Explain the statement on page 2, “Management has just as much, if not more, to do with negotiating interdependence as it does with exercising formal authority.” Give an example of good management practice where the manager has negotiated interdependencies instead of exercising formal authority.
This statement basically means that, managers’ are becoming more dependent on others in the workplace to assure that work is done accordingly. This allows management to get connected with their team openly and freely. The manager and the team build a working relationship to accomplish many goals and challenges within the job functions. When management steps out and allow their staff to connect with them it brings on a many changes within the workplace that demonstrates positive energy.
Management have to work with their staff in order to provide them with resources that’s necessary to complete their duties. If there isn’t guidance from management to assist the team, then majority of the failure falls upon management and not the team. When the manager and team starts to connect, the team starts to see a person and not just a boss who gives orders. The team then starts to talk more. The manager gets to learn more about issues before they become dilemmas.
This interdependence between management and staff, builds trust as the staff communications on daily jobs functions within the workplace. This allows management to build their business knowledge by knowing on a daily basis what functions and processes are taking place around them. Management interdependence also allow grounds for accountability. Many team members enjoy the ideal of having management interacting with them on a regular basis because it makes them feel as if they really matter. They also feel more compelled to complete their work duties. As it is clearly stated above, “Management has just as much,