The paper "Critical Elements of Management Subordinate Relationship" is a good example of management coursework. The aim of this essay is to explore critical elements of management subordinate relationship such as trust, predictability, and the organization. With respect to theories of Max Weber and McGregors’ Theory X and Y, the essay examines the definitions and relationships between consistent and fair managerial practices, worker trust, and motivation. Organizations are organized entities or systems with objectives and goals to maximize performance and competitive advantage for profit by engaging human capital, finances and physical resources (Dobre, 2013, p.
53). Trust is the belief that one party will act in a way; not to harm the trusting firm, beneficial to the trusting firm, reliable and respond or behave in a mutually acceptable and predictable manner (Paliskiewicz, 2010, p. 13). On the other hand, predictability is an expectation or influencing cooperation of an individual in an uncertain and risky environment to act in good faith (McGovern, 2012, p. 93). The essay obtains that organizations in which managers engage in fair and consistent practices engender motivated and trusted workers. Relationship between worker trust and consistent and fair managerial practices The most common positive characteristics required of a manager by employees are to be fair and consistent.
Consistent and fair managerial practices include employee empowerment, open communication, supportive relationships and skills development. Similarly, inclusion moderates trust climate and diversity practices (Downey et al. 2015, p. 37). On the contrary, the most despised trait in a manager is favoritism because of a common misconception of the meaning of favoritism, fairness and consistency. Tzafrir et al. (2003, p. 642) argue that openness among managers to communicate with employees to a higher degree makes employees increase their levels of trust on the managers.
Managerial tasks include facilitating, defining and encouraging the performance of subordinates. When workers build trust in their managers, they enable a clear understanding of expectations, knowledge sharing, clear communication and quality relationships. However, lack of employee’ s trust in the organization members and the environment will affect their behaviors, attitudes and perceptions (Paliskiewicz, 2012, p. 207). Management practices that give minimal independence and control of employees do not develop them to maturity as they tend to lack self-awareness or become lazy.
Although the level of mistrust or trust in the actions of managers can be reciprocated, their perceptions can impact on their treatment of employees and trust in return (Tzafrir, 2005, p. 1602). Groups or individuals of employees have the obligation to reciprocate with trust when the organization develops positive human resource activities. For example, an organization with a working environment that promotes employee feeling of comfort at work and diversity creates a high trust climate. According to Weber’ s theory of a bureaucratic organization, managers are compelled not to engage in personal prejudice and favoritism but maintain an impersonal relationship with the employees (Cheng et al.
2001). From this theory, an organization has the formal structure of legitimate authority, competence, and rules necessary for appropriate management practices. If supervisors adhere to explicit regulations and rules as well as professional competence, they will win the trust of employees. Management by standard operating procedures in the form of regulations and rules ensures consistency in both management and organizational practices (Mayer et al. 1995). For example, since personal prejudice is not a dominant consideration, employees build confidence and an atmosphere of trust in the organization.
Indeed, bureaucracy becomes synonymous with reliability, reason, consistency, impersonality and order (Cheng et al. 2001). Consistency and fairness of tested and tried procedures and rules constitute lifelong employees’ careers. Across the ragged front lines of mistrust and suspicion, managers and workers watch one another. By relaxing control over workers, managers build trust on employees (Connell & Ferres, 2003). Trust is built by managers who can be relied upon to fulfill certain obligations in a fair and predictable manner at an opportune moment.
For example, a manager who demonstrates control can institute punishment for bad deeds and due rewards for good deeds. The dimension of trust among employees’ in their managers is directly related to chosen managerial practices (Mayer et al. 1995). This shows that fair and consistent managerial practices are directly related to worker trust in their managers.