No matter how big or small is the organization, managers are considered to be the link between the senior management and the employees. Recent studies have shown that employees look to their immediate, managers to get important information they need about their role, the developments that are taking place in the organization. And organizations know that the only way this relationship will hold ground is through good communication as it is lifeline of any organization and they are going out of their way to make sure that managers and the employees connect.
Communication keeps the team running and the only way it can succeed is if both parties take an effort to work on it. Lack of communication, or even worse, no communication, can cause frustration within the staff. This can lead to a low morale and ultimately impact productivity. In order to make sure that there is smooth functioning between the two firms are initiating different measures like imparting various training programs and skills enhancement programs for them. Apart from the regular sessions of brainstorming, they also conduct informal sessions with the managers and the employees. Informal gatherings help in achieving certain targets and also help in improving the communication levels between the employees and the managers.
After reaching a certain position, organizations find it a little difficult to reach out to every employee and hence count on the team managers to help them in doing so. And to help them do so, they initiate methods to ensure smooth flow of information across the employees. Employers must create the right environment and culture for the employees to interact, where the question of hierarchy does not arise. Employees are encouraged to proactively raise issues for the company to resolve them. In the entire process, the manager becomes an important part of the system where all matters come through him/her.
One of the initiatives taken in an organization is a New Manager Assimilation initiative wherein the entire team gives their feedback under a trained facilitator, which is fed back to the manager. They also have a â€˜Supervisory Skills Programs, which equips employees with the basics and helps in transitioning from being a subordinate to managing a team. The organization also conducts a â€˜Personal Effectiveness Programâ€™ wherein employees across both sides of the table are encouraged to learn how to be more effective in their roles, and one key aspect is communicating with their manager and colleagues to get work done.
Another organization has a Leadership Development Program wherein they identify young and promising leaders and induct them to an eighteen month development program, which includes managerial skills and communication training.
All new managers must go through a program called â€œLeading at Tescoâ€™ as this program helps in developing people management skills and business and social etiquette skills. They also follow the â€˜Tesco Leadership Development Frameworkâ€™, which has been developed by the Tesco.
It is the ability to understand, motivate and get along with other people. It is equally important at all levels of management. Middle managers who can understand, motivate and get along with supervisors are sure to be effective. The same is true of supervisors who relate well to their subordinates and superiors. Activities requiring human skill include communication, leadership and motivation. The application of human skill may involve persuading office staff to save money on stationery or motivating the sales force to meet sales targets.
Conceptual skill is the ability to comprehend abstract or general ideas and apply them to specific situations. Managers with conceptual skill understand the complexities of the overall organization, including how each unit contributes to the accomplishment of the firmâ€™s purposes. The most successful firms are good at tapping the conceptual skill of people at all the management levels. Conceptual skill is especially crucial for top-level executives, who must keep the firmâ€™s purpose clearly in focus. The farther down the organization levels, the less one finds the need for conceptual skills. Middle managers need a moderate level of conceptual skill while supervisors typically have relatively less need as they are usually given fairly specific guidelines. Application of conceptual skill may involve suggestions for entering the international market or starting a new product line.
In the end, the only thing that matters is that the manager and the employee are on the same page and organizations say that these programs help them make a difference as it means effective operations without too many glitches.