أنشئ حسابًا أو سجّل الدخول للانضمام إلى مجتمعك المهني.
control are the management property according to company policy and procedure apply for every one in the organization.
but the trust as a human behavore and interal relation ship should be available with some verification.
As a Manager, Trust is an important factor within your colleagues, however, irrespective at any level your staff is, YOU NEED TO HAVE ABSOLUTE CONTROL IN YOUR PEOPLE. Lose control and i bet someday, you`ll regret.
Why take chances and complicate things at work ?
Thanks for in vitation,
I do believe that there is no relation between "control" and "trust", as "control" is one the main four functions for any professional manger, whereas "trust" is a human behavior to the manager when he deal with some of his team members.
As I believe and practice, " Trust is Good but Controll is Better". Trust is a risk oriented practice this is to be avoided as much as possible.
it's not about being able to control the other, it's about knowing that the other will do his work, more than there is the mutual trust more than all will be well, that is to say as s' there is a discrete, absent, and indirect force that will upset the other in the right direction, and if there is a problem, you have to be able to adapt to any new situation by having confidence in yourself, and knowing that it is not an exact science, to value the human being, is more important, One returns to the concept of the emotional inteligence (my concept in the work).
Thank you for your invite.
Yes, a Manager must do it to avoid trouble to himself and risk to his job.
It’s fine to occasionally socialize with the team, so they’ll see you as a human being and to meet their families, she says. But they still need to respect you as a leader who makes tough decisions when you need to, particularly on things like promotions and terminations. “There’s a risk of being too cozy with an employee you might have to fire.”
A manager cannot trust even his closest because one day those close friends will gang up on him and it will be the end of his career. He has to have reserves of his own to keep so that he is not overtaken by the staff or taken advantage of at any time.
In an article on themuse.com, writer Jennifer Winter recalled the difficulty she faced with in-office friendships as a young manager. “I was young and eager to please my new staff while still earning my management stripes. I had a great team and friendships were easily formed among all of us,” she wrote. “It was great for the first few months, but then I had to start, well, managing them. That’s when things got sticky.”
“Suddenly, I was no longer their friend or drinking buddy; I was management. Enforcing policies, discussing performance and conducting annual reviews became painful and awkward for all involved. All because I got too involved.”
After that, Winter wrote, she made it a point to keep friendships on the casual side and she only attended non-work events occasionally. “Did I miss out on some of the fun—and good friendships? Probably, but it made life much, much easier when the time came to be their manager.”
Despite concerns about tensions, the lines between the personal and professional continue to blur these days as more managers embrace being open and genuine as part of their approach to leadership, and companies worry more than ever about employee “engagement.”
Indeed, having friendships at work increases employee satisfaction by some percent, according to Gallup’s State of the American Workplace poll. “When employees possess a deep sense of affiliation with their team members, they are driven to take positive actions that benefit the business—actions they may not otherwise even consider,” Gallup researchers wrote. And many companies, including Zappos and Google, promote bonding between employees.
“It’s hard to avoid developing friendships with colleagues, especially with the amount of time we spend working,” says Shani Magosky, an executive coach and founder of The Better Boss Project, a leadership coaching and education program in Fort Lauderdale, Fla. “Research shows that it’s the unplanned, informal experiences between people that build strong relationships with trust and loyalty, which are key elements to effective team performance.”
It’s important, though, to have the “professional maturity” and “presence of mind” to differentiate your roles when appropriate, she says. “You might have a personal friendship with a direct report but a) don’t let that hold you back from delivering constructive feedback or disciplinary action if required, and b) clearly communicate when you’re wearing your manager hat.”
Daniel Passov, founder and president of a young company called GreekU Inc., says this boss-as-friend topic comes up all the time in his entrepreneurial world. “In my opinion, being ‘friends’ with your employees is possible if you set boundaries,” he says.
sure .. as a manager i dont trust any one else the plan that i put for work and i must control all those i trust or dont cause i trust one thing that all who work must be Homogeneous units or cells that work together in perfect harmony have no confidence in them, but the only confidence must be that everyone will work according to the system
Thanks
Yes, I have to , trustable is not mean work without controlling and direction.
THEY SHOULD BE MORE CONTROLLED AND SHED LIGHT ON. BECAUSE ANY MISTAKE WILL AFFECT ME DIRECTLY SO CONTROLLING THEM IS A PART OF SELF CONTROL
Yeah
Because if there is a mistake, I am the official in the institution and not the person I trust
I must take responsibility
Yes, A company has objectives and set goals, I trust them but that doesnt meant they get it right all the time. I have to manage them just incase things arent going right
