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Manager’s William. R. Stanton

Level:First Line Manager

Organization:Supreme Solutions Limited


Tableof Contents

Introduction 2

Personality 3

Motivation 3

Stress 3

Decision making 4

Team dynamics 4

Team building 5

Communication 6

Power 6

Conflict and negotiation 6

Leadership 7

Conclusion 7


Linemanagers are a crucial part of an organization’s structure. Theroles given to them include decision making on matters affecting theorganization directly, direct relations with the employees, reportingto the top managers and being a voice for the employees. This papercontains the sentiments and opinions of a line manager, Mr Stantonwho is allocated managerial duties in his organization, SupremeSolutions Limited. The organization offers advisory services toentrepreneurs and other companies. The company was started in 2012with the aim of being a creative solution-provider. They are expertsin managerial advice, financial advice among many other services. Sofar, many businesses and individual investors have greatly benefitedfrom the professional advice offered by the organization.To getinsight on the day to day life of a Line manager, I interviewed himand learned that he is assigned important duties in the organizationincluding allocating different teams, allocating duties to theemployees and generally managing their daily work. He also makesimportant decisions concerning different sections of the organizationfor example marketing. It is his duty to have a first-handrelationship with the employees to ensure there is smooth running ofoperations. To bring harmony to the organization, he is entrustedwith employee matters in terms of creating a good co-existenceamongst them. It is important to note that he creates a balancebetween himself and his subordinates. He achieves this byaccommodating the concerns and reasoning of the employees. In return,the organization counts on him for a productive, creative team.Through forming various teams, he promotes the workflow and is ableto handle employees on a personal basis. Though he faces manystressors such as extreme workload the manager plans and structureshis work to assist in the proper execution of his duties (Stanton“personal interview”). His ISTJ personality type allows him to bededicated to his work and perform beyond all obstacles. He,therefore, is a force to reckon within the organization and throughhis excellent performance there is an effort to have a goodcoexistence in the organization. The interview aimed to get theinformation from a manager’s perspective so as to have a clear viewof what being a Line manager entails. It will focus on the duties,challenges and the overall look at the values a line manager portraysto the other employees.

Personality-what are the personality traits of the manager? What is his Myers-Briggs personality assessment and why? What is the type ofpersonality assessment for his employees?

Duringthe interview, I gathered that the manager is cool and calm. He alsois confident, commands attention and is very observant. In my view,he falls under the ISTJ personality type. This is due to hisdedication to work hard to get his duties done and his commitment topersevere under any circumstance. He can go an extra mile on his ownso as to fulfill his duties and sound decision making. The employeesunder him are likely to be ENFPs because of their ability to listenand effortlessly understanding others. They would work well withISTJs by bringing their creativity to the team.

Motivation-which type of motivation theory does the manager use and why? How?What motivates the manager and their employees?

Themanager uses Maslow’s theory of Hierarchy of Needs which statesthat the only means to self-actualization is by meeting basic humanneeds. By using this approach the manager aims to motivate theemployees to rise from lower level needs (physiological, safety andsocial) to higher level needs (esteem and self-actualization). Thishe achieves by often offering promotions to employees so as tomotivate their loyalty and dedication to the organization.Personally, he is driven by the level of trust his organization hasin him. Knowing he has the organization’s vote of confidence, heperforms unlimitedly. The most popular motivator in the organizationis the culture of work-life balance where free time is highly valued.

Stress-what are the sources of stress and how are they managed? What aresources of stress for the manager’s employees and how does hehandle employees’ stress?

Sourcesof stress include long working hours and less control of some aspectsof the job. To deal with stress, he plans, structures his time wellso as to get the best results in a reasonable time. He also putsemphasis on the importance of seeking assistance from the teamwhenever necessary. This way, he gets to perform to the best leveland finish most of the load in a timely manner. Employees’ stressis mainly from workload and work relationship amongst themselves. Todeal with these stressors, the manager says he promotes the work-lifebalance. This is achieved by giving free time much-needed importanceby giving vacation periods to employees as often as possible. Topromote good relations among employees, teamwork is encouragedthrough incentives that reward different productive groups in theorganization.

Decisionmaking- what decision does the manager make? What style of decisionmaking is used and why? Are employees involved in decision making?

Themanager provides guidance and direction to the team. This he says isto ensure there is sanity in the workplace and to provide support tothose in the team. He also sometimes decides whether an employee’sdecision is going to be a productive one, he, therefore, helps orgives alternative ways to go around it. On many instances, he makesdecisions that directly impact the organization’s activities suchas marketing. The conceptual style of decision making is applied whenmaking decisions in regards to the body. The employees are thereforegiven an opportunity to participate in the decision-making process.The conceptual style is used for the purpose of getting more creativeapproach to different problems facing the organization. Theavailability of alternatives helps the manager decides on the bestcourse of action.

Teamdynamics- what teams are in the organization? What are theircharacteristics, size and composition? What are the norms and isthere cohesion? How is self-loafing is dealt with?

Theorganization comprises of functional groups. They are structured tohave a manager who holds the main responsibilities. The teams alsohave the manager’s subordinates who answer to the manager. Theseteams are comprised of members from a standard department, forexample, the human resource, accounting, and marketing. There is anaverage of six colleagues in each team, with an additional manager.Though the teams have different responsibilities, each of them workstowards a common goal. The team norms are laid out by each member ofthe team, with the manager having the capacity to pass theguidelines. The organization’s standards include

• Havetrust in each other and demonstrate confidence in other member’sopinion.

• Themanager should be open-minded and accommodate the ideas of themembers

• Memberswill be frank in all their agenda for the company and share all theinformation they have

• Eachmember is Accountable for the whole team

• Allmembers of the team are expected to respect each other

• Theteam’s goals are a priority which all members ought to fulfill.

Accordingto the manager, the teams are cohesive in their effort to reach acommon goal. Besides facing challenges and disagreements at times,the manager makes an effort to ensure goals are achieved. To preventsocial loafing in the teams, the manager allocates tasks for eachmember of a team. This means there is less slacking off wheneverthere are projects to accomplish.

Teambuilding- how do the manager build trust with their teams? How doesteam building occur?

Themanager ensures he builds a rapport with the subordinates. This is amajor step towards effective team building. He strives to understanddifferent personalities around to ensure there is a common groundbetween the team and him. The manager also exercises good judgment.He does so by promoting the aspect of valuing other people’sopinion. In the long run, he says, these valuable lessons bringharmony in the team. The team also participate in activities to getwell acquainted with each member hence they understand each other’spersonality and improve their relationship.

Communication-what type of communication is common in the organization? What is themost effective and why? What communication barriers andcultural/gender issues?

Themost common type of communicating is informal. In the manager’sopinion, it has so far proved to be an effective way to communicatewith subordinates. The reliability of this method seems to be sogreat that the organization uses informal communication in all theiraspects. It has become an efficient way of getting a clear insightinto the members’ opinions and feelings on certain organizationalmatters. However, this form of communication sometimes leads tomisinterpretation and delivery of wrong messages. Additionally, themanager is concerned about some barriers of communication in theorganization including gender differences. These differences stillaffect the team`s smooth running. They cause negative attitude anduncomfortable situations when members are dealing with each other.

Power-what sources of power are evident in the organization? How does heinfluence the employees?

Inthis organization sources of power include that from interpersonalrelationships (referent power). The manager believes the level ofcharisma people possess in the group influences the respect onereceives in this environment. He also thinks reward power is aprimary source of authority in his organization. In his perspective,his influence on others is mainly derived from his position onawards. His subordinates, therefore, are motivated to strive andreceive incentives by creating a good relationship with him.

Conflictand negotiation-what sources of conflict are evident in theorganization and how is conflict managed?

Primarysources of conflict include organizational conflict and changeconflict. The organizational conflict involves differences hierarchymanagement and allocating of duties. The organization suffers suchconflict especially when the conflict is not resolved fast. Changeconflict comes with the new technology theta the manager points outcan be confusing to a department or the organization as a whole.Accommodating the employees’ needs is the step which managementtakes. They do this through creating awareness of new technologiesand educating member before stripping them off the analog systems.They also strive to have fair allocations of higher positions tothose deserving.

Leadership-what type of leadership style doe he use and is it effective? Why?

Themanager holds a democratic style of leadership. He leads with respectto other people’s opinions in mind, and he sees the potential inothers. The utmost importance he has put in his duties lies inseeking for help from other members without viewing them as hisjuniors. Besides his intellect and ability to think logically, hegives other members of the organization an opportunity to weigh intheir wisdom. This he notes has been an effective way of bringing histeams together especially when creative thinking is required. It hasmore than once, contributed to harmony amongst members henceincreasing productivity.


Insummation, from this interview, I have learned that there is a greatneed to understand the different personalities that people possess.In an organization, there are many personalities we are likely tocome across, and it is wise that we be well aware of the differences.As a line manager, the interaction one has with employees isremarkable. It expands the exposure you get to diverse subjects wholook up to you for guidance. The amount of motivation given to theemployees is a reward to the organization. This means that the amountof input is equal to the level of output regarding results receivedfrom workers. Creating incentives and rewarding the employees is asure way to get a productive team full of charisma to work at totheir level best. Amongst all the important roles the line managerholds, decision making is most crucial. Without proper analysis of aproblem then the whole organization can be affected by the decision.It is, therefore, paramount that the manager consults the team fortheir views. In the long term, such decisions affect theorganization’s structure and overall productivity. The value ofteam building also brings a good relation among the members of acompany. By creating groups divided from the organization’sdepartments, there is bound to be a great team that exists inharmony. Through efficient communication, the members focus on theirgoals and prosperity of the organization. In my view, smoothcommunication amounts to fast solutions and passing of ideas to theteam. With the help of norms as guiding factors, the groups ought tohave progress. To allow consistent growth, leadership skills from themanager are a key advantage. This will result in amicable solvingproblems and deal with conflicts through an efficient, fast process.