|
|
electronic document management
Electronic Document Management has been widely accepted as the
practice of creating and storing documents. What lacks common
acceptance is the need to retrieve, archive and sort documents
as per requirements. With real estate costs climbing...
Management titles in business
Management is both art and science. It is the art of making people more effective than they would have been without you. The science is in how you do that. There are four basic pillars: plan, organize, direct, and monitor. Managers may direct...
Project/Program Management Best Practices for Success in ANY Industry!
Where is our success? Although there have been improvements, over 60% of projects/programs failed and many were canceled in 2003 (ref:The Standish Report CHAOS)! Our goal for 2004 and beyond is to contribute to a 60% and better,...
Rental Property Management Key in Costa del Sol
Once you've taken the leap and purchased a villa or apartment in
Spain's beautiful Costa del Sol, you face another crucial
decision: finding a company to look after your property when you
are away. Whether your villa is in Fuengirola or Marbella,...
The Critical Path for Extreme Project Management
The Extreme Project Manager (EPM) stays at a high level, and understands the big picture, at the same time being able to call the shots like a military commander. However, there are certain things, which can affect the general schedule, and the EPM...
|
|
|
|
|
|
|
|
Experiences of Management Coaching (Part 2)
In our experience, we have found that there are several reasons managers fail to get employees to see and acknowledge that they have a problem.
They assume. Many managers bypass the step of getting agreement because they assume that an employee views the problem in the same way that they do. However, that is often not the case, especially when the performance problem is a pattern of behavior rather than a single event. People generally do things that they perceive to be in their own best interest. So, employees who realize that a particular work behavior isn’t in their best interest are more likely to change.
In a typical management coaching situation – especially one involving a behavior pattern – an employee is likely to perceive mostly positive reasons for continuing his or her behavior. Take an employee whose pattern is being late for work. Let us assume that the employee knows what the work hours are and has received feedback from his boss about being late. So, why does the employee continue to be tardy? He or she probably sees fewer negative consequences for being late than positive ones – such as avoiding rush-hour traffic, having a leisurely breakfast, sleeping late, or feeling autonomous.
They avoid. Another reason managers fail to get agreement is that they avoid management coaching situations because they feel uncomfortable confronting employees. They hope that employees will discover the error of their ways. But that is not likely because employees tend to see mostly positive reasons for continuing their behavior.
They generalize. Many managers talk only generally about an employee’s performance problem instead of citing specifics. In such cases, an employee is not likely to see that his performance is different from what is expected or from other’s behavior – particularly regarding such issues as turning in late reports, taking extra time for lunch, leaving work early, and socializing too much. Unless a manager can point specifically to what an employee has done over what length of time and how that compares to an agreed-to expectation or other employees’ performance during the same period, the employee is not likely to think his behavior is a problem.
Right string, wrong yo-yo. Many managers seek agreement on the wrong issue. They strive to get an employee to agree on the events leading up to a management coaching meeting but miss the larger, more important issue – that a performance problem occurs each time the event happens. The manager might try to get an employee to agree that he submitted two late reports rather than agree that turning in
late reports is a problem. The key is what managers actually says to an employee.
Not this: “Jim, twice this past month you turned in late reports. You know that my expectation is that all reports will be completed by deadline. Do you realize that you turned in two late reports?”
This: “Jim, twice this past month you turned in late reports. You know that my expectation is that all reports will be completed by deadline. Do you agree that there’s a problem here that needs attention?”
To get the employee to agree that a problem exists, a manager must do two things. First, he or she has to paint a mental picture for an employee that there is a difference between what is expected and what the employee is doing. To paint that picture clearly, a manager must juxtapose two pieces of information for an employee to visualize:
- a description of what the employee has done, using whatever numbers or facts can be gathered about the employee’s performance
- a clarification of the manager’s expectations of the employee in the performance area under discussion.
Positioning those two pieces of information together, using specifics, enables an employee to see the difference between his performance and what is expected or what others are doing.
Imagine that an employee has been late to several team meetings in a row. Although you did not single out the employee, you made it clear at the last meeting that you expected everyone to be on time. In this case, you might say something like: “I wonder if you are aware that you've been late to four team meetings in a row. I thought I clarified at the last meeting that I expect everyone to be on time.”
Second, the manager must help the employee understand the negative affects associated with his behavior. Imagine that the employee’s performance is a balance scale. Before a management coaching meeting, the scale is tilted towards the side stacked with all of the reasons an employee might see for continuing his behavior. A manager’s task is to tilt the scale in the other direction so that an employee can see more negatives than positives associated with the behavior. Then, the manager will be able to get an employee to agree that a problem exists.
About the Author
The Center for Management and Organization Effectiveness (CMOE) seeks to improve individual leadership and team member skills within organizations.
For professional information on management coaching, visit CMOE.
|
|
|
|
|
About Management - business management - people management - and more |
THE starting place for exploring MANAGEMENT; helping new managers get started and experienced managers get better. |
management.about.com |
  |
Management - Wikipedia, the free encyclopedia |
The phrase "management is what managers do" occurs widely, suggesting the difficulty of ... The management of a large organisation may have three levels: ... |
en.wikipedia.org |
  |
Free Management Library |
Quality Management · Research Methods · Risk Management · Sales · Social Entrepreneurship · Staffing · Starting an Organization · Strategic Planning ... |
www.managementhelp.org |
  |
Welcome to the American Management Association |
Helping business professionals learn practical management skills and the best practices of world class organization. |
www.amanet.org |
  |
Project Management Institute (PMI) - The largest project ... |
The organization of choice for project management professionalism. PMI establishes Project Management standards, provides seminars, educational programs and ... |
www.pmi.org |
  |
IT Project Management and IT Service Management Ideas and Analysis ... |
Datamation provides ideas and analysis for IT managers, featuring case studies and trend spotting reports on IT project and service management issues. |
itmanagement.earthweb.com |
  |
Management |
International review on management research. Peer-reviewed, occasional. Ejournal, with tables of content, abstracts and full articles available on-line. |
www.dmsp.dauphine.fr |
  |
Society for Human Resource Management |
Advances the human resource profession to ensure that HR is recognized as an essential partner in developing and executing organizational strategy. |
www.shrm.org |
  |
FEMA | Federal Emergency Management Agency |
Agency of the US government tasked with Disaster Mitigation, Preparedness, Response & Recovery planning. |
www.fema.gov |
  |
FT.com / Business Life |
Account Manager. Recruiter: Financial Times. Part Qualified Management Accountant. Recruiter: Robert Half Finance & Accounting ... |
www.ft.com |
  |
Small Business Management: Advice and Guides |
Online guide to small business management. Find articles, advice and how-to guides. |
www.entrepreneur.com |
  |
Academy of Management Online |
Academy of Management: This is the official web site of the Academy of Management, with information on membership, journals, list servers, web sites, ... |
www.aomonline.org |
  |
Business Management, Leadership and Decision Making Strategies and ... |
Provides business management articles, webcasts, online learning, and books as well as conferences focused on leadership and decision making. |
www.bettermanagement.com |
  |
Object Management Group |
Distributed object computing industry standards group founded in 1989. Defined standards include CORBA and IIOP. |
www.omg.org |
  |
Management Reading | Global Executive | Business | Economist.com |
The one management thinker every educated person should read Nov 17th 2005 ... The story of Emerson's successful management process is fascinating. ... |
www.economist.com |
  |
Emerald: Home |
Publisher of journals in management and library and information services, engineering, applied science and technology. |
www.emeraldinsight.com |
  |
Yale School of Management |
The mission of the Yale School of Management is to educate global leaders for business and society. We pride ourselves in providing a hard-edged business ... |
mba.yale.edu |
  |
US Office of Personnel Management |
Official Federal Government site listing positions nationwide for special agent, federal police officers and related jobs. |
www.usajobs.opm.gov |
  |
Waste Management |
Waste Management is the #1 Residential and Commercial Trash Service Provider. |
www.wm.com |
  |
US Office of Personnel Management |
Includes federal jobs listings, upcoming events, numerous humans resources reports, news releases and additional official information. |
www.opm.gov |
  |
|