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The Responsiveness Paradigm
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The ‘responsiveness paradigm’ was put forth by Robert Bacal which analyses the impact of being responsive to the needs of the fellow beings and of oneself. Though a simple concept, once understood and put into practice, it can get a positive response from others who would be willing to go the extra mile for him.

Responsive paradigm is important to any person, be it an individual or an organisation. Responsiveness is displayed by showing active interest in what is being said through proper responses and body movements. An active responder recognises the absolute and tacit needs of the others and takes steps for its fulfilment. The interest displayed by the responder convinces the latter of the surety of an action, whether positive or negative, to his needs. An organisation or a manager who is receptive to the needs of the employee can create a feeling of oneness with the organisation in the minds of the employees and coax them to take the extra mile whenever necessary.

Every organisation has to provide training to its employees to be more responsive to the others’ needs by adding skills to understand them, thereby creating a positive culture within the entity. A responsive manager listens and acknowledges to what is being said to him and keeps an eye open for those left unsaid so that he can take the necessary actions in reply to the same. He has the ability to extract the necessary information from the employee, and his interest in the matter communicated helps in creating a positive relationship between the team members. He has to remain rational in his thoughts, words and actions through out the discussion without giving room for emotional outbursts. A responsive manager understands the need for possessing a good communication skill and take measures to develop in him the skill of listening and responding positively and actively in a discussion. He must be tactful in his dealings and should be careful not to put the blame on the employee for any inaction. The error on the part of the employee must be dealt with dexterity, and the employee should be convinced of the mistake and must be induced to take the corrective action. A good manager has the power to extract the information from the employees, with or without their knowledge.

The manager provides a solution to the problem by removing the barriers and providing them with the necessary tools wherever possible. For example, as the companies are interested in pulling down the cost of the operations, the hit of it can be experienced in activities like team building which are given secondary importance by the organisation. A responsive leader is one who assists the management in pulling down the prices, at the same time, helps the team in understanding the importance of inter-dependence for the personal and team’s success. He takes the personal responsibility for conducting team building exercises, thereby making significant contribution to the company’s and team’s activities.

A responsive manager keeps alert to the needs of the customers, co-workers and the top management. Understanding and moving with the needs make him a well appreciated, respected leader who can drive the organisation to its success.

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