The Supervisor as a Human Relations Specialist
Abstract
This paper discusses the ten guidelines for a supervisor to follow when attempting to build sound human relations with his or her subordinates. Schroder and Lombardo (2006) identify and describe in detail the ten guidelines of a human relations specialist. These guidelines are, practice empathy when communicating; give subordinates the information they need to function effectively; when appropriate, act as a spokesperson for your subordinates; maintain objectivity; respect confidences; maintain an “open door” policy; emphasize consistency when enforcing rules and regulations; insofar as possible, involve subordinates in the making of decisions which affect them; emphasize reconciliation when settling work disputes; and recognize that human relations must be maintained (Schroder and Lombardo, 2006). This paper examines these guidelines and what the positive and negative effects on subordinates can be when, and when not, using sound human relations skills. Real world examples are also given for better understanding.
The Supervisor as a Human Relations Specialist
According to Schroder and Lombard (2006), by having sound human relation’s skills you can achieve a subordinate that is both productive in his/her job and comfortable with working with his/her peers and supervisors. Unfortunately, there are supervisors that just direct the work related activities of subordinates and do nothing more. These types of supervisors fail to see the opportunities that are gained from using human relations “to counsel and otherwise show concern for their subordinates” (Schroder & Lombardo, 2006 p. 145).
Guidelines for Building Sound Human Relations
Schroder and Lombardo (2006) list and explain the guidelines that have shown to build human relations skills. These guidelines are, practice empathy when communicating; give subordinates the information they need to function effectively; when appropriate, act as a...