Management education's blind spot: management of workplace relations

Abstract

PurposeDeveloping interpersonal relationships is widely recognised as a key managerial capability, but business schools have been criticised for the limited attention given to the subject. The purpose of this paper is to attempt to address this deficiency in the area of teaching workplace relationships.Design/methodology/approachThe paper reviews and critiques existing literature on the teaching of interpersonal relationships. It examines possibilities for content and methods by which they could be taught, including the limitations of each method.FindingsThe limitations of skills‐based courses are recognised and a case is argued for a broad‐based approach to teaching interpersonal relations that draws on a motivational, behavioural, cognitive, emotion and personality approach. A large number of options exist and it is argued that techniques be used that complement one another.Practical implicationsLectures of general management courses are frequently constrained by their limited training but the paper provides a cognitive and theoretical framework with which to analyse relationships, which can be combined with a number of other techniques within the abilities of the general management lecturer. More research is required on interpersonal relationship management strategies and relationship variability in the workplace.Originality/valueThe paper moves away from a skills‐based approach to interpersonal relationships to consider cognitive and motivational aspects. The concept of relational capital emphasises the inherent value of workplace relationships. The paper suggests that interpersonal relationship needs to be mainstreamed into management education if graduates are to be prepared for the business world.