Boss and Knowledge Workers Healthy Relation!

HAKIM SAAB be - An Improved BOSS

It sounds very ideal, that a cordial relationship between a boss and subordinate is essential for the success of all three parties boss, subordinate and the institution. However, pragmatically it is not easy to establish and maintain the same. It is incredibly intricate to establish furthermore, maintain, even more strenuous when especially there is a generation gap. However within the similar generation also with different academic and professional completion and exposure plays a vital role on widening horizon of superiordinates. Optimistically, managing intra-generation is easier than inter-generation may difference in be the values. Whether we, Bosses like it or not, the famous saying, a Boss is always right has very strong pre-eminence every society; especially in Nepalese context, where subordinate are by default perceived as inferior DNA in majority of the cases. However, the new cohort is better educated, updated with latest development in the professional discipline, and also familiar with state of art technology. It is a conflict between experience in one side and possibility, hopes, quest to do experiments for better result in another. It may relatively be easily to manage the unskilled subordinate however a parallel approach may not work in the case of skilled and knowledge workers.

Is there any way that the relation can be programmed in such as way that it would become a pleasant and win - win? Probably yes, there are.

Cynthia Loh has identified certain ways to manage boss such as understand your Boss’s style; understand subordinate’s style; thinking of the company (institution); manage disagreement; not don’t threatening subordinate;  and be truthful and never over promise. It sounds very easy and straightforward solution in established corporate cultures; nevertheless in local context majority of the Boss still prefer Ganesha style. Even though, superficially it connotes negative however, the traditional values are different and people have not understood by tempering the core message intended.

Linda A. Hill a Professor of Management of Harvard University in one of her recent articles, ‘Be a boss not a friend’ has expressed her views to maintain a certain gap with the subordinates. She emphasizes on drawing a line between friendship and professional relations; there is in equal level of responsibility and bosses have to show and stick as situation demands; and accept each other as they are; practically, you cannot be friends with all of your people in equal manner. Additionally she says, “All your relationships should be bounded and defined. They're not about liking, chemistry, or personality. While those factors don't disappear, and you will have to deal with them, they do not and should not define your fundamental relationship with your people”.

The relationship between boss and subordinates also depends on the culture of the institution and values prevail in the society. Culture is defined as the shared values, beliefs, and behavioral norms of the society or institution which guide behavior and how things are done in the society or organization (Youker, n.d). The effect of culture on boss-subordinate relationship depends on four basic characteristics of the society; power distance, uncertainty avoidance, individualism/collectivism, and achievement orientation (Youker, n.d). Subject to other things remaining the same, relationship would be coordinal a culture with values of collectivism along with low distance or near to power than in other cultures.

A scholar has identified developing and managing relationship between super-subordinate in existence of compatible work styles; expression of mutual expectations; flow of information (two ways); dependability of subordinate and honesty of senior; and good use of time and resources. This looks more logical, practical and convincing than other propositions.

Some scholars in their research have stated that relationship by job title; relationship by job knowledge; relationship by mutual respects; effective team management is paramount for healthy and lasting boss – subordinate relationship.

Some studies put forward that effective managers take time and effort to manage not only relationships with their subordinates but also those with their bosses. Research explains that this facet of management, essential although it is to continued existence and progress, is sometimes ignored by otherwise talented and aggressive managers. Indeed, some managers who actively and effectively supervise their subordinates, products or services, markets, and technologies, nonetheless assume an approximately passively reactive posture vis-a-vis their bosses. Such a stand practically always hurts these managers and their companies.

At a distance from the personal factors such as, there is the boss´s behavior. Subordinates will judge boss´s trustworthiness backed on the way the boss behaves in interactions with them. Whitener, Brodt, Korsgaard and Werner have identified five types of behavior by bosses that foster trust in subordinates: i) consistency, ii) integrity, iii) communication, iv) delegation, and v) consideration. The associations of trust, both the personal factors and the boss´s behavior must be taken into account, as both contribute to the development of interpersonal trust with subordinate. This also depends upon the level of organizational chain of command and responsibility of the subordinate. Higher in hierarchy more the trust, autonomy and communication, low the supervision normally prevails and is preferred by subordinate and whereas in low in rank-and-file its’ vice - versa.

Leading up stands for the leadership of the superordinate which craft opportunity for subordinates to assist their boss and help them find further effectiveness in their performance. Upward leadership paybacks business by providing the direction from below that are essential for strategic thinking, conscious communication and to act decisively towards delivering the objectives.

Ezine says, to lead the boss effectively towards creating a winning relationship and ensure efficiency, one has to understand the work place i.e. rules, policies, principles and culture; to understand the product and or services and the organization makes; to know your boss i.e. identify his/her strengths, weaknesses, likes and dislikes, motivational factors, values, beliefs, interests, personal and official issues of concern, challenges and desires as well as his / her work life balance;  to understand the business inside out to lead;. To build good relationship with your boss i.e. build a cordial rapport, act with integrity and honesty, communicate effectively, be proactive and deliver on your job; to contribute profitable business Initiatives i.e. drive the processes for improved bottom line; to be a solution bank i.e. suggest on issues rather than bringing problems to your boss's table at all times will question your competence, present you as a time waster and have a negative effect on your appraisal; to partner with boss; to lead  your boss effectively by communicating your innate talent relevant for success on the job, provide facts and truth to assist your boss in decision making, think repeatedly together and work at creating an enabling environment for knowledge sharing and exchange of ideas that will aid you learn to deliver on set targets; and finally to defend your values and assist him to defend this too.

David D Jensen, believes on building a solid alliance with your supervisor; law of slight edge; be the glue-be supportive not competitive; follow the platinum rule i.e. the ‘golden rule,’ which suggests we treat others in the way that we like to be treated, doesn’t work as well as this one: “do unto others in the style they would prefer to be done unto”; and learn to handle criticism i.e. while some bosses are great at giving criticism, most of them just blurt it out and leave it to you to determine its effect.

In summary the superordinate’s have to realize that their subordinates’ performance matter to them in achieving their goal and objective of the institution. However, majority of us do take it in a different manner and say it is their job in achieving but reality is as stated above. That why they are called internal customers. The following roles to pay play by the superordinate  - subordinate would highlight the primary official is more responsible than the secondary.

Managing relationship with subordinate is important than managing with Boss as there are more subordinate than boss in all most all organizations. Furthermore it is ultimate responsibility of manager to get the job done the people to achieve the organizational goal. Thus let’s manage our subordinates as they contribute to achieve our professional and organizational goals.

Managing the relationship with your Boss	Managing relations with your Subordinate
Make sure that you understand your boss and boss’s context including his /her goal and objective; pressure; strength, weakness, blind spots; and preferred work style.	Understand your  subordinate’s aims aspirations and expectations; realize and utilize their potential - competence, capability and market value; preferred style of mentorship. Realize their values to the organization and commitment to het organization.
Access yourself and your need, including: your own strengths and weakness; Your personal styles; your predisposition towards dependence on authority figure	Access yourself and your need, including: your weakness; your personal approach to make decision; your orientation towards dependence on assistants
Develop and maintain a relationship that: fits both your need and styles; is characterized by mutual expectations; keep your boss informed; is based on dependability and honest; and selectively uses your bosses time and resources.	Develop and maintain a relationship: offer opportunities to prove themselves and build relationship of  trust; understand subordinate’s expectation; practice two way communications furthermore active listening; be present on all occasions as and when looked-for; provide required resources, support and opportunity to take decision.

In nutshell we HAKIMS, are not HA for hathut - ‘caucus’, KI for kichpitch – ‘unnecessary tension creator’; and M for Malage – ‘manage things on whims and fancy’ as criticized on our back by subordinates, but are responsible to manage our most valuable assets, the knowledge workers. Let us encourage and respect new ideas – allow to do experiments; be environmentally and socially sensitive; encourage and practice two way communication; feel and practice mutual respect; bring cognitive dissonance to a minimum possible level; practice supportive leadership style; take suggestions in constructive manner; find difference between lips service and real intention; and never forget that our subordinates are responsible for their acts however we are solely accountable to achieve organization goal.