Managerial Etiquette

Topics: Interview, Evaluation, Management Pages: 7 (2512 words) Published: April 14, 2007
Managerial Etiquette


Today's competitive job market demands qualified and skilled manager. Among the many responsibilities of a manager, managing people demands a high level of expertise and professionalism. The manager's manners, which include business etiquette, protocols, codes of conduct, communication and interpersonal skills, and adherence to internal and external policies and procedures, dramatically influence managerial success. Managerial manners are essential aspects in successful interviewing, hiring, motivating, and evaluating.

The Manager's Manners

In today's rapidly changing workplace, the manager has a variety of challenges. Successfully overcoming these challenges offers the manager increased earning potential, additional career opportunities, and a greater sense of accomplishment. Companies want to hire men and women who can effectively manage others. According to three independent studies, 85% of professional success depends on "people-skills" and the rules of corporate etiquette. (Mitchell, 1996, p.43) The manager's ability to effectively supervise is inherently linked to his or her communication and interpersonal skills. In the business world, rank and titles imply managerial responsibility, mirroring a military structure. Those of rank must demonstrate both people-skills and business etiquette in order to meet the three responsibilities of interviewing and hiring a candidate, motivating an employee, and evaluating an employee's performance. These responsibilities require a manager to adhere to the internal written and unwritten codes of conduct, generally accepted business protocol, as well as policies and procedures required by external influences. Manners in the context of business etiquette "demonstrate that you possess self-control, that you are civilized, and that you care about and are capable of respecting others… etiquette and good manners set out the ‘grammar' of social interaction." (Fox, 2001, p.9) Managing others requires a supervisor to have the skills, personal characteristics, and manners that allow him or her to maintain order and control while consistently reaching company objectives. Mutual respect is the foundation of this effective supervisor-subordinate relationship. "Why is respect so important? Because showing (and earning) respect brings results…The best companies look for managers who score high in people-related skills - managers who can't wait to train employees and inspire them to do their best." (Post, 1999, p.200) Mutual respect between the supervisor and employee begins during the interview process. In today's competitive job market, employers must concern themselves with increasing the odds that the qualified candidate will accept an offer. Today's employees recognize that: a) the company needs someone, and b) the company hopes you are the person they are looking for. Job-market realities offer the qualified candidate more options and greater leverage in the process. The supervisor and others involved in the interviewing process must familiarize themselves with the many dos and don'ts of interviewing. (Mitchell, 1996, p.44) In the battle for the highly skilled and qualified candidates, a manager's decision to follow the rules of interviewing may determine whether a candidate accepts or refuses an offer. The first rule of interviewing candidates is being prepared. Interview expert, Ann Dobson (1996), insists "Always remember that a well structured interview is a successful interview… As an interviewer you do not need to learn your lines but you do still have to give a considerable amount of thought and preparation to the interview about to take place." (p. 18). Before the candidate arrives for the interview he or she should have received a copy of the job description, directions to the interview site, and any other pertinent information. The supervisor and other interview participants should discuss, ahead of time, the content of the meeting...

References: Bacal, R. (2004) How to Manage Performance: 24 Lessons for Improving Performance. New York. McGraw-Hill Professional.
Bruce, A. & Pepitone, J. (1999) Motivating Employees. New York McGraw-Hill Professional
Cook, M
Daniels, A. (2000) Bringing Out the Best in People: How to Apply the Astonishing Power of Positive Reinforcement. New York. McGraw-Hill Professional.
Dobson, A. (1996) Conducting Effective Interviews: How to Find Out What You Need to Know and Achieve the Right Results. Plymouth, U.K. How To Books, Ltd
Fox, S
Gouldson, N. (2005) The pitfalls of X-Factor-style interview techniques. Retrieved January 26, 2007 from
Hawley, C
Kirkpatrick, D. (2006) Improving Employee Performance Through Appraisal and Coaching. New York. AMACOM Books.
Mitchell, M. & Corr, J. (1996) The Complete Idiot 's Guide to Etiquette. New York. Alpha Books.
Post, Peggy & Post, Peter
Salmon, W. (1999) The New Supervisor 's Survival Manual. New York. AMACOM Books.
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