Impact Of Human Relations Skill On The Effectiveness Of The Office Manager
The effectiveness of an office manager hinges greatly on their adeptness in human relations skills, which encompass communication, conflict resolution, empathy, and team building. Office managers proficient in these skills foster a harmonious work environment, where employees feel valued, heard, and motivated to perform optimally. Effective communication ensures clear dissemination of information, instructions, and expectations, fostering a cohesive team dynamic. Additionally, adept conflict resolution skills empower office managers to navigate interpersonal tensions constructively, minimizing disruptions to workflow and morale. Furthermore, demonstrating empathy enables managers to understand and address the needs and concerns of individual team members, fostering a supportive and inclusive workplace culture. Moreover, skilled team building efforts by office managers cultivate a sense of unity and collaboration among staff, enhancing productivity and job satisfaction. In essence, the impact of human relations skills on the effectiveness of an office manager is profound, as it directly influences team cohesion, morale, and ultimately organizational success.
Management in every endeavour of life cannot be practiced in isolation with human elements. It is therefore pertinent that a manager, particularly an office manager be skilled in handling human elements in and outside the organisation. The aim of this research is to ascertain the impact possession of human relations skill has on the effectiveness of an office manager.
The population was office managers and administrative managers of business organisations in Enugu metropolis. Data were collected from office managers and staffs through the use of questionnaires, other data that are being used were observations of visits and researcher’s personal experience.
The data were carefully analyzed and interpreted. Based on this summary, conclusions were made. The findings revealed that possession of human relations skills makes an office manager generally more effective.
The researcher recommends that office managers and all other managers should avoid being tribalistic and nepotic for they destroy human relations and bring distrust and hatred. Rather they should treat all with equal objectivity. By so doing, management by objective is practiced which in turn enhances human relations.
Title page
Dedication
Acknowledgement
Abstract
Table of content
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the study
1.2 Statement of the problem
1.3 Objective of the study
1.4 Research question
1.5 Research hypothesis
1.6 Scope and limitation of the study
1.7 Significance of the study
1.8 Definition of terms
1.9 Reference
CHAPTER TWO
2.0 REVIEW OF LITERATURE
2.1 Management and its functions
2.2 Evolution of management theory
2.3 Office management
2.4 The office manager
2.5 Effect of human relation
2.6 Personnel manager
2.7 Information manager
2.8 Record manager
2.9 Office environment manager
2.10 Reference
CHAPTER THREE
3.0 RESEARCH DESIGN AND METHODOLOGY
3.1 Research design
3.2 Area of the study
3.3 Population of the study
3.4 Sample and sampling procedure
3.5 Instrument for data collection
3.6 Validation of the instrument
3.7 Reliability of the instrument
3.8 Method of data collection
3.9 Method of data analysis
CHAPTER FOUR
4.0 DATA PRESENTATION AND ANALYSIS
4.1 Presentation and analysis of data
4.2 Testing of hypothesis
4.3 Summary of results.
CHAPTER FIVE
5.0 DISCUSSION, CONCLUSION AND RECOMMENDATION
5.1 Discussion of results / findings
5.2 Conclusion
5.3 Implication of the research findings
5.4 Suggestion for further research
5.5 Recommendations
Bibliography
Appendix
INTRODUCTION
The efficiency and effectiveness of office workers depend on the effectiveness of the office manager in relating to them as asserted by Mills et al (1981) that “the office manager is responsible for the efficiency and effectiveness of his subordinates”. The motivation of office workers requires more human relations skill than it demands monetary and physical incentives. This is exemplified in the statement of Afolayan (1982) that “human factors of administration have greater motivational strength on workers than monetary rewards and physical emphasized.
1.1 BACKGROUND OF THE STUDY
It is quite unfortunate that that personnel department could not undergo a uniformity of the workers, to enable the execution of reasonable and effective productivity of their desired objectives. Each department of the organization extend on carrying out their functions or activities in a way that is not comprehensive to the public. Due to this effect, no sharing of idea, no communication network, job design and description, job analysis and specification, job enlargement and rotation and job enrichment, that could or may ensure effective and efficient productivity for production expansion and growth.
Human et al (1990) comment in more complex view of organizational behaviour, that these three elements are concerned with what a person actually does in order to synergize the office manager, interactions, interpersonal contact and relationship that one has with others. It is through this commendation that the human relation skills would be developed for effective business operations. Before the invention of the personnel management principals, workers basically stagnant in their field of specialization without interfering to a relative field or go beyond that. No circulation of skills, no maximum quantity of production, as the stoppage of one worker hinder the process of division of labour, and if the case rise for some days, production will be reluctantly improved.
These effects engulf on the opportunities of adopting change in an organization because everybody stand different that one attitude doesn’t affect the other which ordinarily entangled conflicts in the organizational environment. All these effects subdue the strength of training and development as were defined by Denyer J. C. (1985) as the adapting of a person to increase his fitness for a specific activity and the improvement given to the technical, conceptual and human relation skill of managers. Today, these have created a tremendous positive impacts on human relation skill which every organization tries to possibilities to adopt for an effective productivity.
1.2 STATEMENT OF THE PROBLEM
Human relation have a numerous problem on its effectiveness of the managers of an organization, the top executives upgraded themselves on the impossibilities of making decisions with the low level employees. There are shortcoming of fund to enroll on oversea’s training and development of human skills. Hierarchy of authorities of some organizations are not well structured to the delegation of responsibilities to the employee or the lowest level. The manager operate an autocratic style or leadership which enable the employees to embark on informal group. Lack of competency on the employees thereby expect an elephant remunerations and other incentives. Intra, interpersonal and departmental conflicts among the employees tend to stick a remarkable dent on the totality of their business operations by the public.
Frequent dismissal of the employees for others tends to weaken the strength of others to execute their specified duties on a limited performance.
Lack of provision of basic amenities to encourage the workers apply their experience and technical knowledge on the various job specifications.
1.3 OBJECTIVE OF THE STUDY
The objectives of this study are:
1. To ascertain if the impact of human relation skills on the effectiveness of the office manager would be a step to improve collective decision making.
2. To find out the reasons by which the top executives should put them selves in the position of class discriminations.
3. To identify various possible ways of sending their workers abroad for a greater change in business operations and for training and development.
4. To determine on the effects of operating participative leadership by their managers thereby encourage employees to air their opinions among the decision makers.
5. To find out the competent workers among them and reward them accordingly for effective and efficient productivity.
6. To identify the key issues of the organizational conflicts thereby apply more effort to curb the problem once and for all.
7. To ascertain, whether a structured organigram of the organization would be a good impacts on the execution of effective delegation of responsibilities.
Finally, to determine the degree of their SWOT analysis growth and expansion, and to provide all the necessary amenities that could be conducive in the course of the employment.
1.4 RESEARCH QUESTION
The following research questions were answered.
1. Can the effectiveness of the office managers help to improve other workers skills?
2. Is it possible for an intrapersonal conflict effects to a poor execution of responsibilities?
3. What can we do to ensure relation skill on both horizontal and vertical structure of the organization?
4. What are the impacts that should be created by an office manager to his subordinates?
5. How can the cost of training of an office manager be realized to the objectives of an organization?
6. How could the skills of the employees be examined to the degree of work experience on the various department?
7. Can the improvement skills of human relation ensures strength and expansion?
8. The various job elements can (i.e. job design, analysis, specification) enhance specialization of various workers of different departments?
1.5 RESEARCH HYPOTHESIS
Ho: The possession of human relations skill have no significant relationship with the effectiveness of an office manager.
Hi: The possession of human relations skill have significant relationship with the effectiveness of an office manager.
Ho: The general disposition of the staff do not have influence on the human relations attitude of the office manager.
Hi: The general disposition of the staff have influence on the human relations attitude of the office manager.
1.6 SCOPE AND LIMITATION OF THE STUDY
The study was confined to all the business organization in Enugu metropolis. Due to constraints of time and finance, the researcher selected some of the business organization which are in the assessment of a good representation of various types and staples of business organization.
1.7 SIGNIFICANCE OF THE STUDY
Productivity and profits can be significantly improved in every organization if the human relations in the entire hierarchy of the management especially office management, is improved. The purpose of the study therefore is to determine the extent to which human relation skill of managers in general and the office staffs in particular can influence productivity in an organization and in reflecting effectiveness of an office manager.
Incidentally, there has not been any previous research work in the institute or management and technology on this problem. The outcome of this study will enable office managers realize that efficiency does not depend only on technical and conceptual skill but also on interpersonal relation in the organization.
Moreover, office management studies in Nigeria has not received enough attention so this study will popularize it the more by illuminating its importance in organisation and to recognize it as key area of management.
1.8 DEFINITION OF TERMS
Skills: Ability to do something expertly and well.
Human relations: The interactions of the employee in an organisation.
Expansion: Ability to open up a new branch or increase in productivity.
Degree: The extent at which something is measured.
Job elements: Various categories of job enrolment.
Structure: Way in which something is put together, organized etc.
Organisation environment: The internal and external factors of an organisation.
Impact Of Human Relations Skill On The Effectiveness Of The Office Manager
Human relations skills play a crucial role in the effectiveness of an office manager. These skills encompass the ability to interact, communicate, and build positive relationships with colleagues, subordinates, superiors, and external stakeholders. Here are some ways in which human relations skills can impact the effectiveness of an office manager:
Team Building: Office managers often oversee teams of employees. Strong human relations skills enable them to create a cohesive and motivated team. When team members feel valued and understood, they are more likely to work collaboratively and efficiently.
Conflict Resolution: Conflicts can arise in any workplace. An office manager with excellent human relations skills can address conflicts effectively, promote understanding, and find resolutions that benefit all parties. This can reduce workplace tension and improve overall productivity.
Communication: Effective communication is at the heart of any successful organization. Office managers need to convey information clearly, listen actively to employees, and ensure that messages are understood. Good human relations skills facilitate open and transparent communication.
Employee Engagement: Engaged employees are more productive and committed to their work. Office managers who can build positive relationships with their staff can create a more engaging work environment, leading to higher job satisfaction and lower turnover rates.
Motivation and Morale: Human relations skills can be instrumental in boosting employee motivation and morale. Recognizing and appreciating employees’ contributions, providing constructive feedback, and offering support when needed can enhance the overall workplace atmosphere.
Conflict Prevention: Beyond resolving conflicts, strong human relations skills can also help prevent conflicts from arising in the first place. A manager who can identify and address potential issues before they escalate can maintain a harmonious work environment.
Stakeholder Relations: Office managers often interact with external stakeholders such as clients, suppliers, and regulatory authorities. Building positive relationships with these stakeholders can be critical for the success of the organization.
Adaptability and Flexibility: Effective office managers need to adapt to changing circumstances and handle unexpected challenges. Human relations skills can help them remain flexible and approach problems with a solution-oriented mindset.
Decision-Making: Office managers frequently need to make decisions that impact their team and the organization. Building relationships with team members allows managers to gather valuable input and insights, leading to better-informed decisions.
Organizational Culture: Human relations skills can shape the organizational culture. A manager who embodies and promotes values like respect, empathy, and inclusivity can contribute to a positive and inclusive workplace culture.
In summary, human relations skills are integral to the effectiveness of an office manager. These skills not only enable the manager to build strong and productive relationships with their team and stakeholders but also contribute to a harmonious work environment, improved communication, and better overall performance within the organization. An office manager who excels in human relations can enhance team dynamics, reduce conflicts, and promote the long-term success of the office and the organization as a whole.