Apart from this is the personality that we also possess to include human inadequacies, creativeness, eccentricity and everything that makes us unique.
It has been observed by many commentators and researchers that the status of managers has fluctuated over the years. Management is in a period of decline, particularly in the middle management (Scarbrough and Burrel, 1996, cited in Brocklehurst et al., 2009, p. 7). The decline can be due to many factors, one of which can be traced to our personality and relationship: our relationship with people is affected by our uniqueness as humans.
Clegg et al. (2008) deal in their article the complexities of human nature: we can relate this with the decline of the middle management, on the relationship of managers versus employees. Yet what makes this managing unique is that there is no exact definition of successful organization, or “failure” organization. Organizations will continue to exist for as long as man continues to socialize. The problem is how people behave or interact with each other; the effect is on the organization.
In our socializing activities, we commit errors, but which are not really errors – they are a part of our being human. Examples of these errors are stereotyping, self-fulfilling prophecies, the ‘halo’ effect, attribution error, cognitive dissonance, and so forth. These affect our managing people.
‘Stereotyping occurs most commonly in the absence of enough social cues in order to make an informed assessment’ (Kawakami et al., 1998, cited in Clegg et al., 2005, p. 57). The most common issues concerning stereotyping center on culture and race. People have been asked to suppress their stereotyping behavior. ‘Self-fulfilling prophecies’ effect how we perceive others and how we act when we interact with them. If we look at others the way we think of them, they may act the way we perceive of them.
We have also to consider the values we have