Presenting managerial action on an anthropological basis and reflecting on the ways of solving the practical problems of the company is not often seen in specialized business magazines or in the books of the “greats of the administration”.
In contrast, the book "Anthropology of Management Action", from its very name, presents an attractive proposal: management must contribute above all to the improvement of employees who participate in the company, through communication and trust.
The highest form of communication and connection between men resides in language.
A manager must keep in mind that he works with people, and to facilitate the achievement of his objective it is convenient to know and understand them. In his interaction with them, language is incorporated to benefit the connection between the members of the organization, to communicate the rationality of the manager and the initiative of the manager, and to "change the behavior of others so that they do what they want" and that want what he wants.
In the two-way communication, managerial - directed, language can enrich, mistreat or hinder them. What they say and do will leave some mark on the interlocutors. Additionally, it is interesting to see how an element that many managers use when they are in charge of a group of employees stands out: fear; thinking that it is the logical consequence of the power they enjoy due to their position in the company. In this regard, Polo shows that it is not possible to lead men using fear since it impedes communication, commitment and effort from the worker and even the manager, by nullifying the environment of trust.
Fear usually generates something just as fearsome: lies. "Human relationships begin to become addicted to such a degree that management becomes impossible" because communication is diminished and trust is destroyed.
When the manager bases his actions on fear and lies, there is no other choice but to assume the robotization of the employees who remain silent and yield to the autocracy of the boss.
The managerial - directed relationship starts from the principle of trust in the person as a being in permanent condition to learn. Therefore, it can be considered that to counteract the effect of authoritarian managers, a humanization crusade of managerial action could be initiated to raise awareness among those who are in charge of the company that it can be productive and innovative if it significantly increases levels of trust. in their people and are given the opportunity to assume new responsibilities and exercise leadership and collective intelligence in order to achieve greater commitment and loyalty. Following the principle of trust, managers must find in the manager the motivation to work and to improve as people; "If by themselves they seek to be more effective,So the manager has been right to fully understand that his employee, far from being someone who helps and works for him, is a person, with the same dignity and rational capacity as him.
Finally, it is concluded that it is through communication and trust that managerial action contributes to the improvement of employees. This is how the “anthropology of management” makes its way in the administration chapters.
