, illustrates effective and ineffective relationships between Frank Questin, Product Engineering Manager, Frank's managerial colleagues, his production staff, and the relationship between Frank's department with other units within Custom Chip, Inc. Taking into consideration the many variables and roles of leadership, one can conclude that technical training is important, but that it accounts for a small percentage of one's success in managing. It is more convincing to view a large percentage of one's success is due to the development of one's personal qualities, such as initiative, thoroughness, concentrations, decision making, adaptability, organizing ability, observation, industry, and overall experience. Meticulous self-improvement in the use of your personal resources, organization and time, will improve the effectiveness with which you manage yourself and enable you to manage the efforts of others more efficiently.
First, developing effective relationships requires establishing trust and using interpersonal communication skills. Frank's effective or ineffective relationship with his managerial colleagues dictates his specific role in accomplishing the objectives and goals of his department. For example, when conflicts occur between Frank's production engineering and Pete's application designing, the conflict is identified and examined from two points of view. Each manager values the others competencies in their department and they are flexible in decision making and planning to accomplish each other's goals, respectfully coming to a resolution. At times, conflict can not be resolved quickly because the contributing parties are not present. Projects are prolonged and incomplete, hindering the manufacturing yield. The lack of information and communication enables successful strategic planning and several departments suffers as an end result. In another example, Frank's relationship with Rob demonstrates how barriers, like temper and lack of respect, weaken communicate effectiveness.
