No matter from the perspective of individuals, groups or organizations, managing people is usually a focus of their study. Since managers and leaders faces challenges from rapid change, economic uncertainty, and competition, and one key way to survive is to efficiently managing employees (Natoli 2012, p. 10). This requires not only practical experiences but also suitable theories that are able to explain those experiences explicitly (Griffin & Moorhead 2011, p. 25).
This paper focuses on the managing behavior observation and theory application. The first part describes a case of a manager in a group that I have had the chance to work with and observe. The second part consist of several theories that could help readers to understand the case, answering questions such as how the theory explain the managing behavior and how effective the manger is.
In sum, in the analysis of my personal experience working with an office manager it is understandable that how people perceive their role in work and how managers exercise their power are two key elements to manage people efficiently and effectively (Hunt 1986). In my case the manager did a good job to run the office and manage her staff in the way that she was able to solve the problem of role ambiguity and change some wrongdoings by her power. Of course there are many other aspects of managing people, such as leadership, group culture and managing conflict, which also deserve further discussion and practice (Dixit 2001, p. 520).
Furthermore, role ambiguity not only influences performance but also reduces an employee’s effectiveness, which render as a problem in managing people. Previous studies have demonstrated that role ambiguity causes a host of dysfunctional job-related problems (Chen, Mao, & Hsieh 2012, p. 719; Timothy & Christopher 2012, p. 75). Organizationally, managers who would like to increase the effectiveness and efficiency often emphasize to increase staff’s understanding of what they should do and what goal they need to reach. Because staff who do not have a clear idea about their roles feel hesitate to do tasks because they is not sure if the task was something sensitive or important that they had better not to get into. Also, in my case I received negative feedback from other colleagues such as “what you just did was inappropriate” from times to times, which frustrated me to keep going. Therefore, a successful manager will make sure that a explicit clarification of duty exists (Floyd & Lane 2000, p. 154; Bauer 2002, p. 10).