectively used to consolidate the integrity and equality within the team. Team cohesion is associated with good relationships between all team members, and it facilitates the reception and provision of performance feedbacks that assist in the professional growth and competence increase.
Performance Feedback
The discussion of individual performance may be hard because sometimes people do not accept critique adequately and perceive it as a conflict situation. Such perceptions also may provoke barriers in addressing for feedback. When a manager applies the skill of Understanding Others in the establishment of relationships with the subordinates, he/she includes the emotional and emphatic aspect in the communication. As a result, it may reduce the employees’ psychological barriers in addressing feedback on performance.
In case an employee came for feedback, the manager needs to ask him/her to complete the self-appraisal form and then arrange a private meeting (Carpenter, Bauer, & Erdogan, 2010). It is important to start a meeting from the praise of a certain achievement to set a positive tone. It is also important to remember that the main objective of feedback is the development of employee’s potential, and the skill of Potential Cultivator thus should be employed.
The development of a team as a whole depends on the managerial ability to target the individuals’ intrinsic stimuli that involve people in doing activities because they find it interesting and satisfying (Schmid & Adams, 2008). And the most favorable effect of the feedback may be achieved if the manager is successful in the integration of external organizational motives with the personal ones.
When a person seeks for feedback, he/she demonstrates the motivation and potential for learning. Feedbacks may be efficiently applied in the learning process as they provide the orientation for further professional development and identify the gaps in knowledge that should be filled. However, a person should be sure that his/her desire for self-improvement is genuine because otherwise, the received critique may hurt (Carpenter, Bauer, & Erdogan, 2010). It is important to encourage a new employee to establish good relationships with colleagues, both peers, and managers, because, in this way, it will be easier to inquire about personal performance and apply the received information for a professional benefit.
Conclusion
The efficient motivation of employees includes a set of activities aimed to stimulate the individuals for the achievement of organizational goals and objectives. For the achievement of success, the manager needs to be able to motivate the employees for professional and personal development through communication and team building. The consideration of individual talents and the provision of adequate feedbacks on performance may provoke significant positive results in productivity and proficiency level increase in the organization as a whole.
References
Buckingham, M. (2005). WHAT great MANAGERS DO. Computerworld, 39(13), 52. Web.
Carpenter, M., Bauer, T., & Erdogan, B. (2010). Principles of management. Minneapolis, MN: University of Minnesota Libraries Publishing. Web.
Militaru, C., & Zanfir, A. (2014). Participative management and employees motivation in international business. Knowledge Horizons.Economics, 6(2), 58-62. Web.
Morieux, Y. (Presenter). (2013). As work gets more complex, 6 rules to simplify. [Video file]. Web.
Negin, M. (2013). Study the relationship between Managers’ communication skills and staffs Organizational Commitment. Interdisciplinary Journal of Contemporary Research in Business, 5(5), 198. Web.
Schmid, B., & Adams, J. (2008). Motivation in project management: The project manager’s perspective. Project Management Journal, 39(2), 60-71. Web.