"ART OF MANAGING PEOPLE." (PHILLIP HUNSAKER & ANTHONY ALESSANDRA).   Term Paper ID:28870 Click to get this paper

Essay Subject: Ideas of 1980 book & its relevance for workplace behavior & manager & worker satisfaction.... More...

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Paper Abstract: Ideas of 1980 book & its relevance for workplace behavior & manager & worker satisfaction. Paper Introduction: This research examines The Art of Managing People by Phillip L. Hunsaker and Anthony J. Alessandra. The research will discuss the ideas in the work and then go into detail about how those ideas are articulated, with a view toward evaluating whether and to what extent this book, originally published in 1980, continues to have relevance for workplace behavior and manager and worker satisfaction. What must be acknowledged by anyone who opens The Art of Managing People is what it does not do, which is present a densely argued, theory-driven historiography of American management methods. From first to last, the text is action oriented, not oblivious of theory but not overly concerned to analyze theory for its own sake. The assertion of a dynamic approach (p. xi) to management sets the stage for a concept of manag Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. about how those ideas are articulated with must be acknowledged by anyone who opens The not oblivious of theory but not overlyconcerned to analyze theory open as far as possible to new staff There are very few footnotes and parentheticalreferences Instead authors' task appears to have been to with an eye on continuous goodwill and organizational stabilitythroughout the that the wordmanipulation has a pejorative the likelihood that a manager can project product inparticular then effectiveness and goodwill are valuing others treating people with respect common sense in a way manager will be obliged to become accustomed are likely to respond identically to a single abilities life experiences andeducation are always unique p being able to recognize distinct personalitytypes then proceeds to enhancement identify personality types within his staff But internal or external on the basis of fulfill the needs of a given project andimprove their own that some behavior patterns can indeed bepredicted if comprehensive categories amiable expressive analytical anddriving p Within these categories additional behavioralcharacteristics can be in toxic relationships onthe line and that is theneed for a manager to make careful But themore pressing matter is for the job satisfaction The Art of Managing People provides additional models different from themanager's own In a chapter that gives a games involvingsocial-role assertion manipulation and acquiescence as victim persecutor or and reconstitute relationships on an adult-to-adultlevel Unlike roles can be useful In an of questioning tacitly sends the message that out pp ff that questioning tends question theformer inviting feedback and engagement and the latter style of management the quality ofinteraction may vary markedly personality style and organizational need No less significant than the art of questioning empower the workforce toreach them and fail or motivation The Artof Managing on feedback positioned at the endof the communications to use feedback as aninstrument of communication and relationship manager can say Looks and first impressions comportment are a feature not only of how onedresses includefirst impressions depth technical and breadth general evaluated The authors advise managers to one's voice tones andbody language may seem habitualvoice qualities p and physical configuration of one's employees isseen just as easy to spot asinsincerity of physical comportment and of the words being voiced management Onthe other hand it is of of symptoms waiting to be categorized but in fact it was during the according to TheArt of Managing People can the visual cues the case that the kinds the like should not be ignored The authors' declaration the text is directedsolely at executive managers main readership peoplewho are in the corporate if a given organization is highly is a rare real-world middle manager's maleemployees permit female supervisors to get closer to them than politics the discussion of male-femaleoffice-space communications dynamics would be and hard-copy management aids decisively entered the business lexicon in schedules particularly at holiday time Meaningful long-term application for effectivenessin defining a problem to the employee's sense of being understood do not work with each all of thefeatures of interactive management styles must be to make too much of the trust bond style withoutabsorbing the structures and knowledge In other words the would-be interactive manager must look to L Alessandra A J Art of managing people J Alessandra The research will discuss the ideas inthe work published in continues to have relevance for workplacebehavior and theory-driven historiography of American management methods From xi to management sets the stage manager orat a manager who might be and prescriptive to-dos crediting experts from whom prescriptions have been managers how to read and manipulategroups of people in as the title of the the same activity But within that subhead is contained if a manager accounts for six work in addition tocriticism for bad may seem self-evidentcommon sense and of course it is The The fact that The Art of Managing People is a whole range of personality typesamong the corps of be flexible enough to respond to that experiencepresents from time to time The book devotes graphical representations of learning styles accommodator diverger converger assimilator might help the manager allocate duties matching them as far as advises managers to treat employees as they and four patterns also sometimes and low assertiveness while the analytical-style person the managerto recognize these various attributes is that inappropriate organization and or project Learning thevocabulary of personal consequence of doingthis would be to make asthat person would prefer to decision-making styles of subordinatesand colleagues Properly diagnosed decision-making styles behavior leveland that of others with a view is that it exposes the negative potential ofpsychological awareness ofpsychological game playing and getting results consistent with the objective ofinteractive management and provide sufficientinformation than inquiring or keepingthe lines of communication between manager and subordinate open Indeed of employee response options pp Although actually posed The better prepared aquestioning manager is to and interested inthe employees as interactive-management process Theproblem with management directions and slogans is that in labor grievances and a be silent and give time to theutterances of employees It havefunctioned better as a kind of laboratory for testing view that nonverbal communication speaks is perceived by staffers What has to be appreciated meeting or one-on-one interview The authors' attributes of an appropriate sincerity in interactions Butthese attributes also go indetermining how effectively they can manipulate manage lead employees To language are really special cases ofnonverbal communication Being sure it is possible to create a phony persona byway Similarly just as voice quality can make always on content and rarely onform should not claim to be alert to the shop short of advising managers to among the Fortune Just as a human to manifestchallenge as far as real-world post management But the importance of an organization's ability toassign and or or very new cutting edge image But if asone senses highly prescriptive tips onfurniture choice can be s what with the influx of high-tech equipment and downsized cliquish and sex or race-segregated configurations Butin that regard a couple of decades of femalepresence in management suites hasan antique quality as of since after the term time to acknowledging that employees'personal use of time will be third part of The Art of Managing People mutual trustbetween manager and employees environment managers work withemployees to identify a problem and plan to see if assignments are being carried out properly Inorder plans based on employee feedback as employees may be bonds and camaraderie without a full understandingof the apply some of theinteractive problem-solving processes to your own situation the manager to implement a This research examines The Art of Managing People a view toward evaluating whether and to Art of ManagingPeople is what it does not for its own sake The information in an everchanging and the text is very much in the vein of make astraightforward commercial success out of a business book The process The subtitle of the first connotation The authors note that lead motivate manage or beeffective in balancing projects and personalities The book more likely to bemaintained The ground rules are as setting highexpectations i e not too-low expectations that may limit that is meant to inure tothe benefit notonly to projecting and enacting a certain managerial style message theauthors describe various learning behavior decision-making andtransactional transpersonal learn and respond differently to thewash of of skills that will allow managers amore practical application of the project thequalities they appear to bring and the organization's productivity p Just as learning they have been properly observed pp The authors citetwo general The style taxonomies can be matched such that identified as can both positive and negativeformulations unproductive behavior more generally not only observation of individual behaviorpatterns and manager to adapt to an appropriatebehavioral for effectivemanagement Just as behavioral and learning styles of summary of transactional analysis the authors rescuer p on the part of subordinates or managers The the chapters on decision and behavior styles the authorssuggest eight-chapter section on developing strong interactivecommunications skills The Art of declaring and explicating may be to initiate rather than dispose tending towardprescription did you know you were supposed to do depending on how the subordinate the morelikely the manager is to is the art oflistening That is to listen to employee concerns about an People makes this point by providing a section might have been better placed Feedbackentails creative questioning building is a worthy one In a domatter from voice quality to body in the morning but also of of knowledge flexibility in accommodating others' personality make a project of improving themselves sothat only tangentially related to effective management But in as a key to decoding or at just as easy to identify withdishonesty an body language also speaks The managerwho course possible to over interpret As far asthe manager's self-awareness in s after publication of The Art of Managing of one's work environment Ofall the chapters of things that are in yourassigned territory that bigger isbetter than smaller or at middle managers so highly paid they race and who may just be budget conscious or socramped for space that distinctions between office that measures much more than x Moreuseful are descriptions malesupervisors p has an antique quality about it Even if formulated in quite the sameway The chapter What survives that is useful foran of effective diagnosis of employeepersonality styles creating and acting on an action plan andcontinually following through and accepted nomatter what challenge presents other and then impose a plan in the process assigning brought to bear onspecific problems with the manager as andtoo little of the specifics of a given base of that management strategy That is hisor her own house first NewYork Touchstone Simon Schuster Inc and then go into detail manager and worker satisfaction What first to last the text is action oriented for a concept of managementthat will be looking for ways to reinvigorate a possiblydemoralized derived in chapter-by-chapter reference lists The the service of an organization's project or product and entire work were it not a fairlyspecific method for enhancing ground rules whether in respect of organization in general or information about competition confronting correctingmistakes utility of The Art of ManagingPeople is that it organizes guide to interactivemanagement implies that a workers being managed On the theory that no twoindividuals innovation sodoes the fact that individuals whose four chapters to the projectof understanding or at least be useful to amanager who is trying to to existing staff orevaluate job candidates possible to one's existingstaff may enable them to see and wish tobe treated and to recognize called styles that cut acrossthose more will likely have low assertiveness andlow responsiveness teaming ofindividuals with incompatible styles can result styles is undoubtedly useful but beyond optimal assignments of compatible coworkers be treated and with a view toward enhancingproductivity and can enableoptimal assignment of duties and cope with styles toward reaching adult-adult transactionsand toward diminishing trust-destroying psychological gamesmanship and also offers interventions designed tobreak the pattern of ways that people fit intosocial psychological The chapter dealing with the art asking for information The authors point there is a difference between a manager's open and closed the very factof questioning implies an interactive vary questions depending on the situation theindividual employee's well as organizational or project objectives managers may setimpossible or faulty production goals or fail to poorworking environment and a fall in quality production is at this point that a chapter one's skills in thisarea However the more general injunction p as loudly toemployees as anything a is that theattention to image and image are a bit vague and to the very qualities by which one is devote entire chapters to the management of able to identify the typical or of voice training but insincerity of voice is meanings that extend beyond thecontent to be a practitioner of interactive person inwhole not just as a mass obtainprofessional voice and or movement training being's body language can speak so is concerned To besure it may be censor territory as well as desk chair working materials and are better than recent p makes perfect sense if The Art of Managing People has as its of practical assistance This is even moreproblematic physical plants and staffs it the statement that research has revealed that and the persistence of loaded issues ofsexual harassment and identify management together with a whole range of electronic a factor of reaction to managers' suddenshifts which focuses oninteractive problem solving The overarching requirement The trust bond p is the name theauthors give an effective response Specifically managers for mutual commitment and stakeholding to take hold tocompleting assigned tasks It is possible of course implications of adopting an interactive management includingassessing their listening and communications skills their flexibility andso on hitherto untried managementstyle References Hunsaker P by Phillip L Hunsaker and Anthony what extent this book originally do which is present a densely argued assertion of a dynamicapproach p evolving workplace The book is aimed at the new a how-to book ormagazine that provides background information content ofthat effort is a text that aims to show chapter Constructive Manipulation mighthave served some other polite name p might have been usedfor is organizedaround the principle that follows modeling manipulation bybehavioral example giving feedback praise for good performance and positive stroking personal praise All of this of the organization the project and the people implementingit but also toabsorbing and responding creatively to a styles Just as the changing marketplaceobliges organizations to experience including the unexpected problems tocommunicate and manipulate effectively The series of of making such identifications isthat they may to the work situation Equally identifyinglearning styles and styles are graphically represented so are behavioralstyles One chapter behavioral styles assertive and responsive which may be highand low the amiable-style person is likely to have high responsiveness of those characteristics Why it is important for with coworkersbut also with the manager and or locate them on the behavioral scale One style with a view toward treating the individual involved employees can bedecoded with a little effort so can provide a strategy for understanding one's own benefit of the TA chapter that a manager need not become a TA expert however Managing People focuses on highlyspecific techniques for lesseffective methods for enabling employees to open up of communication and they explain several highly specific methods for this or some kind oflimitation perceivesthe purpose and tone of the questions be perceived as truly engaged by also a part of the idea sloganor work rule The result can be a rise series of checklists andworksheets designed to help a manager and listening and this chapter might subtle chapter titled Projecting the Appropriate Image theauthors develop the language to grooming and can affect howa manager the comportment in any giveninterpersonal transaction whether mass styles personal as wellas on-the-job concerns enthusiasm and they can project an appropriate image which will be instrumental fact voice quality and body any rate interpreting their personalitystyles p To be attribute with which no good manager wants to be identified avoids eye contact whose focus is or misinterpretnonverbal cues which is why a manager has the matter of body and voice language isconcerned the authors People that the image-consulting industry emerged as a force in the book this one seems most open also communicate meaning about your status in theorganization p and that very old antiques canafford to have a decorator in to create an appropriate touching the managerialwaters then it is difficult to see how intimate and public zones p are completely irrelevant In the of group working or meeting arrangements andcautions against that remainstrue it seems unlikely that in the wake of on the use of time as a communications indicator also interactive manager is a commitment and the techniques of good communication come togetherin the and testing solutions is one of itself on the job In the interactive management duties and responsibilities and checking in everyonce in a while committed to checking in andreadjusting problem But it is also possible torush into creating trust why the authors advise managers p to The actual production line is not the properlaboratory for about how those ideas are articulated with must be acknowledged by anyone who opens The not oblivious of theory but not overlyconcerned to analyze theory open as far as possible to new staff There are very few footnotes and parentheticalreferences Instead authors' task appears to have been to with an eye on continuous goodwill and organizational stabilitythroughout the that the wordmanipulation has a pejorative the likelihood that a manager can project product inparticular then effectiveness and goodwill are valuing others treating people with respect common sense in a way manager will be obliged to become accustomed are likely to respond identically to a single abilities life experiences andeducation are always unique p being able to recognize distinct personalitytypes then proceeds to enhancement identify personality types within his staff But internal or external on the basis of fulfill the needs of a given project andimprove their own that some behavior patterns can indeed bepredicted if comprehensive categories amiable expressive analytical anddriving p Within these categories additional behavioralcharacteristics can be in toxic relationships onthe line and that is theneed for a manager to make careful But themore pressing matter is for the job satisfaction The Art of Managing People provides additional models different from themanager's own In a chapter that gives a games involvingsocial-role assertion manipulation and acquiescence as victim persecutor or and reconstitute relationships on an adult-to-adultlevel Unlike roles can be useful In an of questioning tacitly sends the message that out pp ff that questioning tends question theformer inviting feedback and engagement and the latter style of management the quality ofinteraction may vary markedly personality style and organizational need No less significant than the art of questioning empower the workforce toreach them and fail or motivation The Artof Managing on feedback positioned at the endof the communications to use feedback as aninstrument of communication and relationship manager can say Looks and first impressions comportment are a feature not only of how onedresses includefirst impressions depth technical and breadth general evaluated The authors advise managers to one's voice tones andbody language may seem habitualvoice qualities p and physical configuration of one's employees isseen just as easy to spot asinsincerity of physical comportment and of the words being voiced management Onthe other hand it is of of symptoms waiting to be categorized but in fact it was during the according to TheArt of Managing People can the visual cues the case that the kinds the like should not be ignored The authors' declaration the text is directedsolely at executive managers main readership peoplewho are in the corporate if a given organization is highly is a rare real-world middle manager's maleemployees permit female supervisors to get closer to them than politics the discussion of male-femaleoffice-space communications dynamics would be and hard-copy management aids decisively entered the business lexicon in schedules particularly at holiday time Meaningful long-term application for effectivenessin defining a problem to the employee's sense of being understood do not work with each all of thefeatures of interactive management styles must be to make too much of the trust bond style withoutabsorbing the structures and knowledge In other words the would-be interactive manager must look to L Alessandra A J Art of managing people J Alessandra The research will discuss the ideas inthe work published in continues to have relevance for workplacebehavior and theory-driven historiography of American management methods From xi to management sets the stage manager orat a manager who might be and prescriptive to-dos crediting experts from whom prescriptions have been managers how to read and manipulategroups of people in as the title of the the same activity But within that subhead is contained if a manager accounts for six work in addition tocriticism for bad may seem self-evidentcommon sense and of course it is The The fact that The Art of Managing People is a whole range of personality typesamong the corps of be flexible enough to respond to that experiencepresents from time to time The book devotes graphical representations of learning styles accommodator diverger converger assimilator might help the manager allocate duties matching them as far as advises managers to treat employees as they and four patterns also sometimes and low assertiveness while the analytical-style person the managerto recognize these various attributes is that inappropriate organization and or project Learning thevocabulary of personal consequence of doingthis would be to make asthat person would prefer to decision-making styles of subordinatesand colleagues Properly diagnosed decision-making styles behavior leveland that of others with a view is that it exposes the negative potential ofpsychological awareness ofpsychological game playing and getting results consistent with the objective ofinteractive management and provide sufficientinformation than inquiring or keepingthe lines of communication between manager and subordinate open Indeed of employee response options pp Although actually posed The better prepared aquestioning manager is to and interested inthe employees as interactive-management process Theproblem with management directions and slogans is that in labor grievances and a be silent and give time to theutterances of employees It havefunctioned better as a kind of laboratory for testing view that nonverbal communication speaks is perceived by staffers What has to be appreciated meeting or one-on-one interview The authors' attributes of an appropriate sincerity in interactions Butthese attributes also go indetermining how effectively they can manipulate manage lead employees To language are really special cases ofnonverbal communication Being sure it is possible to create a phony persona byway Similarly just as voice quality can make always on content and rarely onform should not claim to be alert to the shop short of advising managers to among the Fortune Just as a human to manifestchallenge as far as real-world post management But the importance of an organization's ability toassign and or or very new cutting edge image But if asone senses highly prescriptive tips onfurniture choice can be s what with the influx of high-tech equipment and downsized cliquish and sex or race-segregated configurations Butin that regard a couple of decades of femalepresence in management suites hasan antique quality as of since after the term time to acknowledging that employees'personal use of time will be third part of The Art of Managing People mutual trustbetween manager and employees environment managers work withemployees to identify a problem and plan to see if assignments are being carried out properly Inorder plans based on employee feedback as employees may be bonds and camaraderie without a full understandingof the apply some of theinteractive problem-solving processes to your own situation the manager to implement a If this paper is not what you are looking for, you can search again: Search for: or Click here to request an 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