People-oriented managers focus more on the people who are doing the work. They are on a day to day basis interacting with not just employees but also members. They encourage employees to use all of their talents and skills and to be productive in an organization where learning is a priority.
According to (2003), people-oriented leaders ask themselves the following questions routinely:
- Do your employees consider you a great manager?
- Do you refer to yourself as a people person?
- Do you take the time to get to know the people you work with and supervise?
- Do you know their strengths and talents along with their weaknesses?
- Do you attempt to make employees fit better into an organization by identifying what people are good at and placing them in positions where they can use their strengths and talents to benefit the organization?
- Do you gain a measure of satisfaction from seeing others excel with your help?
People-oriented leaders should know their employees' strengths and talents and they place people in positions that take advantage of those positive characteristics (2003).
In addition, according to John Rey, a Seattle-based Internet management consultant, ‘the people oriented manager is likely to succeed with the following personal and professional attributes ( 2002).
1. The person has consistency of ideas but is capable of changing the mind. He/she makes decision but easily accepts the input from others, also.
2. He/she sees information as a tool to be used and not as a power to be hoarded.
3. He/she is an extrovert. Management is a people skill. It is not a job for someone who does not enjoy people.
4. The person is honest and straight-forward. His/her success depends heavily on trust for others.
Moreover, a people oriented manager is earnestly concerned for the employees of all level and at the same time he/she has maximum concern for the growth of the industry. He/she generates all learning opportunities for people in the industry through their involvement, commitment and creativity, which are the pre-requisites for a rapid growth of an organization.
Furthermore, people-oriented managers tend to have more team-oriented management styles. They are most comfortable when they are teaching, coaching, helping, communicating, advising, persuading, motivating, entertaining, guiding, leading, selling, inspiring.
In an article of (2005), for example, the General Manager of Dhamecha’s barking depot, was such a people-oriented manager. He has come to know many customers and even become his personal friends for several years. According to , “being a depot manager is a very people-oriented job because you are constantly dealing with customers, suppliers and staff.”
Being the manager, values his customers giving them the right price and good service especially with customers coming from far away. Availability also is importantly his pride.
Moreover, one of the aspects of his job values most is the autonomy he is given by head office in running the depot, and he ensures that members of his team are given as much freedom as possible to take decisions affecting their areas. Even staff working in the aisles is given responsibility for their areas.
As for being a people-oriented manager, is having a good relationship with the customers, suppliers and his staff. He also is concern of the growth of his staff giving them small responsibilities that would enable them to practice their talents and improve them as well.
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