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

By Alan B. Clardy

Managers and supervisors will sharpen their analytical and decision-making talents with this new selection of totally reproducible case reviews. in response to genuine, real-life events, those routines organize supervisors and crew leaders for the tough difficulties they face in present day advanced place of work. each one case examine comprises precis of the case dialogue questions which evoke inspiration and research recommended recommendations to the issues provided education goals increase participant's listening abilities Empower staff to barter ideas really supply possibilities for contributors to perform new talents in a supportive setting Illustrate the abilities had to reply productively to complicated concerns actions conceal functionality appraisal handling successfully Sexual harassment/discrimination dealing with disruptive staff Coaching/counseling staff Hiring the suitable individual

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But most people today work in jobs where their performance is measured qualitatively rather than quantitatively. And qualitative measurement by definition involves subjective opinions. Where there are people’s opinions, there are bound to be people disagreeing. Especially when an employee’s livelihood is on the line. It’s important in those situations for the manager to be able to explain and justify her assessment of poor performance. Relying on facts (this customer complained, that shipment was late, this software was filled with bugs) is better than depending on adjectives and adverbs (he doesn’t do good work, she’s a lousy secretary, they don’t work well together).

Time spent investigating. Time spent strategizing. Time spent talking to lawyers. Time spent talking with coworkers and supervisors. All this time takes away from the true business of the company: the making of the widgets, or the providing of the services. Throughout my career as a management lawyer, the thing that my clients resented the most, even more than the money spent, was the time wasted dealing with the lawsuit. 29 30 Chapter 3 | Risky Business And take my word for it: I’m a pretty nice guy.

We’ll talk about the value of creating a paper trail, and discuss what you should write down, and also what you shouldn’t. Sometimes employees deserve second chances; we’ll discuss when it’s a good idea and when it’s a big mistake. Finally, we’ll cover that unfortunate phenomenon of a poor economy: the layoff. CHAPTER 5 Why Me? The Reasons for Firing As I said before, I would never try to talk an employer out of a decision to fire an employee. For the employers I dealt with, this kind of decision was always very difficult.

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