Philosophy of managing people in higher educational settings Essay

Capability to reign a police squad effectively is one of the principal(prenominal) qualities which any professional seeking success demand to possess. However, the position of a draw look ats more show upstanding skills, and it may be very intriguing at times. According to Sun Tzu, Chinese General who lived in the fifth century B. C. , when one has wholly 5 virtues unitedly intelligence, trustworthiness, humanness, courage, sternness, each take into account to its function, then one put up be a draw (Deal, Kennedy, 1988). leadership elbow room the ability to influence other people and guide them to the success.During many centuries it has been believed that the key to success in a police squad lies in the skills of the passenger car. No company can re main(prenominal) on top unless it has an outstanding manager who guides it into the secure direction. Management of people in high educational settings is a very challenging task due to the complexity of the field of education. some(prenominal) of the general principles of management can be applied efficiently, that at the same time additional attention needs to be attached to characteristic features which are common that for educational sphere.The task of the leader in higher educational settings is to manage the mental ply in much(prenominal) a way that all the skills which the members of the mental talent possess turn out applied at their maximum. This task is very complicated because building the amiable aggroup requires more than just hiring a bunch of talented people. It means hiring people who will work well to charmher. It means developing a shared vision and commitment. It means physically bringing people together in formal group meetings for open discussion of broad-based issues.It means further positive, informal interactions between group members. It means instilling a good-natured attitude throughout the organization. It means watching for and quickly trying to annih ilate team-building problems such as jealousy, cynicism, and defensive behavior. (Building a loving team. Retrieved on November 14, from stock www. businesstown. com). The some important issue in managing the team in higher educational settings is choosing the right form of motivation for them. Since all people in the staff are different, all of them need different forms of motivation.For some staff members, only money works, and they do not get motivated by any other benefits. For others, there is nothing more important than well-disposed recognition of their efforts. Other staff members will care active the possibilities of time to come promotion in case of their favored performance. Therefore, in order to manage the staff effectively, the first task to do is to define where the needs of employees wasteweir in Maslows hierarchy of needs. After some communication with the members of the team it is easy to discover what staff members are very ambitious.They seduce a very hi gh need of esteem. They need to be praised for the work they do, get recognition from senior-level management, be aware roughly the possibilities of their future promotion, and fulfill tasks which require hemorrhoid of responsibility. These staff members are very experienced, they have already make large contributions into the universitys success, and therefore they can be motivated only through getting more and more complicated tasks to fulfill. Other staff members will not be as success- point, and not as experienced.They can be rather knowledgeable in the field of education but they do not seek promotion because they are kinda beaming with their present work. Therefore, they can be motivated by money awards and praise for their work because their needs fall into the category of belonginess and love. The next step of successful staff management in higher education setting is delimitate relationships between staff members, and making a sociogram which identifies the types of interactions within the social network. Without the knowledge of interactions between the staff members, there is no way to manage the team effectively.In order to manage the members of the team, it is useful at times to pass the approach of influencing some members of the team through other members. It is necessary to divulge the member of the team who has the strongest influence on other members because teams are normally aligned to such staff members. It is also necessary to keep up healthy socialisation in the educational setting. A healthy culture can promote identification (who we are), legitimation (why we need to do) communication (with whom we talk), coordination (with whom we work) and ripening (what are the dominant perspectives and tasks).(Davies, 1997, p. 135). The last step of managing the team is choosing the leadership modality. such styles include considerate, structuring, autocratic, democratic, laissez-faire and the like (Bjerke, 1999, p. 57). Some authors determine supporting, directive, coercive, transformational leadership styles. The most efficient styles in the majority of establishments of higher education are democratic and supportive styles, but for some types of situations autocratic and directive styles might be appropriate.For example, when the faculty leader wants to set direct goals for the staff members and make them plus their performance, it can be appropriate to use directive style. The choice of the style mainly depends on the environment in the organization and the goals which it needs to achieve. haughty and directive styles can sometimes represent some danger of faculty leaders becoming power-oriented. When managers care only about their own power, they course to choose those 2 styles of leadership.It is well-known that leadership styles can be oriented on the performance of the team or on the partake about staff members. The analysis of these theories is particularly important for managing staff members in edu cational settings. Blake and Mouton (1964) have introduced a grid in which they identified the main styles of leadership according to those 2 characteristics. orientation course on the performance of the team means that the manager is very concerned about the results which they are sacking to have in the end of the period, the extent to which goals will be met.Orientation on people means that the leader will pay lots of attention to maintaining trust in the company, establishing warm relations with all the employees, grownup them only appropriate tasks and motivating them. Blake and Mouton have come up with several types of managers based in their grid. Under the style referred to as devoid management, managers concern themselves very little with either people or results and have minimum involvement in their jobs. (Bjerke, 1999, p. 59). Such managers usually do not achieve good results because they show minimum concern about the activity of the company.Team leaders, on the cont rary, manage to combine two concern about people and achieve great performance of the company. This type of managers cannot be accepted in education settings because it prevents the faculty staff from making large contributions to the development of the educational establishment. Another style is management called farming club management, in which managers have little or no concern for results but are concerned only for people. (Bjerke, 1999, p. 59). Such companies might not have great results because employees will not be working to the fullest. dominating task managers are concerned only with developing an efficient operation, who have little or no concern for people and who are quite autocratic in their style of leadership. (Bjerke, 1999, p. 59). This type of manager is more lucky than the previous one, but it is also inefficient in the educational setting. In order to make the staff work efficiently, the faculty leader needs to choose the style combining both concern about staff members and concern about the performance of the team.It is very difficult to make the faculty function effectively, but this task can be achieved through the right choices of staff members motivation and leadership style. The field of education requires a leader with good communication skills, able to provide success-oriented policy, capable of solving all the possible problems which may arise in the team. Bibliography. 1. Alison, H. Managing people Managing Universities and Colleges Guides to Good Pratice go around University Press McGraw Hill. 2003. 2. Bjerke Bjorn. Business Leadership and Culture National Management Styles in the Global Economy.Edward Elgar. 1999. 3. Blake, R. R. and J. S. Mouton. The Managerial Grid, Houston, TX Gulf Publishing Company. 1964. 4. Building a winning team. Retrieved on November 14, from source www. businesstown. com. 5. Davies, J. The evolution of university responses to financial reduction. Higher Education Management, 9(1), 127-140. 1997. 6. Deal, T. and A. Kennedy. incorporate Cultures, London Penguin Books. 1988. 7. Garvin, David A. What makes for an authentic learning organization? Management Update newssheet from Harvard Business School 2, no. 6 (July 1) 7-9. 1993.