By Alan B. Clardy
Managers and supervisors will sharpen their analytical and decision-making abilities with this new selection of absolutely reproducible case stories. in accordance with genuine, real-life events, those workouts organize supervisors and group leaders for the difficult difficulties they face in contemporary complicated office. every one case research contains precis of the case dialogue questions which evoke idea and research prompt options to the issues provided education targets enhance participant's listening talents Empower staff to barter recommendations really offer possibilities for members to perform new abilities in a supportive atmosphere Illustrate the talents had to reply productively to complicated matters actions conceal functionality appraisal handling successfully Sexual harassment/discrimination dealing with disruptive staff Coaching/counseling staff Hiring the suitable individual
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Additional info for 50 Case Studies for Management & Supervisory Training (50 Activities Series)
The president could have repaired the situation by simply apologizing and getting the plaque corrected. Instead, he responded, “Oh, well . . ” The company president in this story assumed that getting the top sales producer award was what mattered. What he didn’t understand was that the director was more interested in how the award would affect their relationship. He assumed that, as the top sales producer, he was now a member of the organization’s inner circle. He assumed that he and the president would have a new relationship and that the award was the formal announcement of that relationship to the rest of the organization.
What are the intrinsic motivators for the individuals on your team? How can you reinforce these motivators through the work and workplace? • Achievement. Focus on results. Set individual goals and celebrate success. Provide new tasks that build on past achievements. • Affiliation. Focus on the team. Set team goals and celebrate team success. Provide social opportunities and awards that demonstrate that they are part of the team. • Power/control. Focus on positive effect. Are they improving the environment, making the streets safe, providing a phenomenal customer experience?
Do people trust you to have their best interests at heart? Whether you are aware of it or not, our colleagues and coworkers keep a kind of mental balance sheet on each of us. ” When you make a promise and follow through, you make a small deposit into your Recognition Starts with Your Relationships 39 trust account. When you are honest and open, you make another deposit. Give an evasive answer or make inappropriate disclosures about other employees, and you write a large check. Listen poorly, offer insincere recognition, or represent yourself as an expert when you’re not, and before you know it, that trust account is overdrawn, and the people you work with have stamped an imaginary NSF (Not Sufficient Funds) on your forehead.