1. The goal of the discussion with the employee is to confront an issue before it...
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1. The goal of the discussion with the employee is to confront an issue before it affects the work environment or the employee's overall work performance. 2. A manager's or supervisor's role is to establish and maintain performance norms in the workplace. Before taking any action, the supervisor should investigate the issue to see if a real problem exists. 3. Timely and thoughtful feedback from the boss helps the employee know the supervisor's expectations and what is considered acceptable behaviour. 4. Some supervisors find it difficult to confront others or let other work distract them from this task. 5. What body language and a tone of voice should managers/ supervisors use when they deliver a disciplinary message to employees? Should a tone of voice be calm, firm, angry, or apologetic? What about the physical posture? Sitting up straight and facing an employee? Not turning away? What is the level of eye contact because many people avoid direct eye contact, especially on delivering an uncomfortable message? A manager must be clear with the employee that he/she wants to hear an employee's explanation. What is the level of engagement? Does the supervisor want to be there, or is he or she distracted? The focus of the meeting is not punishment. It is on communication and collaborative problem-solving. Ask yourself, "Am I coming across as a parent scolding a child, or is the meeting about two adults trying to solve a work problem?" What has the employee learned about job expectations as a result of this meeting? Managers should reinforce the desired behaviour with a follow-up meeting. If the employee has improved his or her performance, this is a great opportunity to reinforce the good behaviour and provide the proper recognition for the employee's effort. If the employee is still struggling, then the follow-up provides the opportunity to re- assess the agreed improvement strategy with the employee. If so, this may alter the effectiveness of the message (e.g., the employee might doubt the supervisor is really serious). Please read the following two (2) scenarios. Assuming that you're the manager, write your feedback on how you will handle these two situations. Please describe how you will conduct yourself and what disciplinary message you will deliver to an employee. Scenario #1 You are a payroll manager supervising 25 people. Your team works in close quarters with little physical separation between work stations. Drew is one of your best performers, yet you have received complaints that Drew tends to sprinkle conversations with rather crude and vulgar references. This is not a team of saints, but some have complained that Drew is crossing the line. You need to talk to Drew. Scenario #2 You are a marketing director supervising 18 professionals and support staff. The nature of the work requires a collaborative environment where the professionals give work direction to the support staff. A professional on your team, Dana, has started dating a person on the support staff. Although there is no policy prohibiting dating, several co- workers have complained about the two being too affectionate at work. Some also indicate there is preferential treatment for Dana's newfound love interest. You need to talk to Dana. 1. The goal of the discussion with the employee is to confront an issue before it affects the work environment or the employee's overall work performance. 2. A manager's or supervisor's role is to establish and maintain performance norms in the workplace. Before taking any action, the supervisor should investigate the issue to see if a real problem exists. 3. Timely and thoughtful feedback from the boss helps the employee know the supervisor's expectations and what is considered acceptable behaviour. 4. Some supervisors find it difficult to confront others or let other work distract them from this task. 5. What body language and a tone of voice should managers/ supervisors use when they deliver a disciplinary message to employees? Should a tone of voice be calm, firm, angry, or apologetic? What about the physical posture? Sitting up straight and facing an employee? Not turning away? What is the level of eye contact because many people avoid direct eye contact, especially on delivering an uncomfortable message? A manager must be clear with the employee that he/she wants to hear an employee's explanation. What is the level of engagement? Does the supervisor want to be there, or is he or she distracted? The focus of the meeting is not punishment. It is on communication and collaborative problem-solving. Ask yourself, "Am I coming across as a parent scolding a child, or is the meeting about two adults trying to solve a work problem?" What has the employee learned about job expectations as a result of this meeting? Managers should reinforce the desired behaviour with a follow-up meeting. If the employee has improved his or her performance, this is a great opportunity to reinforce the good behaviour and provide the proper recognition for the employee's effort. If the employee is still struggling, then the follow-up provides the opportunity to re- assess the agreed improvement strategy with the employee. If so, this may alter the effectiveness of the message (e.g., the employee might doubt the supervisor is really serious). Please read the following two (2) scenarios. Assuming that you're the manager, write your feedback on how you will handle these two situations. Please describe how you will conduct yourself and what disciplinary message you will deliver to an employee. Scenario #1 You are a payroll manager supervising 25 people. Your team works in close quarters with little physical separation between work stations. Drew is one of your best performers, yet you have received complaints that Drew tends to sprinkle conversations with rather crude and vulgar references. This is not a team of saints, but some have complained that Drew is crossing the line. You need to talk to Drew. Scenario #2 You are a marketing director supervising 18 professionals and support staff. The nature of the work requires a collaborative environment where the professionals give work direction to the support staff. A professional on your team, Dana, has started dating a person on the support staff. Although there is no policy prohibiting dating, several co- workers have complained about the two being too affectionate at work. Some also indicate there is preferential treatment for Dana's newfound love interest. You need to talk to Dana.
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Scenario 1 You should talk to Drew about the complaints you have received Explain to ... View the full answer
Related Book For
Investment Analysis and Portfolio Management
ISBN: 978-0538482387
10th Edition
Authors: Frank K. Reilly, Keith C. Brown
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