New PDF release: 50 Case Studies for Management & Supervisory Training (50

By Alan B. Clardy

ISBN-10: 0874259770

ISBN-13: 9780874259773

Managers and supervisors will sharpen their analytical and decision-making abilities with this new number of absolutely reproducible case experiences. in response to genuine, real-life occasions, those routines organize supervisors and staff leaders for the demanding difficulties they face in ultra-modern advanced place of work. each one case learn comprises precis of the case dialogue questions which evoke proposal and research recommended strategies to the issues awarded education goals enhance participant's listening abilities Empower staff to barter suggestions really supply possibilities for individuals to perform new talents in a supportive atmosphere Illustrate the talents had to reply productively to complicated concerns actions conceal functionality appraisal handling successfully Sexual harassment/discrimination coping with disruptive staff Coaching/counseling staff Hiring the precise individual

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Extra resources for 50 Case Studies for Management & Supervisory Training (50 Activities Series)

Sample text

Without that trust, it is difficult to manage people and even harder to lead them. Some of your colleagues will not give their trust until you have earned it. Others will give it more willingly, but if they ever have reason to take it back, may never give it to you again. In this chapter, we’ll explore ways to influence with integrity so that you will be viewed as a person of both influence and integrity. PURPOSE, BIG PICTURE, PEOPLE Does your reputation precede you? If it is a good reputation, you want it to.

For example, 22 2. Integrity ❚ Why did you become a manager? ❚ What is the purpose behind your daily actions? ❚ To what extent is your staff aware of that purpose? It may help to view purpose as a miniature version of the organizational mission, a personalized statement of how your department or your position specifically supports the larger purpose. Once that is clear in your own head, you can work to make it clear in the heads of others—internal customers, external customers, colleagues, staff members, and so on.

If someone else succeeds in 44 2. Integrity landing a big account, recognize him in a different, but equally meaningful way. You might even consider asking staff members what their preferences are before you recognize them. Encourage One of your many responsibilities is to encourage staff to develop their potential. A model that may help is the A-C-TI-O-N Approach, which helps you and your staff members determine the gap that exists between actual performance and desired performance. Once that gap has been identified and analyzed, then a corrective strategy can be devised.

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50 Case Studies for Management & Supervisory Training (50 Activities Series) by Alan B. Clardy


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