ABSTRACT
A normal working day for HE staff supporting teaching and research activity involves a considerable amount of interaction with supervisors/managers as well as other work colleagues, exchange is predominantly face to face and via e-mail and thus thorough, clear, supportive communication is of paramount importance. However, despite this daily process, the interaction often does not meet many employees’ expectations and is not given the emphasis it, perhaps, deserves. Would improvements in the collection of person-centred communication characteristics, here termed management manners, help improve the working environment in universities? A further set of staff survey results covering openers, honesty, co-operation, feedback and involvement in and understanding of decision-making processes are considered.
Would better explanation of aspirations, vision, organisational developments and plans, making staff feel ‘valued’ and the use of a few more ‘kind words’ motivate staff significantly? What is good communication, do we really practice sufficient empathy when trying to sort out issues and do we respect other’s positions or immediately ignore anything which doesn’t immediately chime with our own diagnosis of the problem? These are the kind of areas addressed in this chapter. Examples of ‘positive behaviour’ which can lead to ‘a happier work environment at work’, and the standards we as managers at all levels should set, are suggested via professional bodies, management study results and commentary. Management quality elements identified by the CIPD, business coaching and school leadership experts are reflected upon and discussed.
