Managing staff in an organisation is associated with prestige and power.  A generation or two ago, management meant being in charge; the boss; the authority.  

The paradigm today is different, with a greater emphasis on accountability of managers.  In other words, when things go wrong, managers are less able to point the finger at subordinates.   Rather, managers can expect to be questioned on why their management of the “system” has allowed a foothold for error and failure.  The concept of systems management has reduced the opportunity to apportion blame, seeking instead to identify solutions and refinements.

Interpersonal conflict is a problem for both management and employees, with potentially destructive consequences for both.  However, the accountabilities for resolving such issues are different for managers and employees.  Employees should be held accountable for individual performance and behaviour.  Managers are similarly accountable as individuals with additional accountability for ensuring a well constructed and continuously improving system.