The beginnings of People Management Skills are a little different from other coined terms or theories by psychiatrists. The need for People Management Skills simply became an essential skill for managers to keep and motivate employees at the beginning of World War II. This is when diversity between genders and people from different walks of life entered the workforce. Today, People Management Skill Trainings are part of leadership training and team building seminars.
This glossary contains a list of terms frequently used in the topic People Management Skills. For a more detailed guide on the topic and how perfecting these skills can help your skills as a manager improve, check out our free Ultimate Guide to People Management Skills.
A type of listening where all the senses are engaged and the listener strives to fully understand what is being communicated to be able to remember and respond to the message
Things of value that a business owns. In People Management, manpower is considered an invaluable asset to a company
The rate by which the company’s workforce is reduced as a result of resignations, terminations, retirements, and other means of losing employees. A high attrition rate may be highly influenced by poor management practices such as micromanagement.
A psychological technique similar to the placebo effect. It trains the mind to adapt to a certain behavior by means of self-hypnosis.
When there is a disconnect in communication between two parties and misunderstanding arises.
A hierarchy-based organisation that has a chain of command and specified roles and systemic processes.
Business-to-business companies providing services or good directly to other businesses.
The total amount that the business owes or have earned after all expenses.
The ability of an individual to attract, influence, and inspire others.
The personality of an individual based on the totality of that person’s values and behavior.
Closed Questions or Close-Ended Questions are answerable by a single word or a yes or no.
Concern and sympathy for the misfortunes of others.
The certainty and individual have when he/she understand who he/she is and what the person can bring to the table.
A conflict resolution strategy that a manager puts into place to allow for swift conflict resolution. It aims to understand the problem and the individuals involved to better achieve a mutually agreeable outcome.
Translating messages and understanding what is meant to be communicated, both spoken and unspoken.
Removing and organisation’s layers of hierarchy
The Eisenhower’s Important/Urgent Principle is a way of prioritising activities. Taken from President Dwight D. Eisenhower’s speech in 1954, the principle creates a distinction between important activities that will eventually lead to the completion of a person’s goals and urgent activities that require immediate attention and bear consequences if not dealt with immediately.
Emotional Intelligence (EI) or sometimes referred to as Emotional Quotient (EQ) is the ability to understand and manage an individual’s emotions and the emotions of others
Enabling an individual to independently think and act for himself/herself autonomously.
Employee Turnover Cost
The losses a company incurs when an employee leaves the company for whatever reason. A report by Oxford Economics revealed that the turnover cost for every employee averages around £30,614. This includes the logistical cost of hiring new talent and cost of lost output while the replacement talent receives necessary training and orientation for the position.
Esprit de Corps
The collective morale, pride, and values of a group. Can also be referred to as Team Spirit
A collection of moral standards and acceptable conduct.
A state focused on providing equality to its members instead of a hierarchy or class-based ranking.
Flawed arguments that do not follow the laws of logic.
Informal channels where information in an organization travels. these channels are based on acquaintances and friendship.
Introducing new hires in a company and familiarising them with the company culture
“Leaders Eat Last”
A book by Simon Sinek that shows the need for leaders and managers to exhibit empathy.
A visual representation of an employee or a team’s progress when learning a new skill or understanding a new concept. A “steep” learning curve is when the task at hand requires more effort to master or is more difficult to learn.
The Management Iceberg describes the art of managing an individual from addressing the items above the water; time, budgets, tasks, and results. And the more intricate workings underneath that deal with feelings, motivation, and personalities. A good manager needs emotional intelligence to be able to manage the visible and submerged parts of the iceberg.
Studies by social scientists that try to decode the workings behind what motivates a person and how that it can be harnessed to that person’s benefit. Popular motivation theories include Maslow’s Hierarchy of Needs, Hertzberg’s Two-Factor Theory , Hawthorne Effect, Incentive Theory
The Change Management Iceberg
Also referred to as, or Iceberg of Ignorance follows the Management Iceberg symbolism of having more underlying mass than what can be seen as it describes the possible barriers to change or achieving goals. It emphasizes how there is only a small part of potential problems or issues that are visible and failure to address what’s underneath leads to failure.
Maslow’s Hierarchy of Needs
In 1943, Abraham Maslow proposed in his paper “A Theory of the Human Motivation” a tier of human needs. Maslow theorized that humans need to first satisfy their basic needs before the next set of needs in the next tier. In people management, Maslow’s Hierarchy of Needs help managers to understand what an underlying cause of a performance issue could be and how to motivate team members.
A management style where subordinates are closely monitored by managers. In micromanagement, a manager maintains excessive control over small details, avoids delegation of tasks, and strips subordinates of their ability to make decisions in a particular task. This type of management is often restricting and causes a decline in team morale and employee motivation.
Studies attempting to understand and explain the reasoning behind what motivates people.
Mutually Agreeable Outcome
When one or two parties negotiate to reach an outcome that is mutually acceptable for all.
Favoritism towards relatives in a position of authority.
The process of getting a new hire up to speed to the company and the employee’s role.
Transparency between managers and their team members where every member is able to communicate freely in an open, two-way conversation.
Open Questions or Open-Ended Questions are queries that seek full, meaningful answers.
People Management Skills
The ability to create and foster relationships with people. In the workplace, having these skills means being able to form relationships with colleagues and subordinates. For employees in a managerial position, it involves giving the team the proper motivation, staying on track with projects, knowing the needs of every individual member of the team and how they can help satisfy those needs and reach goals.
Good people management skills help a manager make proper decisions in delegating tasks. Responsible delegation includes matching the skill requirements of a task to a team member’s skills and providing clear instructions and realistic goals.
The ability to keep and earn the loyalty of an employee or a partner.
Return on Investment is the time it takes for a business to reap profit from their investment in recruiting, interviewing, employee onboarding, compensation, and training before an employee is functioning to his/her best performance.
A psychology theory first introduced by Kurt Goldstein. It describes the motivations behind an individual wanting to realise his/her fullest potential.
A leadership model by Ken Blanchard, co-author of the One Minute Manager. Situational leadership assesses the unique needs of employees and uses a different leadership style to address the needs of their team.
A learning theory by Albert Bandura that suggests that people absorb and acquire skills or knowledge through observing others.
A willingness of team members to do their best for the team.
The 5 Dysfunctions of a Team
A book by Patrick Lencioni that explores the 5 common dysfunctions that impair a team from excelling. It includes the absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results.
The kind of environment a workplace provides for employees. It is influenced by beliefs, attitudes, and vision of the company and its members.
Achieving optimal quality of life by living a fulfilled life outside of work while satisfying career objectives.