A Key to Effective Manager-subordinate Relationships

ONSIDERABLE effort, in recent years, has been devoted to improving individual, unit, and organisational effectiveness, primarily through the implementation of various types of human resources management policies and practices. Such efforts have yielded mixed results, and we believe this is because the focus of attention has been on the interface of the individual employee with the organisation (and its policies and practices). Largely neglected in prior implementation efforts has been what we believe to be a perhaps more relevant focus of attention, which is directed at the fundamental interaction of organisational life: the managersubordinate relationship. This article presents the case that the manager-subordinate relationship can be problematic for a number of reasons, and until we devote serious attention to preventing the development of dysfunctional relationships, and work at cultivating effective relationships, we should not expect to see maximally effective employees or organisational units.