Respect in the Workplace

Respect in the Workplace

*Respect In* The Workplace Respect defined by the seven army values is “ Respectis treating others with consideration and honor. It is the ability to accept and value other individuals. Respect begins with a fundamental understanding that all people possess worth as human beings. Respect is accepting others and acknowledging their value without feeling obligated to embrace all of their ideas. All of us posses special skills and adhere to certain values. Without respect for all other individuals, there would not be a cohesive and team – oriented Army.” Respect plays an important role in the workplace. Without respect morale, and productivity would rapidly drop and eventually cease. When there is no respect in the workplace it makes it a untolerable environment to be around. When people show respect to each other it makes them feel as if they are part of the team. With the respect it goes both ways understood that you need to have respect for your supervisor given his or her position or rank. But that supervisor also needs to have respect for their employees or subordinates. If he or she does not show respect for them then it would make it hard for the employee or subordinate to show that individual respect.
Most managers are promoted from the rank and file with little, if any, preparation and often even less confidence in their abilities. In many cases the "manager" is the person who was most proficient performing a particular job function with little or no attention given to their ability to communicate, lead or think outside of their particular area of expertise. Professional management requires the ability to plan, direct, and control the activities of a particular function while motivating the staff assigned to achieve the desired results of that function. Management requires a combination of skills along with natural ability. One who is given the title of "manager" based solely on job performance might as well say to subordinates "Hey I'm not sure what I'm...

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