Critical Resources to manage organizations in Covid-19

Mar 16, 2021 Leader Management 0

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Management is the art and science of running organizations. Today, we have a strange work environment in which organizations are operating, for it is general knowledge that we have gone through the trying times, whether bosses or subordinates alike due to the coronavirus. As government allows organizations to operate with the recent being educational institutions, managers will no more do things as it was before the pandemic. I have written before in this magazine that it is not even the new normal yet, that state is still blinking.

Generally, there is a wave of uncertainty, confusion, hopelessness and utter pain among workers that new approaches are needed. Therefore, to manage people who are under such uncertainties requires special skills that we have always taken for granted.

What I am drawing attention to are not physical resources like the money, space, furniture, equipment and so on. The times demand us to critically look at intangibles that include but are not limited to change management skills, behavioural models, team work, communication, delegation, decision making, stress management, employee counselling, interpersonal skills, peer support, feedback and training. These elements are critical capabilities without which the physical resources are not productive.

We are in times of change and we must all embrace the new ways of work life. Employees who will still want old ways will be out of place. But bosses must also know that people will not embrace change easily despite the obvious. I know certain workers who resisted work from home. Likewise, there are questions whether decisions that managers have made via zoom can stand or are challengeable in courts of law. However, as we have multiple social media sources of official information now than before, effective communication is key to ensure common understanding.

Human relations have changed and leaders will require soft skills to cope. Managers should appreciate new human behaviour at work more than ever before; bosses should reorient their approach to working with their subordinates, consulting them to have full buy in. It is time of protecting each other under the SOPs. Flexibility in working schedules should be embraced with a friendly supervision style and a greater listening ear to workers. Delegation has become quite essential where it was a neglected soft skill. Possibly, the critical resource is managing stress.

Today, workers should be given a wider platform of dialogue on issues that are affecting them and quick solutions should be jointly sought. In fact, managers must avoid “telling workers” as in the old models of managing people. Therefore, techniques handling interpersonal relations are but essential. Attending to each employee will enable containment of inner conflict. Peer-to-peer support atmosphere should be promoted. Training is needed to provide these coping resources in the Covid-19 times.

Uncertainty might continue for some time. We shall all learn of the need to steer through this complexity that has levelled humanity. We also learn to seek supportive decisions across the organization, to contain anxiety and weak human tendencies that challenge our individualistic motives, needs, aspirations and potentials.

Nothing about universal principles was in place to prepare the world for Covid-19. We are equally learners, doers and teachers to each other of the coping mechanisms during and the yet foreseeable post- Covid-19.

Prof. Vincent Bagire

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