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Chapter 1 Supervisor’s Special Role Supervisor –A manager whose subordinates are nonmanagement employees –The person in the middle ... between the workers and middle managers –Must generate results 1 3 Types of Management Skills 1. Human Skills – Leadership Ability – Skill in Intergroup Relationships 2. Technical Skills – Specialized knowledge, skills, and abilities 3. Conceptual Skills – The ability to see the whole as a sum of interrelated and interdependent parts. 2 The Supervisor’s Responsibilities Supervisors have responsibilities to three primary groups: –Subordinates –Peers –Superiors 3 Effective and Efficient Effectiveness –“Doing the right thing.” –Selecting the right goal and right approach Efficiency –“Doing things right.” –Avoids waste of valuable resources. 4 Supervisory Roles Role Prescriptions – Demands on the suprv. prescribe their role Role Conflict Role Ambiguity Role Performance Role Sanctions – Negative means used to manage suprv. role performance 5 Supervisors as Linking Pins Linking Pin –Key individual who is a member of two or more formal groups in an organization »thus linking or connecting the groups. 6 Current Trends Information and Technology Quality and Productivity Improvement Education Foreign Ownership Valuing Diversity Work Schedules Utilization of Teams 7 Definitions Productivity – Amount of input needed to generate a given amount of output Quality – The total product’s ability to meet stated goals 8 More Definitions Diversity – Differences in people and groups that both unite and separate them Cultural Diversity – Coexistence of two or more cultural groups within an organization. 9 More Definitions Flextime Job Sharing Job Splitting Permanent Part-Time Telecommuting Leasing Employees 10 More Definitions Team Advisers – Supervisor of a team who share his/her authority and who jointly run their operations. Empower – To equip people to function on their own, without direct supervision. 11 Sources of Supervisory Personnel Internal Employees External Candidates 12 Chapter 2 You and Your Future ObsolescenceA condition that exists when a person (or machine) is no longer able to perform to standards or to management’s expectations. How can obsolescence 1 Obsolescence A person can be obsolete in: –Attitude –Knowledge –Skills –Abilities 2 Handling Obsolescence Invest in the person through training and development Offer incentives for self-improvement efforts Tolerate the person’s limitations Reduce the person’s role in the organization Discharge the person 1a Planning for Advancement The 6 Steps in Planning for Advancement – Take a personal inventory – Analyze your present situation – Set your objectives for self-improvement – Develop a program – Set your program in motion – Evaluate your progress periodically 3 Planning Your Career 5 Recommended Steps –Determine your career objectives –Investigate jobs and career paths –Label likely employers –Seek employment –Assess your situation periodically 4 Definitions Networking – Working with friends, family, and workrelated contacts to help find employment or to advance one’s career. Resume – An employment related document containing vital personal data, employment goals, and work-related education and experiences. 5 Career Stages Four Stages (once we have settled on a career) –Trial –Establishment and Advancement –Midcareer –Late career 6 Career Stages Trial – Task Needs » Varied job activities » Self-exploration – Emotional Needs » Make preliminary job choices » Settling down 6a Career Stages Establishment and Advancement – Task Needs » Job challenge » Develop competence » New area after 3-5 years – Emotional Needs » Deal with competition » Deal with family conflicts 6b Career Stages Midcareer – Task Needs » Technical Updating » Develop new skills (training, etc.) – Emotional Needs » Reorganize 6c Career Stages Late Career – Task Needs » Plan for retirement » Begin activities outside of the organization – Emotional Needs » Develop identity in extraorganizational activities 6d Professional Ethics Ethics – A field of philosophy dealing with the rightness of human conduct in society. Supervisor has: – Ethical concerns – Legal concerns 7 Causes of Supervisory Success and Failure New keys to success – Facilitator, trainer, coach, and advisor Key disturbing behaviors – Dishonesty – Personal business on company time – arrogance – complaining attitude – absenteeism/tardiness 8 Chapter 3 Management Concepts Management – A process leading to setting/achieving stated goals – A team of people making up an org’s hierarchy Manager – A member of the hierarchy who gets things done with and through others. Formal Organization – An enterprise with stated goals, division of labor, hierarchy, etc. Essential Elements of a Formal Organization 1. Stated Purposes and Goals 2. Division of Labor Among Specialists 3. Rational Organization or Design 4. Hierarchy of Authority and Accountability Definitions Authority – A person’s right to give orders to others. Power – The ability to influence others. Responsibility – The obligation to execute duties to the best of their abilities. Accountability – Having to answer to someone for your performance. Delegation Delegation - the act of passing one’s authority, in part or in total, to another How to Delegate: – Decide on Tasks, Limits, and Supports – Choose the Subordinate – Give the Assignment – Stay in Touch The Management Hierarchy Board of Directors Top Management Middle Management Operating Management Line and Staff Authority Line Managers – A manager who oversees a department or activity that directly affects the organization’s success. Staff Managers – A manager who offers advice and service in an area of expertise to organizational personnel who need assistance. Functional Authority The right that a manager of a staff department has to make decisions and to give orders that affect the way things are done in another department. The Manager’s Functions Planning – Constructing plans designed to achieve goals. Organizing – Determining the tasks needed to reach goals. Directing – Utilizing resources to see that goals are achieved. Controlling – Preventing, identifying, and correcting deficiencies in an organization’s operations. Rational Model for Decision Making 1. Define the Problem – Look for Symptoms 2. 3. 4. 5. 6. Identify Your Restraints List Your Alternatives Evaluate Your Alternatives Decide on the Best Alternative(s) Implement the Decision and Follow Up Managing Your Time Time Logs Eliminating Interruptions Daily Planners Using Spare Time Three Categories Chapter 4 Management Functions The Four Major Functions of a Manager are: – Planning – Organizing – Directing – Controlling All of these functions are interrelated and interdependent. Planning Philosophy of Management – The way a company thinks and acts towards people and events – Largely determined by the attitudes, values, and guiding principles held by managers. – All managers have a philosophy that affects their thinking and behaviors Mission Statement Definition – The central purpose behind the existence of a formal organization --- it’s reason for being. Once it’s constructed, it should become the manager’s vision of what the organization should be. Basic Organizational Terms Goals – The objective/target expected Policies – A broad guideline to assist in problem solving and dealing with recurring situations Rules – A regulation on human conduct at work Basic Organizational Terms II Programs – A plan listing goals and details of the plan. Procedures – A general routine/method for doing day-to-day operations. Outcomes – The results of efforts to achieve goals and execute programs. Steps in Planning Step 1: Setting Objectives Step 2: Determining Alternatives & Restraints Step 3: Evaluating Alternatives Step 4: Implement Course(s) of Action Step 5: Following Up Organizing Principles 6 Basic Principles Unity of Command Span of Control Chain of Command Homogeneous Assignment Flexibility Centralization vs. Decentralization Steps in Organizing Step 1: Determing Tasks to be Accomplished Step 2: Subdividing Big Jobs into Individual Activities Step 3: Assigning Activities Step 4: Providing Resources Step 5: Designing Relationships Needed to Facilitate the Execution of the Tasks Directing Definition Evaluating Staffing Disciplining Training Offering Incentives Controlling The management function that sets standards that are applied to performance. Controls attempt to prevent, identify, and correct deviations from standards. The Control Process Step 1: Establishing Standards Step 2: Measuring Performance Against Expectations Step 3: Detecting Deviations Step 4: Analyzing Causes for Deviations Types of Controls Preventive Controls – better to prevent trouble than to have to deal with it. Diagnostic Controls – these attempt to identify trouble when it occurs. Therapeutic Controls – designed to deal with and correct deficiencies once the causes are known. Control Characteristics 1. 2. 3. 4. 5. 6. Acceptance by Members (re enforcement) Focus on Critical Points Economically Feasible Accurate Timely Clarity Other Control Techniques Management by Exception – Managers should spend their time on those matters that require their particular expertise. Management by Objectives – Subordinates should set performance goals that are in line with their unit’s and organization’s goals and that are approved by their supervisors. Coordinating The managerial task of making sure that the various parts of your organization all operate in harmony with each other. Two Kinds of Coordination – coordination Coordination (cont.) Three Basic Techniques of Coordination –use of plans –use of feedback –through lateral interaction Chapter 5 Communications The transmission of information and common understanding from one person/group to another through the use of common symbols. Planning Communication Is this communication really necessary What is the objective I hope to achieve Have I chosen the right symbols The Communication Process 1. 2. 3. 4. 5. The Message The Transmitter The Direction The Medium The Receiver Communication Barriers 1. 2. 3. 4. 5. 6. Uncommon Symbols Improper Timing Atmospheric Disturbances Improper Attitudes Background Differences Sender/Receiver Relationships Spoken Communications Basic Ingredients – Clarity - speak to your audience – Know what you want to say before you say it. – Tell ‘em what you’re going to tell them, tell them, then tell them what you told them.. – 3 Part to effective presentations » the introduction » the explanation » the summary Written Communications Command the Reader’s Attention 2. Arouse Interest 3. Specify the Action Called For. 1. Chapter 6 Managing Change & Stress The attitudes, values, and beliefs that people bring to work influence them in either a positive or negative way. Businesses have to learn how to develop and channel employee attitudes, values, and beliefs that will help organizations achieve their goals 1 Attitudes, Beliefs & Values Attitude – A person’s manner of thinking, feeling, or acting toward specific stimuli Belief – A perception based on a conviction that certain things are true or probable in one’s own mind. (opinion) – Beliefs shape our attitudes, and our attitudes display our beliefs to others. 2 Attitudes, Beliefs, & Values (cont.) Value –An activity, condition, or object that we feel has merit or worth in our lives. –Values include judgments about what is right and wrong. –Usually, values are more difficult to change than attitudes. 3 People’s Attitudes About Work/School Work Ethic –People’s attitude about the importance of working, the kind of work they choose or are required to do, and the quality of their efforts while performing work. –Usually, the more positive a person’s work ethic, the more valuable that person is to an organization. 4 Theories X & Y Douglas McGregor’s theory about manager’s attitudes. Theory X – managers assume the worst with regard to the average worker’s initiative & creativity. Theory Y – managers assume the best about workers’ willingness to assume responsibility and seek work. 5 Theory Z A set of approaches to managing people based on the attitudes of Japanese managers about the importance of the individual and of team effort to the organization. 6 The Supervisor’s Attitudes The Pygmalion Effect – Manager expectations and treatment of workers determines their performance and career progress. – Superior managers create high performance expectations that subordinates fulfill. – Subordinates appear to do what they believe they are expected to do. 7 Your Subordinate’s Attitudes Problems arise when: –We attempt to determine the other person’s attitudes through observations of the person’s actions or words. –Then we may be too quick in labeling another person’s attitude as bad or improper simply because it differs from ours. 8 Uncooperative Attitudes: Why People Resist Change Cooperation means working together to reach common objectives or goals. Some reasons for resistance include: – Personal Reasons » See no personal advantage to do so » built in fear of change – Social Reasons » informal and even formal group membership reasons 9 Changing the Attitudes of Subordinates Step 1: Identify the improper attitude or behavior Step 2: Determine Root Causes (opinions/beliefs) Step 3: Weaken the Root Causes Step 4: Offer a substitute for the improper attitude or behavior 10 Changing Attitudes and Introducing Change 11 1. Force Field Analysis Evaluating Driving and Restraining Forces for Change 2. 3. 4. 5. 6. Effective Communications Persuasion Techniques Participation Techniques Training Programs Organizational Development Activities Organization Development A planned, managed, systematic process used to change the culture, system, and behavior of an organization to improve its effectiveness in solving problems and achieving goals. 12 Stress Worry, anxiety, or tension that accompanies situations and problems we face and makes us uncertain about the ways in which we should resolve them. Coping with Stress Technostress 13 Chapter 7 Human Motivation Motivation –The drive within a person to achieve a goal. –Motivation is something we do within ourselves, not something we do to others. Human Needs The Hawthorne Studies –done in the 1920s at a Western Electric Co. plant near Chicago –initial study was to determine the effect of illumination on productivity. –findings indicated that people work for a variety of reasons ... not just money and subsistence. Human Needs (cont.) Hierarchy of Needs – Abraham Maslow identified 5 universal human needs » Self-Realization » Esteem Needs » Social Needs » Safety Needs » Physical Needs Human Needs (cont.) Needs-Goal Model of Motivation - basic assertions about human needs and motivation: – an unsatisfied need is the strongest motivator – people can be influenced by multiple unsatisfied needs – needs can never be fully satisfied – frustration in one need area may cause a person to over-emphasize another need – our needs are shaped by past experiences, external influences, and our capabilities. Maintenance and Motivation Developed by Frederick Herzberg - found two factors that influence motivation at work. –Maintenance Factors - provided by employers in order to prevent job dissatisfaction Economic Social Status Security Working Conditions Maintenance and Motivation (cont.) Motivation Factors - employer provided factors that have the potential to satisfy employees’ needs and cause an increase in commitment and energy. Challenging Work Accomplishment Recognition Responsibility Organizational Importance Access to Information Decision Making The Contingency Theory Determining the fit between an org’s characteristics and tasks with the individual’s motivations. –A central need is to achieve a sense of competence –Competence continues to motivate people even after competence is achieved. The Expectancy Theory People will do what their supervisor’s want if: – people know what they are being asked to do; – they perceive they are capable of doing this; – they desire the reward that is being offered; – they perceive that if they give this performance that they will receive the reward fairly quickly. The Reinforcement Theory It’s foundation is in B.F. Skinner’s behavior modification theories; Reinforcement of behavior can be positive or negative. – people learn through warnings and trial and error; – consider rewards & punishments » appropriateness » perception Managing Motivation Quality – TQM Productivity – Quality, Productivity, Profitability Link Quality of Work Life – the enhancement of human dignity and growth at all levels of the organization Managing Motivation (cont.) Worker Participation Techniques –Job Rotation –Job Enlargement –Job Enrichment Chapter 8 Building Relationships with Individuals Human Relations The development and maintenance Goals of Human Relations 1. Enabling Workers to Be Themselves – Workforce America study discusses what will enable people with diverse backgrounds to interact more effectively and comfortably 2. Communicating Supportively Developing Sound Working Relationships with Subordinates Four main relationships develop – 1. Education » a builder of skills and developer of potential – 2. Counselor » an adviser, director, cheerleader, and coach – 3. Judge » an appraiser and dispenser of justice – 4. Spokesperson » a disseminator of timely/accurate information Supervisor’s Role as Educator The Educator Role occurs: –during initial orientation –during training Because of this role, the Supervisor has to maintain Technical skills Supervisor’s Role as Counselor Two tests that employees use to judge their supervisors: –1. Is the supervisor aware of me? Can I turn to him/her for help? –2. Will he/she do something about my problem? Doing Something 4 principles involved in doing something: – 1. Get your subordinate involved in deciding on courses of action. – 2. Encourage the subordinate to actively participate in the discussion. – 3. Make sure everyone understands what is being discussed and said. – 4. The supervisor should do more listening than talking. Supervisor’s Role as Judge Four important tasks: 1. Enforcing company policies and regulations 2. Evaluating subordinate performance 3. Settling disputes among the staff 4. Dispensing justice Supervisor’s Role as Spokesperson The supervisor: –provides timely and accurate information –to prepare employees for changes –to represent the group to upper management and other departments. Maintaining Relationships with ...... 1. Subordinates 2. Friendship 3. Staff Specialists Relationships with Peers Peers – A person with the same level of formal authority and status in the organizational hierarchy Counsel – A mutual exchange of ideas and opinions Competition Getting Along with Your Boss Your Boss’ Expectations Winning Your Boss’ Confidence Obtaining some of Your Boss’ Authority Your Expectations of Your Boss Chapter 9 Supervising Groups Group Two or more people who are consciously aware of one another, who consider themselves to be a functioning unit, and who share in a quest for common goals or benefits. Collective Entrepreneurship This term was coined by Robert Reich, current Secretary of Labor under President Clinton To be successful, it relies on integrating individual skills into groups. Synergy Cooperative action or force of two or more elements pulling together that yields a result greater than the sum of the results that could be achieved separately by the elements Syntality A group’s personality -- what makes it unique If the group is not enthusiastic, is it due to: – Inexperience – Lack of Discipline - Lack of Training - Lack of Proper Guidelines – Existence of a problem member – Existence of a problem team leader Defining Formal Groups Management Teams Worker Teams –Task Forces –Quality Assurance Teams –Cross-Functional Teams –Product-Development Teams Measuring Group Effectiveness Task Interdependence – the degree to which a group member is concerned in the work of other members. Outcome Interdependence – task accomplishments are important to group members. Potency – the collective belief that the group can be effective. Group Decision Techniques Brainstorming Round Robins Problem Solving Meeting Ground Rules for Meetings Before the Meeting – Degree of Empowerment – Get Data Out - Distribute Agenda – Coordinate Schedules During the Meeting – Promote Discussion After - Keep Records the Meeting – Follow up on assignments Group Member Roles Self Serving Roles – Attention-Getting - Blocking – Criticizing - Dominating – Withdrawing Group-Serving – Coordinating – Initiating – Researching Roles - Fortifying - Orienting Pitfalls The Hidden Agenda An Improper Setting A Competitive Spirit Talkative Members Sabotage Informal Groups Two or more people who come together by choice to satisfy mutual needs or to share common interests. Horizontal Cliques Vertical Cliques Random Cliques Stages of Induction Stage 1 - Observation Stage 2 - Transformation Stage 3 - Confirmation Chapter 10 Leadership & Management Styles Authority – the right to give orders and instructions Power – the ability to influence others Leadership – WHAT DOES THIS MEAN TO YOU? What Makes a Leader? QuickTime™ and a Graphics decompressor are needed to see this picture QuickTime™ and a Graphics decompressor are needed to see this picture Leadership The ability to get work done wtih and through others while winning their respect, confidence, loyalty and willing cooperation. Management Ability Managers Manager Leaders Leadership Ability Nonmanager Leaders Leadership Principles 1. Be technically proficient 4. Keep your people informed 5. Set the example 9. Develop a sense of responsibility in your subordinates 11. Seek responsibilities and accept accountability for your actions. Source: U.S. Army Leadership Traits and Skills Trait Theory –What traits guarantee leadership success? –If we can find those traits, how can business use this information? The Contingency Model of Leadership Contingency/Situational Leadership – Fred Fiedler Leadership Personalities – Task versus Relationship Orientation Leadership Situation – Leader-Member Relations – Task Structure – Positional Authority to reward/punish The Managerial Grid Best leadership is a balance between the needs of subordinates and the demands of the organization for resutls Grid developed by Blake and Mouton Management & Leadership Styles Bureaucratic Autocratic Democratic Spectator The Life-Cycle Theory Hersey and Blanchard The key in this theory is the degree of tenure and capabilities Basic Steps to Leadership 1. 2. 3. 4. 5. 6. 7. 8. 9. Establish who is in charge Know what you want to accompish Know what you want each person to accomplish Let the person know what you expect Find out employee desires Find out employee expectations Be a role model Expect others to be motivated but don’t count on it. Success is determine by your motivation methods Assessing Your Leadership Ability Morale Group Spirit Proficiency Self-Discipline Chapter 11 Selection & Orientation Shaping Your Environment –Selection and Orientation –Training –The Appraisal Process –Discipline Selection The personnel or human resource management function that determines who is and is not hired. The Selection Process is a process of discrimination. Selection Preparation Job Description –A formal listing of the duties that make up a position in the organization. Job Specification –The personal characteristics and skill levels that are required of an individual to exectue a job. Recruitment Terminology EEOC Affirmative Action Programs ADA - 15 or more employees Types of Interviews Directive Interviews –An interview planned and totally controlled by the interviewer. Nondirective Interviews –An interview planned by the interviewer but controlled by the interviewee. Tests Disparate Impact – The existence of a significantly different selection rate between women and/or minorities and nonprotected groups. Validity – The degree to which a selection device measures what it is supposed to measure or is predictive of a person’s performance on a job. Drug Testing Selection Pitfalls 1. The Halo Effect 2. The rush job 3. Comparisons 4. Failure to follow the principles of sound interviewing. Selection Pitfalls 5. 6. 7. 8. 9. Overselling your company or the job. Omittting pertinent information Neglecting sound public relations Asking questions of a discriminatory nature. Hiring friends or relatives who don’t qualify. Orientation The planning and conduct of a program to introduce a new employee to the company and its history, policies, rules, and procedures. Induction The planning and conduct of a program to introduce a new employee to his or her job, working environment, supervisor, and peers. The Socialization Process The process a new employee undergoes in the first few weeks of employment through which he or she learns how to cope and succeed. The Psychological Contract An unwritten recognition of what an employer and an employee expect to give and to get from one another. Chapter 12 Training Training The activity concerned with improving employees’ performances in their present jobs by imparting skills, knowledge, and attitudes. Attitude/Knowledge/Skills Attitude A person’s manner of thinking, feeling, or acting toward specific stimuli Knowledge The body of facts, ideas, concepts, and procedures that enable people to see or visualize what must be done and why Skill The application of knowledge (technical, human, or conceptual) Advantages of Training For the Supervisor For Subordinates * Get to know subordinates * Increase chances for success * Further career * Increase Motivation * Gain more time * Promote Advancement * Promote good H.R.. * Reduce Safety hazards * Improve Requirements for Trainers TRUST helps to build relationships with subordinates. T- Time (take time for feedback) R - Respect U - Unconditional Positive Regard S - Sensitivity T - Touch (trainees need a pat on the back) Behavior Modeling A visual training approach-life performance. The Principles of Training M - Motivation I - Individualism R - Realism R - Response O - Objective R - Reinforcement S - Subjects MIRRORS Motivation – Both the trainee and trainer are favorably predisposed and ready to undergo training. Individualism – Training should be provide at a pace suitable for the trainee. Realism – Training should simulate or duplicate the actual working environment and behavior or performance required of the trainee. MIRRORS Response – Feedback is needed between trainee and trainer Objective – Both trainee and trainer know what is to be mastered through training. Reinforcement – Trainers should review and restate knowledge learned. Subjects – Trainers should know the subject and trainee needs. The Training Cycle Identifying Training Needs Conducting & Evaluating the Training Preparing Training Objective Preparing the Training Process Part 1 Identifying Training Needs Compare performances to standards for them. Training is needed when and where significant differences exist. List tasks to be taught. Part 2 Preparing Training Objectives All objectives should clearly state: 1. Performance Expectations (what the trainee should be able to do) 2. Conditions (the conditions under which the trainee will operate) 3. Criterion (how well the task must be done) Part 3 Preparing the Training Program Answer the following questions WHO WHEN WHERE HOW HOW MUCH Part 4 Conducting & Evaluating the Training Demonstrate, let trainees apply what is taught, evaluate your and the trainee’s efforts Basic Training Methods 10. Incident Process 1. 2. 3. 4. 5. 6. 7. 8. 9. Lecture Group Discussion Role Playing Sensitivity Training Case Study Management Games Simulation Exercises Wilderness Training In-Basket 11. Vestibule Training 12. Apprenticeship 13. Internship 14. Projects 15. Videotapes & Movies 16. Buddy System 17. Machine-Based 18. Group Sessions Pitfalls 1. 2. 3. 4. 5. Leaving it to others Making Assumptions Fearing a Subordinate’s Progress Getting too fancy Substituting training for proper selection processes Chapter 13 The Appraisal Process Appraisal Process Periodic evaluations of each subordinate’s on-the-job performance as well as his or her skill levels, attitudes, and potential. Goals of Appraisals What are some goals of Appraisals??? Goals of Appraisals 1. Measure employee performance 2. Fortifyprovement of performance 5. Substantiate pay increases 6. Eliminate inadequate performers What to Appraise Focus on either: (1) Output; and/or (2) Behaviors Standards – A quantity or quality designation that can be used as a basis of comparison for judging performance. – Selecting Criteriaconsider » 1. Relevance » 2. Freedom from Contamination » 3. Reliability You as an Appraiser You must .... 1. know the job responsibilities; 2. have accurate, first-hand performance information; 3. have established, bias-free, standards for judging; 4. communicate the evaluation along with the criteria for judging. Legal Concerns Some of the laws that have an impact on appraisals are: –Equal Pay Act of 1963 –Age Discrimination in Employment Act of 1967 –Title VII of the 1964 Civil Rights Act Appraisal Methods 1. 2. 3. 4. Ranking or Forced-Distribution Checklist or Forced-Choice Critical-Incident or Narrative Behaviorally Anchored Rating Scales 5. Field-Review Method 6. Scale Method Management by Objectives A proper objective: 1. is clear, concise, and unambiguous. 2. is accurate in describing the true end sought. 3. is consistent with policies, procedures, and plans. 4. is within the competence of the person or is a learning/developmental experience. Appraising with MBO Step 1 - Setting Goals Step 2 - Identifying Resources & Actions Needed Step 3 - Arranging Goals in Priorities Step 4 - Setting Timetables Step 5 - Appraising the Results Pitfalls The Halo Effect Rating the Person-Not the Performance Rating Everyone as Average Saving up for the Appraisal The Rush Job Comparisons Not Sharing the Results Lack of Proper Training Lack of Standards of Performance Lack of Proper Documentation The Error of Recent Events The Appraisal Interview Preparation Conducting the Interview Follow-up Rewards Negative Results Chapter 14 Discipline Discipline The management duty that involves educating subordinates to foster obedience and selfcontrol and dispensing appropriate punishment for wrongdoing. The Supervisor and Discipline 4 Major Emotional Job-Security Needs of Employees: 1. Know what the Boss expects 2. Regular performance feedback from the Boss 3. Fair treatment and impartiality on facts and standards not opinions Subordinates & Responsibility Peter Drucker identified 3 prerequisites that managers must provide to subordinates if they expect them to take responsibility for their work: •1. Productive Work •2. Feedback Information •3. Continuous Learning A Fair & Equitable System 1. Rules are fair & communicated to workers; 2. Consistent enforcement and application of penalties; 3. Progressively more severe penalties are applied; 4. The burden of proving guilt is on management; 5. Consider the circumstances; 6. Has an appeal process and a short memory. Disciplinary System The Hot Stove Concept – Everyone knows you get burned if you touch the stove and all people receive the same result. Progressive Discipline – It uses advance warnings; specific jobrelated rules; punishments that fit the offense; punishments that grow in severity for continued misconduct; and prompt, consistent enforcement. Positive Discipline The part of discipline that promotes understanding and selfcontrol by letting subordinates know what is expected of them. –Legal Concerns (whistleblower) –Employee Assistance Programs Negative Discipline The part of discipline that emphasizes the detection and punishment of wrongdoing. –Penalties –Common Problems »Absenteeism »Sexual Harassment Before Taking Action 1. 2. 3. 4. 5. 6. 7. 8. Know the subordinate & their record Know your powers Know the precedents Be consistent Consider the circumstances Know if it is a repeat offense Insure inter-departmental consistency Be fair and reasonable Issues to Consider Giving the Reprimand –Praise in Public, Reprimand in Private –Have the facts, be businesslike –Keep control of the meeting The Decision to Fire –Employment at will Pitfalls Starting Off Soft Incomplete Research & Analysis Acting in Anger Disciplining in Public Exceeding Your Authority Being Vindictive Leaving It to Others Failing to Keep Adequate Records