Business

Business

How the Creation of an Environment of High Mutual Regard Aides in Managing an Organization

            Organizational managers need to be careful of the decisions they make because they can impact their organizations in a good or bad way. In addition, managers should always be on the lookout for management practices that makes their work easy and ensure that their organizations are a comfortable place to harbor for all employees, the management, stakeholders and the community that an organization operates in. Mutual regard is a reciprocal relationship whereby all parties in the relationship are willing and able to understand each other’s perception and to share what they have between them (Murray, 2006). Thus, the creation of an environment with high mutual regard will proof vital in aiding managerial roles and duties.

An environment of high mutual regard is one of the ways in which an organization can promote ethics and high ethical standards of its organization and employees (Sage, 2003). Ethical standards will provide a uniform platform of ethical expectations that all the employees will expect to meet and managers will expect of their employees (Sage, 2003). This will reduce organizational conflicts between managers and their employees thus improve on managerial efficiency. An environment with high mutual regard will also be operating on standards of professional conduct that contains behavioral guidelines mutually agreed between the management and employees (Connell, 2007). In this case, employees will be aware and content of what is expected of them and thus, managerial supervision will be minimal.

Mutual regard is also responsible for creating and enhancing solidarity in an organization which practices it highly (Murray, 2006). Solidarity is an agreement or unity in taking a certain course of action (Murray, 2006). In organizational environments with high mutual regard, managers usually have an easy task in endorsing tasks and courses of action to their employees. This is because all the organizational employees are aware of the organization’s solidarity and have a pre-arrangement to hold it together during their time in a certain organization (Murray, 2006). High mutual regard also promotes understanding and mutual respect between and amongst organizational employees and the management (Murray, 2007). Once there is mutual respect in the organization, the employees and the management will have a smooth relationship that will foster organizational growth and development thus easing managerial roles (Connell, 2007).

Mutual regard will enhance trust between an organization’s management and employees (Sage, 2007). Once this is possible, the management is assured of employee satisfaction because they will always report what is not going well with them and applaud what is recommendable (Sage, 2003). This will aid an organization’s management to make informed decisions and also to improve on the areas where they are not delivering according to the requirements of its employees. In addition, equality, reciprocity, freedom and authenticity will also be upheld in such an organization. These factors will greatly boost the efficiency of management and in turn reduce on the burden of bridging management-employee relationships thus avoid misuse of time (Connell, 2007).

Mutual regard is known to be operating under the principle of appreciation (Murray, 2006). In this scenario, the relationship between a manager and his or her team members is poised for success because task accomplishment will be easy. The integrity of an organization will be boosted through creating an environment that has high mutual regard (Murray, 2007). This is because information sharing will make the organization be an information depository where all the employees new and old will be access it easily. Thus, orientation of new employees becomes an easy task for the management because they will get much of the information from other employees and tips about the organization’s behavioral and job requirements.

When an organization is holding together, the meeting of target objectives and organizational goals becomes very easy (Sage, 2003). Thus, creating an environment which observes high mutual regard will be beneficial to the management as goals and objectives will appear as a reality to them. The management will also be having an understanding of its employees and thus, will be aware of their ability and potential (Sage, 2003). This will make the organization set targets and goals that they are sure will be met by their employees without overstretching or overworking them. It will also give the employees a sense of belonging and they will feel like they are not being used but working towards a mutual interest which is the betterment of the company and themselves (Connell, 2007).

Acts of radical openness, reflective self disclosure and critical rigor are sure to be promoted by an organization which upholds mutual regard (Murray, 2006). Once this is possible, getting information from employees concerning any aspect that the management is interested in is very easy. Thus, the management will be able to deal with employee issues in a more professional manner and using a humanistic approach as it will be having all the information that is required for a certain course of action (Connell, 2007). This will also see the development of interpersonal communication between the management and their employees (Sage, 2003). Interpersonal communication is a very influential factor in communication processes and its acquisition and frequent use is vital in successful communication processes between management and employees (Sage, 2003).

The way employees and the management behave in a given organization can be impacted by many factors. Such factors can include mutual respect, trust, mutual understanding and mutual regard. Mutual regard encompasses the aspects of trust, mutual understanding and mutual respect to determine the behavior of employees in a given organization (Murray, 2006). For example, if an organizational environment is devoid of mutual regard, employees will be dissatisfied and unsettled (Murray, 2006). This will in turn affect their overall job performance, attitudes and overall productivity of an organization that they are working for. If this happens, the management will be blamed for ineffectiveness and inefficiency thus will tarnish its image. However, mutual regard in an organization will allow the management to adopt guidelines and set rules that are in accordance with the expectations of the employees (Sage, 2003). This will ease the pressure on the management about anticipating for the worst while hoping for the best.

All these factors need to be utilized or practiced by the management of an organization for it to be seen as practicing high mutual regard. However, creation of an environment of high mutual regard is not an easy task and will also depend on the style of leadership that the management of a certain organization has adopted (Murray, 2006). In addition, an environment of high mutual regard can be created but not to the desired level as the management or the employees will wish (Murray, 2006). Mutual regard is difficult to create but easy to maintain and managers who are on the lookout for managerial aides can put this aspect into use and hope that all will turn out well for them in their roles and duties.

References

Connell, R. (2007). Southern theory: The global dynamics of knowledge in social science.

Cambridge: Polity.

Murray, T. (2006). Collaborative knowledge building and integral theory: On perspectives,

uncertainty, and mutual regard. Integral Review, 2(1), 210-268.

Murray, T. (2007, July). Toward collaborative technologies supporting cognitive skills for

mutual regard. In Proceedings of the 8th iternational conference on Computer supported collaborative learning (pp. 542-544). International Society of the Learning Sciences.

Sage, C. (2003). Social embeddedness and relations of regard:: alternative ‘good food’networks

in south-west Ireland. Journal of Rural Studies, 19(1), 47-60.

 

 

 

 

 

 

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