Interpersonal Skills for Effective Management

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  • Topic: Management, Management styles, Interpersonal skills
  • Pages : 7 (1952 words )
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  • Published : March 29, 2011
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Interpersonal skills for effective management

What really is management? And what are interpersonal skills?

Management is a process that a manager/leader performs while governing an organization or a particular department in an organization. There are no definite qualities a manager possesses. But a vital skill a manager MUST possess is "interpersonal skills". Interpersonal skills basically deal with "communication" skills. However, interpersonal skills do not constitute just communication skills. It deals with other skills such as leadership, co-operative skills, negotiation skills, etc. An effective manager usually possesses these rather "unique" skills.

Former NAACP President Bruce S. Gordon has said "I believe that any organization that's going to be effective will only be effective if the board and the CEO are aligned and I don't think we are aligned" (Gordon, 2007). He resigned from office after only 19 months due to clashes with the board over management style and the group's mission.

To be an effective manager a manager must have superior ‘negotiation skills’. Negotiation skills are conversations between two or more people or groups, with the goal of reaching a resolution so that both parties are satisfied with the outcome. Most of us usually use these skills on a daily basis without even realizing from our personal relationships to our work life. We learn these skills from a young age, but an effective manager has these skills on a more advanced level. Most managers usually are educated and/or trained on negotiation principles so that they can effectively perform them in their managerial role(s).

The huge number of Indian workers staffing the world's tech firms and call centers has given some employers the impression of India as a nation of 1.1 billion software engineers. But only 1 in 4 engineering graduates--and 1 in 10 graduates in other disciplines--is considered employable by multinational firms. While many graduates possess cutting-edge technical knowledge, their interpersonal and communications skills lag far behind. A study by the National Association of Software and Services Companies, India's leading software and outsourcing industry organization, forecasts a shortage of half a million IT professionals by 2010, largely because of a lack of grads with the "soft skills" needed to fit into a cosmopolitan work environment (Singh, 2008).

A manager deals with several varieties of tasks as well as people. Negotiation skills come in handy for the latter, specially. These negotiation skills that they encompass will assist them in gaining the best possible outcome in a variety of areas for the business.

“Excellent negotiators are able to identify a wide variety of options to meet the interests of both parties” (Lewicki, citied by Vengel, 2008). "The more options that are generated, the greater the chances that one of them will effectively reconcile the differing interests of the parties." (Fisher and Ertel, citied by Vengel, 2008)

“Successful negotiators do not rush to agreement. They explore any unclear areas in the agreement or any reluctance by the other party” (Rackham, citied by Vengel, 2008).

Like negotiation skills to be an effective manager a manager must be able to ‘network’. Networking is the technique of building and sustaining positive relationships with people whose help may be needed to put into practice one’s work plan. Good managers execute their work plan by working with a variety of people inside and outside the business.

On his way to a meeting, a GM bumped into a staff member who did not report to him. Using this opportunity, in a two-minute conversation he (a) asked two questions and received the information he needed, (b) reinforced their good relationship by sincerely complimenting the staff member on something he had recently done, and (c) got the staff member to agree to do something that the GM needed done.

In Kotter’s example, the GM was getting things...
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