Task Management & Interpersonal Skills
Success in the organizations demands task-management and interpersonal skills of the managers and executive employees of the business entity. One of the essential task-management skills is being able to clarify attitudes, values, and feelings thus seeking the opinion of the employees and other stakeholders. Other key elements of the task-management skills for the development of the organization within the market and relevant industry of operation include initiating, energizing, elaborating, coordinating, orienting, detailing, information seeking, recording, and challenging (Thompson, 2011). These elements and key skills are essential in enabling the manager to manage the resources, events, and individuals of the entity effectively and efficiently.
Interpersonal skills are also essential in the achievement of the goals and objectives of the business entity thus they duty of the manager should focus on the integration of the skills into the management process. Some of the key elements of interpersonal skills in relation to effective management of the business entity include encouraging, compromising, following, gate keeping, reflecting, and standard setting, and harmonizing (Thompson, 2011). These factors enable leaders of the team to lead, manage, and interact with their members in the achievement of effective management towards the completion of the project.
From this illustration, it is essential to note that team members have to incorporate interpersonal and task-management skills in the execution of their duties and functions (Gratton & Erikson, 2007). It is also essential to learn on the role of the task-management and interpersonal skills in facilitating the coordination of efforts, development of goals, and execution of the plans of the organization or team (Ibarra, 2011). Team members possessing the quality interpersonal and task-management skills are rare in the modern society. Quality integration and incorporation of the task-management and interpersonal skills indicate appropriate mechanism in the achievement of the objectives of the business entity (Avery, 2000).
References
Avery, C. 2000. “How Teamwork Can Be Developed as an Individual Skill.” The Journal for Quality and Participation (Fall) 23 (4):6-13
Gratton, L., and T.J. Erikson. 2007. “Eight Ways to Build Collaborative Teams.” Harvard Business Review 85(11):101-109
Ibarra, H. and M.T. Hansen. 2011. Are You a Collaborative Leader? Harvard Business Review(July-August) 89(7/8):68-74.
Thompson, L. (2011). Making the team: a guide for managers, (4th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
