Understanding your employees: step one in results
Article Abstract:
Understanding how employees want to be treated is the first step in getting results from them. Two aspects of behavior are openness and directness. Openness is the degree to which people outwardly show their emotions and develop relationships. Open people are informal and willing to outwardly show emotion, while self-contained people are more formal and more guarded. Directness is the way in which a person deals with information or other people. Direct people get to the point of an issue, while indirect people are more likely to take their time getting to the point. Four major behavioral types emerge from the aspects of openness and directness: socializers, directors, thinkers, and relaters. Each type of person responds to different priorities and management styles. To reduce tensions, the manager needs to maintain behavioral flexibility in dealing with each different type of worker.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1988
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The first steps in solving people problems
Article Abstract:
Managers should try to rely on objective, diagnostic techniques to solve personnel problems. Five ways of diagnosing such problems are: use self-analysis to determine discrepancies between words and actions; if the work group has a problem, enunciate it in a clear, nonjudgmental way with corroborating evidence, giving everyone a chance to respond; if necessary, invite an objective, outside facilitator to interview everyone privately and then present the facts; design a survey for all work group members to identify problems; consider restructuring the department or organization to support collaborative efforts, reporting conclusions to a superior. Two case studies are presented, one from a Fortune 500 financial services company and the other from an east coast telephone company.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1987
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Words: a supervisor's guide to communications
Article Abstract:
Supervisors generally spend 70 to 80 percent of their work time communicating. Their communications involve job assignments, progress reports, staff meetings and general employee instruction. Consequently, it is important for supervisors to know which words motivate employees, and which turn the employees off. Ten sentences supervisors should avoid using in employee communications are identified. The ten examples of phrases supervisors should use to motivate employees stress courtesy, honesty, team building, and helpfulness. Most of the detrimental phrases work against these goals by cutting off communication, pulling rank and discounting employee suggestions.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1986
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