Respond to Salah in the following way: Offer a complimentary or alternative

Respond to Salah in the following way: 
Offer a complimentary or alternative viewpoint about the role and process of feedback.
Please use You or Your when replying to Salah’s post.
SALAH’S POST:
Introduction 
         A good work relationship requires trust, respect, self-awareness, inclusion, and open communication. Building and maintaining good working relationships will make you more engaged with your work, improve your career potential, and elevate the whole team. A professional work relationship is built on trust (Atitumpong & Badir, 2018). Team members should also respect one another and be inclusive in considering different opinions. Self-awareness and open communication are crucial to making this work. The relationship between managers and their employees is critical in determining the nature of the work environment; it may be healthy or toxic based on the nature of the connections (de Valk, 2015). 
Discussion
         A healthy work environment is associated with positive organizational outcomes, including increased productivity, high motivation levels, and effective communication channels. There are various strategies that managers can employ to build such constructive relationships. There are multiple strategies that managers can use to create such productive relationships. First, their leadership style must inspire employees to better themselves every day (Baker, 2019). Managers must demonstrate belief and trust in their employees and encourage them to focus on their career goals, especially when going through difficult times. To achieve this, managers must sharpen their communication skills to listen and encourage them to focus on their career goals, especially when they are going through difficult times. To achieve this, managers must sharpen their communication skills to listen and understand the needs of their employees (Horstman, 2016). Managers must also develop motivational skills such as positive feedback and rewards for exemplary performance. They should also become pillars of support whenever employees are facing tough times on a personal level that may hinder their productivity. Finally, managers should possess practical conflict management skills and become the voice of authority and reason whenever employees have interpersonal conflicts with their colleagues (Stoneham, 2016)
Strategies to Improve Manager and Employee Relations 
         Positive manager-employee relationships begin. Sitting down face-to-face weekly or monthly, to discuss ideas, solve problems, and track goal progress. These meetings will make employees feel more comfortable asking for help and give the manager a better understanding of their team members’ unique personalities and motivations. Constructive feedback is a two-way street (Bass, 1998). Just like employees need to know what they’re doing well and where they can improve, the manager needs to hear what’s working and not within the team or department. Ask what you as a manager can do to make their job easier/help them be more effective. Ask what changes they would like to see within processes or policies. Employees will be much more likely to stick with a company when they feel their voices are being heard (Borowski, 1998). 
        Furthermore, praising employees will also make them more open to constructive feedback. Striking that balance between positive and negative will show employees that constructive feedback comes from an objective, unbiased place. Show employees that you’re invested in their growth and that you want to help them move up the ladder. If people feel they’re stuck in a dead-end job—and their manager isn’t doing anything about it—it won’t be long before they’re sending out resumes and cover letters. Use check-in meetings to discuss employees’ long-term career goals and chart a course to help them get there. On the other hand, all managers must set expectations on how team members are to work together and hold them to account for their delivery (Bhatt & Sharma, 2019). 
Conflict and Manager Relationship
          Conflict at work usually occurs when people cannot perform their job or when expectations are not met. This manifests itself in the use of poor behavior by one or both parties concerned. The causes of failure are often outside the control of the individual or groups concerned, so if the causal factors are not changed, the conflict will remain unresolved. Furthermore, team members may inappropriately seek protection and support from others, thus creating third parties to the manager-employee relationship and spreading the conflict. Well-designed roles, with clear accountabilities and authorities, provide the rules for engagement. They enable people to work together constructively towards business goals. While the design of all roles is essential, one of the most significant relationship issues is the design of specialist roles, such as technical specialists and planners. Issues arise when employees do not clearly understand the nature of a specialist’s separate but complementary work, i.e., “What authority do they have and how does it relate to mine?” To reduce potential conflict, all roles and relationships must be clearly defined, embedded into the organization’s work systems, and communicated to all those impacted (Horstman, 2016). 
Conclusion 
         Building constructive working relationships requires an approach that covers the whole working organization, i.e., the organization’s structure, roles and role relationships, systems of work, and managerial leadership, along with the symbols they create. How these are designed and delivered will either enable people to work together constructively or hinder them. Focussing on interpersonal skills alone is only a band-aid solution to workplace issues. If the problems are not resolved, then the conflict will re-emerge.
References 
Atitumpong, A., & Badir, Y. F. (2018). Leader-member exchange, learning orientation an innovative work behavior.
          Journal of Workplace Learning, 30, 32–47. doi:10.1108/JWL-01-2017-0005
Bass, B. M. (1998). Transformational leadership: Industry, military, and educational impact. Mahwah, NJ: Lawrence Erlbaum. 
Baker, W. (2019). Energize others to drive the innovation process. People & Strategy, 42,42–47. Retrieved from https://www.hrps.org
Borowski, P. J. (1998). Manager-employee relationships: Guided by Kant’s categorical imperative or by Dilbert’s business principle. Journal of
         Business Ethics, 17, 1623–1632 
Bhatt, R., & Sharma, M. (2019). Employee engagement: A tool for talent management, retention and employee satisfaction in the IT/ITES
          companies in India. International Journal of Research in Commerce & Management, 10, 19–22.
de Valk, P., (2015) How businesses can deal with a bad manager. Strategic HR Review, 14(3), 74–78.
Horstman, M. (2016). The effective manager. Hoboken, NJ: Wiley.
Stoneham, D. (2016). Work on yourself first. Talent Development, 70(3), 70–72.