Citation
Nolan, S. (2014), "Recommended reading", Strategic HR Review, Vol. 13 No. 3. https://doi.org/10.1108/SHR.37213caa.012
Publisher
:Emerald Group Publishing Limited
Recommended reading
Article Type: Resources From: Strategic HR Review, Volume 13, Issue 3
Human Nature. A Guide to Managing Workplace Relations
Greg Clydesdale
Gower
ISBN 9781472416797 (hbk), ISBN 9781472416803 (ebk-PDF), ISBN 9781472416810 (ebk-ePUB)
This book argues that understanding human nature is essential to good management. While people can be emotional, irrational and unpredictable, they are the most important resource in a business and it is the managers job to get the best out of them and build constructive interpersonal relationships.
Defining human nature
The author examines views and beliefs on human nature, identifying significant differences in conceptual theories. While there is no set model for the complexity of human nature, there are shared behaviors among humans that are universally recognized. By understanding shared characteristics and behaviors, managers can begin to build better relationships and manage more effectively. Therefore Clydesdale presents a simple model of human nature that encompasses 20 characteristics within three categories – cognition, motivation and emotion. These characteristics are used throughout the book to help managers understand the workplace issues they face or are likely to face. Issues discussed include dealing with difficult people, bullying and sexual relationships in the workplace.
Keeping it real
The book provides plenty of advice and thought provocation on the subject of the relationship between managers and their staff and how to achieve effective management through positive interactions. Good relationships are a valuable tool – creating relationship capital through tangible benefits – while bad relationships are a liability. The author discusses different levels and types of relationships as well as cultures, and how to build up relationship capital using different relationship management strategies and constructive management techniques.
The final chapter in the book, "Could you be a hypocrite and not know it?" is a reminder that all too often there is a gap between how we perceive ourselves as managers and how others perceive us and/or our actual behavior. This opens up scope for demotivating and potentially unethical behavior. Managers, therefore, need to understand themselves and their own behavior before they can create high quality interactions with their people.
Clydesdale uses examples throughout the book to demonstrate the theory in practice and draws on a variety of research and case studies to give context to the information. It is an interesting read that helps to bridge the gap between theory and workplace reality and would be useful for both new and existing managers.
Sara Nolan
Editor, Strategic HR Review