Successful management results from how well the managers manage and are managed. This is because the officials and other administrative employees do not have the resources required so that they perform the duties the managers’ assign to them (Milinori, 1997). However, they are accountable of how they use the resources and this when leadership comes in the cycle. The fact that managers get results through other people explains the point of managers having to direct and lead the people, which is the supervision process.
Dealing with human dynamics is sometimes challenging, and this is especially in the modern world where managers have a considerable number of roles. According to Milinori (1997), most managers get promotion because of their technical expertise and not the ability they have to manage others, and this leads to a conflict of interest. This is because the managers will carry on doing hands on work and learning to lead others through trial and error, which, on most occasions, turns out to be a costly affair for most organizations.
The human side of management and leadership should encompass management of human dynamics strategically and deliberately. At the same time, there should be an understanding that managers manage things and not people, for people can only be lead on what to do and not managed. Therefore, one of the aspects of the human side management and leadership is that the managers get to accept that their greatest asset is the employees and not the product or service being offered (Mercurio, 2001). This is a valuable aspect because the people who, in this case, are the employees are the source of life for any organization, for without them there is no business, and, therefore, no gains. Another thing is that those employees who feel appreciated as valuable assets of an organization get motivated leading to good customer service hence the success of the organization regardless of the product or service the company offers.
Interpersonal skills also present a substantial aspect of the human side of management and leadership. A manager, who best understands human behavior, has exceptional communication skills and values clarification stands an excellent chance to succeed in management and leadership (Ginsberg and Davies, 2007). This is a valuable aspect of a manager because the knowledge of the basic needs, values, aspirations, and motivations of different groups of people requires an exceptional understanding. Therefore, when a manager has exemplary interpersonal skills there is a likelihood of reduced tensions and seamless integration among employees.
These two aspects of the human side of management and leadership where a manager has to have good interpersonal skills, and that he leads and not manages people define management as the control. This is where leaders have to learn some difficult but authentic lessons of their own. Therefore, many complain that most struggles in a company come from upper management positions will be outdated when people portray their human side to management and leadership. This is a reminder that managers should not only have the technical proficiency but also the human touch to the situations (Ginsberg and Davies, 2007). This will ensure that not only are managers’ supervisors but also leaders and that leader’s lead by example. The value of the two aspects thus, arises from the way the managers know something and can lead by example, and this is in addition to, how well they know the junior employers to ensure seamless working. The two are thus among the important aspects of the human side of management, for it will take the leadership and good interpersonal skills to raise an organization to a higher level.
References
Ginsberg, R. and Davies, T.G. (2007). The Human Side of Leadership: Navigating Emotions at
Work. Westport, Connecticut. Greenwood Publishing Group.
Mercurio, N. (2001). Leadership With a Heart: The Human Side of Management. Houston,
Carlifornia .Wellness Institute, Inc.
Milinori, M. (1997). The intuitive side of leadership. The Journal of Quality and Participation.
20, 4 PP 74-76.
