ETHICAL MANAGEMENT - EFFICIENT MANAGEMENT
TIME TO CHANGE PARADIGM !
The double duality of a work organization
Double take!
The peculiarity of the manager's position is that, more than for any other worker in a business company, one must simultaneously integrate two distinct social spheres: the team which the manager pilots and the social group this team constitutes. In other words, one must deal with two types of seemingly paradoxical interactions:
i.Hierarchical: in which being a manager, one seeks to establish with collaborators a professional relationship founded on organizational positioning: the manager decides and gives orders.
i.Social: in which being a social individual, one seeks to establish a relationship founded on affects. Acceptance is the objective of this social quest.
In order to develop as a serene1 and efficient manager, one must treat both types of relationships with equal importance and simultaneously. For instance, one must be able to lead the team without being overly authoritarian. This would result in creating a difficult social relationship with collaborators. At the same time, one must manage the team without being overly friendly (or needy!). This would result in abandoning the manager's leading role
The history of management studies is rich in theories. However, this peculiar socio-professional articulation is invariably analyzed with respect to dominant social ideologies, if not in the light of some politically correct reference. Unfortunately, our modern societies deal with both otherness and synergy concepts with equally great difficulty. Actually, our cultural references lead us to think that a manager must be some kind of super-(wo)man who should manage either with authority or charisma. Such demand is of course unrealistic and counterproductive. We will clarify the differences which exist between charismatic personalities and leadership capabilities. We will see that they are the expressions of two different social levels which should not be confused with one another, and that if a manager's job requires effectively some matured existential qualities it also requires specific managerial competencies. These managerial competencies must be spelled out, learned and applied. With Expert 5ATM, we will explore these competencies and uncover their characteristics and usefulness. Prior to studying these new concepts, let us go over the two types of relationships encountered in a productive organization in more detail.
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