Part 2

CHAPTER 5 - REVIEW - Relationships and Roles

We have now reached the complex concepts of human relationships. No individual or group can exist without forming relationships. The nature of these relationships affects human behaviour, – and a clear understanding of them is an essential part of management.

In this chapter we have identified elements of behavioural criteria, and categorised descriptions of them. This is an area in which precise definitions and interpretations of the attributes of behaviour are essential. Judgements of relationships and behaviour often revolve round terms such as the ‘right’ sort of person. Judgements of performance by managers are often on the basis of how many hours people work, how obedient they are or how rarely they challenge accepted practices. We have also considered the concept of roles and shown that most people are involved in many roles, which are constantly changing. Roles depend on the relationships that are associated with them, – and these roles and relationships interact and are constantly changing over time.

CHAPTER 6 - REVIEW - Specialisation, Power, Groups and Teams

We have now moved on from the study of individual relationships to that of groups and teams. The usual reason for specialisation is that it increases efficiency.

            We have also explored the concept of power, and attempted to relate it to scientifically accepted definitions. The analogies are not precise, – but what they do show us is that there are number of different meanings of power even in the strictly scientific interpretations of the term. We should therefore always be clear, – at least in our own minds about which interpretation we are talking. We have also seen that concepts of power apply to individuals, groups, and organisations.

            We have also considered the concept of teams, their structure and operation, and have identified the fact that teams should be self-sufficient. In other words once their objectives have been set they should be controlled internally within the team, and the only external control should be to review the performance of teams and their objectives.

Conductors use directed conduct towards the orchestra and audience. Their performance is exemplary — an example to everyone. Their attitude towards the orchestra is dominant, but their sensibility towards the players and the music is sympathetic.

Cracking a thousand nuts with a hammer requires the exerted power (not too much at a time) of the hammer, the potential power to crack very large nuts (if necessary), and the endurance power to keep on cracking.

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