ARTICLE REVIEW 5
Current developments inmanagement article review
Lately, impressivedevelopments in the field of management have been underway in manycompanies and organizations. To understand recent trends bydevelopments in the field of management, Monique Valcour articleif you are not helping people develop, you are not managementmaterial in theHarvard business review, discusses how critical managers are to thesuccess of firms today. According to her, employee retention is anall time development that cannot be underestimated (Monique, 2014).Skilled managers have to be constantly developing new ways ofretaining and training their employees if they want to be successful.
Like Rue & Byar (2012),this article outlines essential skills for successful managers atthis time and age. Monique presents vital and fundamental managementprinciples that remain timeless despite the changing managementworld. She also manages to capture new developments in managementmaking it possible for modern managers to understand what is requiredfrom them. The first thing that Monique mentions is the need to helpdevelop employees, not because they cannot function withoutdirection, but because managers have a role to play in talentmanagement. Current management is no longer about leading people toany field, but guiding them to connect with a field in which they aremost talented. The comprehensive career management systems that oncefunctioned on long-term employment expectations gluing employees tocontracts are long gone. The manager-employee relationship is a newbuilding block in place of the employer-employee contract (Monique,2014). This relationship is a building block that promotes learning,innovation and developments for the employee and the firm.
This article outlinesqualities that good managers vs. bad managers and their impact on theorganization. Good managers are friendly, attract candidates, engageand retain candidates, drive performance and play a key role inmaximizing employee contribution to the organization (Rue &Byer,2012). Bad managers are bossy, ruling, demanding, drag all over, costthe firm millions and miss employee contributions leading to moredamage than gain. Since the time a candidate is hired, their bossbecomes the most important person in their field. According to Dibble(1999), employees look up to their bosses for learning anddevelopment as a sustainable part of their career growth. This bosseswho are managers become the most important developers and mentors.Their influence has a great impact on an employee’s jobperformance.
Managers contribute largelyto the organization in terms of turnover and retention as well. Theyare the reason why employees quit their jobs due to poorrelationships for instance. A manager who does not take interest inrelating well, developing an employee, deepening their skills andvalidating their contributions is difficult to work with. Though thefirm may have all the modern technologies and facilities to make anemployee productive, with bad employees, the work environment stopsbeing conducive. As a result, establishing strong and goodrelationships is the most sought after quality for managers by firmstoday. Good managers are great developers argues Monique (2014). Theyfocus on getting the best from their team members. Excellentperformance and helping members grow always is a priority for them.The best managers harness employee strength, passions, interests andcreate greater value to the organization.
In my opinion, though thisarticle does not necessarily talk about obvious current developmentsin management like use of technology, it makes you realize thatmanagers have so much more to offer. The presence and impact ofmanagers counts at the end of the day. What they instill on employeesis what determines how a company will move on or collapse. With theirwisdom and application of management skills, a firm can withstandanything but without effective application of their skills, evenmodern technology cannot save the company.
Dibble,S. (1999). Keepingyour valuable employees: Retention strategies for your organization`s most important resource.New York: Wiley.
Monique, V. (2014). “Ifyou’re not helping people develop, you’re not managementmaterial,” Harvardbusiness review,retrieved fromhttps://hbr.org/2014/01/if-youre-not-helping- people-develop-youre-not-management-material/
Rue, L. & Byars, L.(2012). Management:Skills & Application14thEdition, Mc Graw hill, higher learning education, business&economics.