Management, People and Teams - A Self-Reflective Analysis

This report provides a self-reflective analysis of management, people and teams from a managerial perspective. It discusses the nature of organizations, theories and principles of people management, effective communication, conflict resolution, and negotiation.

Running head: MANAGEMENT, PEOPLE AND TEAMS
Management, People and Teams
Name of the Student:
Name of the University:
Author Note:

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MANAGEMENT, PEOPLE AND TEAMS
Executive Summary:
The report refers to a self-reflective analysis of management, people and teams from the point of
a manager who puts forward his own experience in the present and the future. The report
commences with a discussion on the nature of organizations and role played by the managers in
coping with the challenges. The report also discusses the theories and the principles of strategic
management of people and its applicant leads to the enhancement of individual and
organizational performance. There is also discussion on how effective communication and
problem solving skills helps in conflict resolution and effective management of people.

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Table of Contents
Introduction:....................................................................................................................................3
Nature of Organizations and Role of Managers in Handling Challenges.......................................3
Motivation, Influence, Power and Politics......................................................................................4
Communication, Conflict and the Negotiation:...............................................................................5
Conclusion:......................................................................................................................................5
References:......................................................................................................................................6

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Introduction:
The report portrays a reflective analysis on management, people and team from a
managerial perspective. The report commences with a discussion on the nature of organization
and role of manager in dealing with challenges. There are discussions about the theories and the
principles of people management thereby explaining their application in enhancing performance
at the individual and the organizational level. There is also focuses on power, politics and
conflict. There are discussions on advantages of effective communication and skills related to
practical problem solving that ensures effective people management within organizational
contexts.
Analysis:
Nature of Organizations and Role of Managers in Handling Challenges
As far as my experience as a manager goes, the nature of the organization varies and is
categorized as natural, rational, closed and open system (Cohen, Burton & Lounsbury, 2016).
Organizations based on natural system exists within the environment, represents an informal
structure while those with rational systems remain controlled by agents, have specific goals and a
formalized structure. On the other hand, I have experienced closed system organization to have
little environmental contact as they do not entertain in taking materials, energy and information
compared to open system that have ample environmental contact points and is not only self
maintained and goal directed.
According to me, managers should have a proactive role in managing the challenges and
the risks (Duren, Dorée & Voordijk, 2015). To handle challenging situations, I took up various

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MANAGEMENT, PEOPLE AND TEAMS
functions that included communication, conflict resolution and managing performance. The
aspect of communication has enabled me to converse with the employee and understand the
reasons for misunderstanding and performance related issue. I have also tried to resolve conflict
by addressing problems directly and listening to the desires of the conflicting parties thereby
resulting in the creation of productive and positive work relations. Further, I have also tried to
manage performance by helping employees in handling workloads and thereby creating a
balance in achieving organizational goals. The functions adopted have been quite effective in
handling challenges and I believe to follow them in the future as well.
Motivation, Influence, Power and Politics
As a manager, I have always followed three basic principles for managing people. Firstly,
I tried to effectively listen and be empathetic which enabled me in creating a sense of trust and a
partnership bond (Santos & Mayoral, 2018). Secondly, the development of an action plan helped
me to motivate employees in the successful accomplishment of the task. Thirdly, the
confirmation of actions and setting of the follow up dates enabled me in setting shorter and
quicker milestones thereby assuring progress for meeting the needs of the business. Besides, I
have also tried to implement two motivation theories for driving employee performance. The
theories include:
1. Maslow’s Hierarchy of Needs: By applying this theory, I was able to understand the
needs that the employee expected to be accomplished. The needs included social, psychological,
esteem, safety and the self-actualization needs. However, I tried to meet the security needs of the
employees in terms of work and stress.

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2. Open Systems Theory: Through this theory, I was able to understand the fact that the
environmental factors were beyond my control rather what I can control is inputs,
transformations, output and feedback. It also guided me on the team performance and the means
of handling problems for maximizing success.
I experienced that power and politics are an integral part of the business and has a vital
role in employee interaction and the process of decision-making. I have seen positive power like
the employee right to decision making, supervision and reward for stronger performance to
encourage the productivity. With the experience that I have gathered, I can say that the
employees who navigates the politics seems to be more productive compared to the others.
Communication, Conflict and the Negotiation:
As far as my experience on effective communication goes, it helped me in maintaining
better relationship with the employees thereby leading to a gain in the productivity (Christensen
& Christensen, 2018). Through effective communications, I was also able to maintain diverse
workforce thereby allowing smooth working of the employees. Nonetheless, I have also
experienced conflict within the organization due to conflict of the interest, competition for
resources and conflict because of the interpersonal relationship (Hurt & Welbourne, 2018). To
overcome such conflict situation, I tried to adopt the win-win model that assures a winning
situation for all the members involved. This model has really been helpful and hence I would like
to adopt it in future (Ihnen Jory, 2016).

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Conclusion:
To conclude, it can be said that organization have acted as the means for integrating
varied activities for achievement of organizational objectives and goals. This calls for a
competent manager who will be able to provide the organization with the required factors for
accomplishment of organizational goals.

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References:
Christensen, E., & Christensen, L. (2018). Dialogics of strategic communication. Corporate
Communications: An International Journal, 23(3), 438-455. doi:10.1108/CCIJ-08-2017-
0073
Cohen, L., Burton, M., & Lounsbury, M. (2016). The structuring of work in organizations (First
edition. ed., Research in the sociology of organizations, volume 47). Bingley, UK:
Emerald Group Publishing Limited.
Duren, J., Dorée, A., & Voordijk, H. (2015). Perceptions of success in performance-based
procurement. Construction Innovation, 15(1), 107-128. doi:10.1108/CI-04-2014-0022
Hurt, K., & Welbourne, J. (2018). Conflict and decision-Making: Attributional and emotional
influences. Negotiation and Conflict Management Research, 11(3), 225-251.
doi:10.1111/ncmr.12133
Ihnen Jory, C. (2016). Negotiation and deliberation: Grasping the difference. Argumentation : An
International Journal on Reasoning, 30(2), 145-165. doi:10.1007/s10503-014-9343-1
Santos, M., & Mayoral, R. (2018). Training autonomous managers for a dynamic
environment. International Journal of Educational Management, 32(4), 719-731.
doi:10.1108/IJEM-06-2017-0156