The ABC Manager-How to Manage People More Effectively in Today’s Challenging and Demanding Work Environments

Abstract

Managing people well is paramount to achieving goals and objectives at work. This paper investigates and provides a deeper understanding of what positive effects knowledge and application of the concepts of attitude and behaviour can have on managers and therefore the people they manage. The results show that people skills are positively affected by the attitudes and behaviours managers develop and apply. The outcome of a literature review suggests that social psychology plays an important role in establishing how attitudes and behaviours are formed at work and the effects these have on how people think, feel and ultimately act. Outputs from a focus group meeting with practising social psychologists suggest an effective attitude, behaviour and competence skills set that, when applied appropriately, could make the difference between average and superior performance. It is suggested that people skills on their own are no longer adequate to improve the performance levels of people. The outcome of this research is applicable and relevant to managers in any working environment such as Construction, IT, Finance or Consultancy. The proposed skills set of what makes an effective attitude, behaviour and competence (ABC) manager can be universally applied although some modifications may be necessary to meet the needs of cultural diversities.

Is Performance Improvement possible by generating high levels of Focus in Individuals to create Flow?

“…They need to have a back-up plan with positive re-enforcements. It appears that acquiring a new skill requires some changes in people's attitudes and associated behaviours (Fisher and Santana Gonzalez, 2013). Managers need to influence their staff in such a way that this unfreezes the values and beliefs people hold.…”

Managing people more effectively: Challenges and best practices

“…This means that managers have increased levels of responsibilities for their team members. 6 The front-line managers (FLMs) now a days perform a dual role, that of the manager motivating juniors, and the HRM role which do not operate independently. FLMs need well designed HR practices to manage their people in order to motivate them and deal with performance issues.…”

“…Organisations need motivated and productive people to carry out their responsibilities efficiently and therefore ensure that the organisation maintains profitability. 6 Hence, people management https://doi.org/10.18231/j.jmra.2021.004 2394-2762/© 2021 Innovative Publication, All rights reserved.…”

What do Social Processes mean for Quality of Human Resource Practice?

“…ell implemented human resource practice (HRP) is linked to increased performance (Huselid, 1995;Kuvaas, 2007), innovation (Ceylan, 2013), physical and psychological well-being for managers and employees, and a decrease in turnover rate and absenteeism (Huselid, 1995;Buhai et al, 2008;Søndergård Kristensen, 2010). Hence, HRP is important for company performance, and managers can make a difference by using their skills and personal competences (Fisher & Gonzalez, 2013). In Nordic countries like Denmark where the minimum salary is high, it is especially important to optimize company performance during periods of economic growth as well as during economic crisis.…”

“…This can include the financial situation, national laws, and company politics regarding working conditions (Nielsen, 1992;Pedersen et al, 2012). On the micro level, social relations and interactions between managers, employees, and the firm have a significant impact on HR-performance (Fisher & Gonzalez, 2013). Hence, the quality of HRP can be defined as a social process that is linked to company performance.…”