High Performance Management
Splendid management is the background for any organization. Being a manager great requires skills in a broad range of areas; being a first-rate manager requires excellence in many of them. However, every person has strengths and weaknesses in his or her management skills. Often manager’ weakness appears in a form of inability to resolve conflicts. Every manager has them – team dysfunctions – and they can drive one crazy.
Worse than that, they can sabotage any chance your management has for success because they wear down morale and interfere with getting the job done. A manager can be a member who shoots down every idea with a roll of his eyes, or a manager who agrees on everything quickly to avoid conflict (Ciampa, 2005). A winning manager must learn how to diagnose their problems, or if conflict has flared up, be able to resolve it skilfully. In this paper we will use self-analyses to identify primary strength and primary weakness among the management skills.
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” or “I do not have time for such trifles” and so on (Ciampa, 2005). Such examples are very frequent in everyday work life and usually do not lead to productive and successful activity of an organisation. “Conflict” is a word that can have differing degrees of severity, meaning, and implication for each individual or circumstance (Hobden-Clarke, 1997). For instance, the conflict that is experienced in our current, daily lives seems unimportant in comparison to the Samurai, or those in war, who faced death on a regular basis.
However, it is still significant to extrapolate the important lessons that have been derived from such severe scripts, as these notions are still applicable in the conflict that we undergo in the workplace and life today. I think that conflict is inevitable, as each individual has unique and differing thoughts, ideas, and beliefs. The work of a high performance manager consists of ability to organize people for productive work (Ciampa, 2005). Therefore, it is significant to learn ways to minimize and manage the difficulty, in order to ensure effectual and harmonious interactions.
But when the manager has primary weakness in resolving conflicts he can not introduce tools and ways to minimize and manage conflict, while pointing to the origin of these concepts. In conflict situations such manager fails to act with an open mind and a relaxed physical and mental state and therefore can not have an approach which is non-confrontational and provide a first step to managing or avoiding conflict (Hobden-Clarke, 1997). He can not to find an approach that will enable him to convey the points in a way that an opponent will be unable to evade or refuse.