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Human Resource Management

The document discusses the concept of a "magnetic manager" - a manager who attracts and retains top employees. It explains that employees are more likely to leave their managers than their companies. A magnetic manager engages and develops employees through powerful questions, communication, respect, recognition, and growth opportunities. They understand and apply Henry Fayol's 14 principles of management to achieve organizational goals through people. The qualities of a magnetic leader include authenticity, good communication, vision, selflessness, charisma, transparency, and resilience.

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260 views

Human Resource Management

The document discusses the concept of a "magnetic manager" - a manager who attracts and retains top employees. It explains that employees are more likely to leave their managers than their companies. A magnetic manager engages and develops employees through powerful questions, communication, respect, recognition, and growth opportunities. They understand and apply Henry Fayol's 14 principles of management to achieve organizational goals through people. The qualities of a magnetic leader include authenticity, good communication, vision, selflessness, charisma, transparency, and resilience.

Uploaded by

Nonsoufo eze
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Human Resource Management

TOPIC: The Magnetic Manager


(People don’t leave organizations, they
leave managers)

REG NO: G2020/MSC/MGT/FT/003

NAME: Chioma Nonso-Eze


We begin by understanding first this theory, according to le.au.uk journal A magnetic piece of
steel rod is cut into smaller piece each piece is a magnet with a N or a S pole.

Therefore, a magnet can be said to be made of lots of ‘tiny ‘magnets all lined up with their N
poles pointing in the same direction at the end, the free pole of the tiny magnets repels each
other and fan out so the pole of the magnets is around the ends.

The above explanation is best in understanding the components of a magnetic manager, the
managers success is in the employees. (ARISTOTLE ‘THE USE OF THE COMPASS 1187) The
magnetic manager is one who is becoming the best “boss, (PAT DIDOMEMIES EDITORIAL
DIRECTORS BUSINESS MANAGEMENT DAILY AUTHOR MAGNETIC MANAGER NOW) but I say
becoming because a manager never is termed best.

People, Situations, Environment keep a manager learning.

A recent study shows that only 12% of employees leave their jobs in pursuit of higher pay. The
number one reason employees leave is the way they are supervised. Hence, the common saying
People join companies but leave manager. (MEL KELMAN AUTHOR HIRE TOUGH, MANAGE
EASY)

Irresistible leaders attract more than just great employees, their ability to lead an energized and
engaged workforce and can also boost customers numbers and profits.

Managers are people, we each have our own styles, personalities, goals, beliefs &passion.

Naturally these traits influence how we do our jobs and how we lead our employees.

The best managers are the ones who have and use tools and resources to bring out the best in
others and achieve deserved outcome through the people. less than stellar managers
essentially do what needs to be done to cover their own you know what without much regards
for how the people feel or what they need to be successful.

One of the most direct routes to being the best manager you can be is to learn how to unleash
the potential of your individual employees and your team. This requires desire, intention,
coaching skills, dedication, and the ability to ask powerful questions.
WHAT ARE POWERFUL QUESTIONS:

Powerful questions provide your employee with a format to share the entire story not just a
piece of it .Powerful questions help uncover the judgments and attitudes behind your
employees speech.

Most importantly, powerful questions can help employees reach their own conclusion and
discover how to be best support, contribute and deliver desired results for the business, the
team and themselves.

Now the best part is that you we do not get into the heat of the matter with your employees
but you also establish trust and reenforce relationships with employees

The magnetic manager is one who attract, selects, and retains STAR employees

The magnetic manager is one who helps employees get to where they want to get.

The magnetic manager isn’t one who get people to do what he wants them to do but is one
who helps them do what he wants them to do by helping them.

The magnetic manager is one who helps them attain objectives in the long term.

This principle is based on the law of “RECIPROCITY” and this law simply states if you help people
get what they want they will help you get what you want.

An engaged employee I one who is engaged in the following ways: -

1. By communication.
2. By respect.
3. By recognition.
4. By growth.
5. By engagement.

The magnetic manger builds on this strength and not on weaknesses.

The magnetic manager understands the importance of the Henry Fayol’s 14 principal of
management.
DAD U C USSR O I SEE

PRINCIPALS RESULTS
Division of work This is subdivision of work into units which leads to specialization,
reduces the risk and less waste in outputs.
Authority& Responsibility Authority allows the subordinate to be responsible and some
authority to work must be given alongside responsibility
(obligation to complete an assigned job on time) Which will in
turn make the subordinate accountable to the manager.
Discipline This is self-imposed obedience, doing what you know need to be
done even when you don’t want to do it. It can either be self
-imposed discipline or command discipline.
Unity of command Orders from one superior only double order can lead to
confusion.
Centralisation&decentralization Everything which goes to increase the importance of
subordinate’s role is decentralization while everything that goes
to increase it is known as centralization.
Unity of direction One head one plan motion.

Scalar chain Chain of authority and communication ranging from the highest
to the lowest.
Stability of tenor Employee’s need enough time on the job, removal at short time
isn’t proper.
Remuneration Should be fair, reasonable, and satisfactory. Dissatisfaction leads
to employee turnover.
Order Arrangement of things and people, right man at the right place.

Initiative Managers should encourage their subordinates to take initiative


at work. should be in the limit of authority and discipline.
Subordination of individual Interest of the organization is priority over individual interest. If
interest to generate interest different it is the duty of the manager to reconcile the objectives
together.
Equity This is the combination of justice and kindness; it brings loyalty to
the organization. Its application required good sense, experience,
and good nature.
Esprit de corps This means union is strength or team spirit, it’s a French word.
Everyone must see himself as part of a team and not a single unit.

(RACHEL SALAMAN 2017, ROBERTA CHUSKY MATUSON- THE MAGNETIC LEADER) states in her
book the seven(7) Qualities if a magnetic leader.

1. Authenticity
2. Good communication
3. Be visionary
4. Be selfless
5. Charisma
6. Transparency
7. Resilience.

Thank you.

REFERENCES

RACHEL SALAMAN 2017,THE MAGNETIC LEADER

ADAIR,J.AND THOMAS,N(ED)(2008)THE BEST OF ADAIR ON LEADERSHIPAND


MANAGEMENT.LONDON:THOROGOOD PUBLISHING

ARMSTRONG,M(2003) A HANDBOOK OF HUMAN RESOURCES MANAGEMENT (9 TH EDITION)


THE EVOLUTION OF MANAGEMENT THOUGHT( DANIEL.A.WREN 1972 )

GENERAL AND INDUSTRIAL MANAGEMENT (HENRI FAYOL 1920)

ROBBINS S(2003)ORGANIZATIONAL BEHAVIOUR 10TH EDITION NEW YORK

STEPHEN P. ROBBINS &TIMOTHY A. JUDGE ORGANIZATIONAL BEHAVIOUR 15 TH EDITION


(2009)

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