LectureNotes4 - Today is Thursday, 2-7-08 MGT 311 As we get...

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Unformatted text preview: Today is Thursday, 2-7-08 MGT 311 As we get underway: Note: no 311 class on Th 2-14-08, and follow Monday schedule on To 2-19-08. Please make a note to your calendar now. Also review in text: page 622, look at “critical incidents” and “BARS” (behaviorally anchored rating scales). Note how they keep personnel evaluations from focusing on traits. What is the focus on? (This wasn’t in the HW but illustrates a major idea.) page 619-20 review “what do we evaluate”? 1. 6 Forgot mtg 2. 1/ Flakey about time 3. 0/13 Complaint to mgr abt yr service flout”? Cad (D “.34 59291.9(, {straws Fmdirtl. my? $.23?er Focus = T, B,0" © 2. """" "é """ " 21.323323; 5. 0 Received customer “super-gram” 6. Q Painted assigned area, no errors 7. Customer service oriented 8. C) ESGMXAQ Completed course on new system 9. O Signed 5 new customers today 10 Aside: in practice, tend to cite behaviors more than outcomes. Why? Because for most people “ ' quantify individual work _ jobs are “cogs in a wheel” ‘4‘ output is hard to quantify. A“, most managers focus on shaping the behaviors that people exhibit at work. The hope is that proper behaviors by individuals will lead to desirable outcomes produced by the group. Manager may focus more on individual’s task outcomes if the person’s job is highly routine '(e.g., sorting mail), has a visible physical output (e.g., square footage painted), or is performed solo and without interdependence on others (e.g., a telemarketer). 11 STAR Six months after I started work, the manager and I were the only two key—holders working, plus there were three part timers. The manager left for an emergency so I was in charge. The part timers were helping the customers and running crazy around the store. I took charge and asked them each to stay in a certain part of the‘store and only help customers in that section. ' “ " " ' Comment: Result? Also, what comment from you might lead an interviewer to ask you a question that allows you to tell this story? While at work on a busy day, the kitchen was backed up so I took the place of the expo person. I organized the food and had others run it to the tables. The result was that the window cleared. ’ " ’ 5 »~ Comment: play up “challenge” and result (happy customers.’). As a social leader, I set up a regular backyard football game with my friends at Thanksgiving. The action I took was choosing friends and informing them about the upcoming gathering. Because I was well prepared the game was a successful social event. * “ W Comment: Good illustration of being a “sparkplug”! What was the “challenge”? Say more about “result” (more than “successful ”)? Key idea: When-I-because formula Example of a correctly formulated statement. When you dumped product in the stockroom, [ felt unhappy, because that we need to keep the room usable. Why “correct” ? When... observable (behav. or outcome?) not trait. I... clear signal ( © or ® ), and “owned”. Because business-justified, not mgr’s whim. Whim: concerns about your attire in absence of dress code. Caveat: In practice, may need dialogue (not one-way). 0 Hear their comments 0 Acknowledge their concerns 0 “Even so, please consider my feedback” But feedback formulas provide a general trajectory. 12 Analysis of other examples (W-I-B) A. You “are a hardworking person”. I am pleased by that, because that means we spend less on other salaries. Trait or observable (behavior or task outcome)? Non-formula compliments more easily forgiven. But... what are you hoping to see more of? B. You don’t have a good work ethic. I am displeased by that, because I have to spend time checking on you. Trait or observable (behavior or task outcome)? What if they show up on time every day? C. Your sales numbers are up this month. I am pleased by that, because we will hit our group target. Trait or observable (behavior or task outcome)? Fancy “mixed” feedback is possible (Two kinds of observables.) Joe has high sales, but neglects other duties. Jane helps others a lot, but her sales are low. 14 Aside: Feedback approach from “The one minute manager”, by Hersey and Blanchard adds to the focus on behavior and stating your reaction. 0 Set up the psychological contract 0 Reaffirm relationship and future (Pos/Neg) An idea related to “reaffirmation”: Sweeten the mix 63 ® Kiss Kick Kiss Kick Kick Kiss Kiss Kick 15 2 Feedback hockey stick with Ttechnique Observables When-I-Because Sweeten 16 Meeting management 1. The no-show. 2. The tangent. 3. The orphaned task. 17 Preview of next homework, HW 4, Team performance 18 ...
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This note was uploaded on 04/21/2008 for the course MGT 315 taught by Professor Bacadayan during the Spring '08 term at UMass Dartmouth.

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LectureNotes4 - Today is Thursday, 2-7-08 MGT 311 As we get...

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