United States Information Services EPA/IMSD/87-006
Environmental Protection and Library June 1987
Agency Washington DC 20460
Selected Management Articles:
Supervisors and
Human Resources
Management
LEADERSHIP
// \ A*
PEOPLE
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SUPERVISORS AND HUMAN RESOURCES MANAGEMENT
JUNE 1987
Headquarters Library
Information Management and Services Division
U.S. Environmental Protection Agency
401 M Street S.W. PM-211A
Washington, D.C. 20460
(202) 382-5922
U.S. Environmental. Prrtecti»n Agency
J»4;i»n 5, Lifcrar^' (5?^.-16)
230 S. !•«•*•*«' Streft, R»on 1670
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INTRODUCTION
A good working relationship between supervisors and their staff
is essential to the efficient operation of an organization.
Supervisors need to develop ways to inspire employees to be
efficient, productive, creative and responsive to the needs of
the organization.
gupervisors_and_Human_ResQurces_Manaaeinent is a source of
information on the effective use of people in an organization.
The bibliography is divided into three sections. The section on
"Managerial Excellence" contains journal articles on the
importance of quality supervision of employees for increased
productivity and excellent job performance. "Motivation"
includes articles on the methods a supervisor can use to elicit
the best work performance from, "his staff. The section on
"Mentoring" specifically addresses one type of
supervisor/employee relationship which can be used to develop
quality management in an organization.
Citations were selected for their relevance to the special
interests of EPA program staff. The articles were published in a
variety of management, personnel and human resources journals
between 19&0 and 1987. A descriptive abstract is included with
each citation. The bibliography was compiled using ABI/Inform,.
Manaaement_contents and Harvard Business Review online databases
from the DIALOG system as the primary information sources.
There is much more information available on other aspects of
management. An EPA librarian can assist in identifying other
titles for further research. To obtain additional copies of the
bibliography, or copies of any of the articles listed, contact
Mary Hoffman, Chief Reference Librarian, EPA Headquarters Library
at 382-5922.
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TABLE OF CONTENTS
Introduction 3
I. Managerial Excellence 7
II. Motivation 19
III. Mentoring 27
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I. MANAGERIAL EXCELLENCE
123005 866070
Good Supervisors Are Good Supervisors - Anywhere
Klein, Janice A.• - Harvard Univ. Graduate School of Business
Administration ; Posey, Pamela A. - Univ. of Vermont
HARVARD BUSINESS REVIEW, Nov/Dec 1986, p. 125
DOCUMENT TYPE: HER Article
ABSTRACT:
Every aspect of the first-line supervisor's job is changed by
participative management - except the way the best performers behave. A
comparison of supervisors in two plants owned by the same company shows
that outstanding supervisors in new and traditional work systems will:
deliver what they say they will no matter'who is formally responsible for
production, the 'supervisor or the team; always get others involved in
problem solving and decision making; share information with their workers;
and see and treat their units as parts of the whole operation and set goals
accordingly
Good supervisors can easily switch from traditional to participative
management systems. At most, they may need to learn how to run meetings
effectively or make a group presentation instead of going one-on-one. The
switch is not as easy for average performers, however, who often flounder
without strict rules and clear-cut lines of authority on which to fall
back.
Good supervisors are good regardless of setting. The key is to identify
people who have the right qualities.
87000914
Using Training to Reduce Role Conflict and Ambiguity
Krayer, Karl J.
Training & Development Jrnl v40nll PP: 49-52 Nov 1986
AVAILABILITY: ABI/INFORM
Role conflict and role ambiguity generally result in negative
consequences and dysfunction for individuals. Supervisors can help reduce
role conflict/ambiguity among individuals, but the effort requires a daily
commitment to communication from the supervisor. When task instructions are
communicated orally or are highly complex, supervisors should double-check
that the instructions have been understood. Formal methods for resolving
conflicting demands should be developed. Training in this area should start
with administrators, who should try to formalize policies governing
conflicting demands. Where there are gaps between administrative and
professional ethics, role-playing can be used to allow superiors to act out
strategies that link the activities of the organization with the goals of
the professional organization. Internal summaries and restatements also can
be helpful in diminishing role conflict/ambiguity. References.
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87000151
Dealing with Resistance in the Office
Pollock, Ted
Production v98n5 PP: 39-40 Nov 1986
AVAILABILITY: ABI/INFORM
Opposing viewpoints are clearly evident in the work environment and
should not be dismissed. It should not be difficult to determine which is
the better of 2 largely rational views, but a different strategy is
necessary when one is confronted with an irrational view. Clues to
recognizing irrational resistance include overreaction, closed mindedness,
an appeal to the .irrelevant, and the piling up of objections. An irrational
opponent cannot be won over with logic because the real reasons behind the
opposition are hidden. Rather, such people must be handled gently and with
patience. The first step is to put the person at ease, then call to his
attention his resistance. Managers can create morale problems by: i. having
too many people under them, 2. ignoring what is.important to those people,
3. assigning overlapping responsibilities, 4. overloading people with work,
and 5. stifling initiative. Managers should treat creative subordinates as
colleagues and say thank you in a way that makes it most meaningful.
86032985
Avoiding Short-Term HR Planning
Stalcup, R. J.
Personnel Administrator v31n9 PP: 35-39 Sep 1986
AVAILABILITY: ABI/INFORM
Since the 1950s, Japanese business has been run on the premise of a 3 or
4 decade commitment to a plan. Conversely, US management operates on
short-term goals with little or no long-term planning. Some executives seem
to view the layoffs currently in vogue as a motivator to those employees
remaining in the corporation. While fear can be a motivator, ultimately,
employees stop being afraid and form unions or leave for organizations with
more positive management styles. Research indicates that human resource
management and training result in high productivity, improved quality, and
an increase in employee morale, all of which contribute to customer
satisfaction. It takes time and commitment to train employees in quality
techniques and managers in the skills necessary to motivate those
employees. Still, it should become a corporate objective in the US to
prepare managers, supervisors, and employees for the next decade, not just
the next quarter.
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86025884
Seven Steps to Become a Superboss
Freemant1e, Davi d
Director (UK) v39nll PP: 39,43-44 Jun 1986
AVAILABILITY: ABI/INFORM
In order to achieve mangerial excellence, to become a *'superboss,''
executives should follow 7 key steps: 1. Give adequate time to people. 2.
Develop an individual personal vision of success that is linked to the
corporate strategic vision. 3. Clarify accountabilities within the
business. 4. Demonstrate genuine caring for people through actions. 5.
Foster trust within the organization by confronting difficult problems and
exhibiting total integrity, honesty, and open communication. 6. Adhere to a
set of management principles that are cohesive within the company so that
consistency, not expediency, in management practice is attained. 7. Work
toward self-motivation, as grounded in a belief in self, superior, the
company, and the company's mission, as a way to motivate others. These
interrelated steps have universal application.
86035699
Beating the Bear Traps of Managing down the Line
Robinson, Sue
Rydge's (Australia) v59n6 PP: 56-57 Jun 1986
AVAILABILITY: ABI/INFORM
Since employees are a company's most valuable asset, morale must be
sustained to keep motivation levels high. Management must provide: 1.
recognition, 2. social interaction, 3. trust, 4. attention to creative
ideas, 5. loyalty, and 6. respect. Successful managers do not treat their
staffs as servants. Instead of interrupting their staff to get them to do
some little job, these managers do it themselves. Motivated workers want to
do productive work, not trivial or demeaning tasks, and they consider their
work time to be valuable. Managers should not ignore their staffs'
schedules when assigning tasks, but should consider the importance of what
they are working on before ordering them to abandon it to do something
else. Both the advantages and disadvantages of tasks should be made clear
to staff when they are given jobs, and credit should be given to those who
accomplish the tasks.
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86022322
Words: A Supervisor's Guide to Communications
Caruth, Don
Management Solutions v31n6 PP: 34-35 Jun 1986
AVAILABILITY: ABI/INFORM
The words a manager uses to convey thoughts, feelings, attitudes,
opinions, and facts may be the most important factor influencing his
effectiveness. Inappropriate words can hinder communication by bruising a
person's ego, whereas appropriate words can enhance employee motivation.
Some of the least effective statements a supervisor can use in
conversations with employees include: 1. "I'm the boss and don't you
forget it.'' 2. ''I do not care what you think." 3. "We've always done it
that way." 4. "You're not paid to think." 5. "Because I said so." 6.
"That's stupid. " Some of the most effective words a supervisor can use to
communicate with employees include: 1. "Thank you." 2. "I made a
mistaJce. " 3. "Your idea is better than mine." 4. "What do you think
should be done?" 5. "You know more about the jt>b than I do." 6. "What
can I do to help you fulfill your needs?" Words can stimulate, inspire,
and encourage, or they can deflate, discourage, and damage, so words should
be chosen carefully.
86016527
Handling the Difficult Employee
Morgenroth, William M., Sr.; Morgenroth, Robert L.
Business & Economic Review v32n3 PP: 12-16 Apr/May/Jun 1986
AVAILABILITY: ABI/INTORM
One technique to handle the difficult employee combines the ideas of
Rene Descartes, a 17th-century philosopher, Alex Osborne, a creative
marketer, and Erwin H. Schell, a management scholar. It consists of 4
stages: 1. defining the problem, 2. expanding the number of alternative
solutions, 3. making decisions through evaluations, and 4. choosing the
tool of implementation. The technique stresses good communication between
employers and employees and, in particular, emphasizes the skill of
listening, solutions to situations involving difficult employees utilize 22
intangible tools of leaders, such as enthusiasm, consistency, humor, and
assertiveness, that fall under 9 categories: 1. stimulating, 2.
stabilizing, 3. conforming, 4. loyalty building, 5. retraining, 6. time
saving, 7. team building, 8. ego satisfying, and 9. morale improving. By
using these tools, problems with difficult employees may be prevented, as
well as solved. Tables. References.
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122415 862080 .
I Thought I Knew What Good Management Was
Peace, William H. - KRW Energy Systems
HARVARD BUSINESS REVIEW, Mar/Apr 1986, p. 59
DOCUMENT TYPE: HER Article
ABSTRACT:
Appointed general manager in 1980 of Westinghouse's newly created
Synthetic Fuels Division (SFD) and assigned the task of turning a research
facility into a business, William Peace devoted most of his time to
strategy at the expense of employee morale. Many employees did not support
the division's new mission. Not until some of them vandalized cars
belonging to two managers in November 1982 did Peace realize how abysmal
morale really was. Subordinates resented management and distrusted one
another, while middle managers failed to follow through on top management
directives. Furthermore, employees found Peace detached from them and the
division as a whole; in their view, he was mainly, interested in furthering
his own career
To help restore trust and improve communication, Peace brought in a
consultant, who interviewed employees about their perceptions of the
division and held discussions with supervisors concerning their managerial
styles. For his part, Peace realized he had focused too much on his own
goals and on projecting an image of being a competent and successful
manager. A truly effective leader must serve others by listening to them
and helping them achieve their goals.
The process of change entailed both pain and learning. Events following
Westinghouse's announcement in April 1983 that it planned to sell SFD
ultimately showed how far the division had come. Peace's efforts to find a
buyer and save employees' jobs earned him their appreciation. The division
was finally sold to Kellogg Rust Inc. in 1984.
Several lessons emerged from these experiences: managers must be alert
for employee perceptions that don't match their own; frequent and open
communication is essential to organizational effectiveness; and, finally,
managers can build trust in organizations by disclosing their true feelings
and taking risks on behalf of their employees.
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86011490
Tapping a Hidden Resource
Segal1, Linda J.
Supervisory Mgmt v31n3 PP: 17-20 Mar 1986
AVAILABILITY: ABI/INFORM
In many companies, the human resources development (HRD) specialist is
underutilized. However, the HRD specialist can maJce the supervisory job o:
managers more satisfying if managers know when to ask the specialist foi
help. The specialist's duties might include: 1. identifying needs an<
providing training, 2. consulting, and 3. intervening to help solv<
problems. The , HRD specialist can assist managers in setting goals. Ii
situations involving a difficult employee, the specialist can act as i
consultant. In this role, the HRD specialist can help the supervised
explore possible causes of the employee's marginal performance. Also, the
specialist may ''role play" a counseling session with the supervisor bj
assuming the character of the employee. In.addition, the specialist car
serve as a third-party facilitator during times of conflict betweer
departments.
86007065
Understanding the Work Personality
Griffith, T. J.
Supervisory Mgmt v31n2 PP: 34-38 Feb 1986
AVAILABILITY: ABI/INFORM
A series of innovative concepts that help give supervisors new insight
into working relationships has been developed by 2 management theorists,
James Gwaltney and Jerry Spalding. The concepts they propose help
supervisors understand how values and preferences in different people
affect their relationships with others. The 2 men have identified 4
dimensions in any workstyle: 1. motivation, 2. decision making, 3. working
behavior, and 4. intensity. Most people work from either a self-motivated
or other-motivated perspective. Most supervisors make decisions based on
either feeling or thinking. "Choicing" and ''dreaming'* are 2 options of
working behavior. Choicing is the pragmatic, practical approach to a task.
Dreamers are expansionists, preferring an abstract approach. Managers also
differ in intensity, some being active and others more pensive. All
managers have parts of each of these tendencies to some degree, but a
preference is shown for one style over the other. Charts.
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85037928
25 Dos and Don'ts Every New Boss Should Know
Fader, Shirley Sloan
Working Woman vlOnll PP: 42,44 Nov 1985
AVAILABILITY: ABI/INTORM
Supervisors that are good to their subordinates will be rewarded with
loyalty and hard work. Several guidelines should be followed in order to
make the most of a supervisory position. Get to know subordinates. Do not
expect them to be mind readers; explain exactly what is expected and
explain why. Accept responsibility for personal mistakes. Offer praise when
it is deserved; and give credit. Supply feedback, criticizing
constructively and in private. Support subordinates, but do not expect
support to substitute for appropriate "compensation. Follow through on
promises, and do not make promises that cannot be realized. Set a good
example and learn to delegate responsibility. Do not concentrate on being
popular and do not play favorites. Keep a professional distance socially in
order to maintain authority.
0336053 SPM85I0012
How To Ensure Your Secretary Will Stay.
Vreeland, E. P.
Katherine Gibbs School Inc. ,
Supervisory Management Vol.30, No.9, Sept. 1985, P. 12-16. 4 Pages.
Office productivity is greatly affected by the loss of a secretary.
According to the U. S. Dept. of Labor, approximately 2.5 million
secretaries will change jobs by 1987. The Human Resource Dept. of Thomas
cook, Inc. estimates that the cost of replacing one secretary is $7,600.
The role of secretary is no longer a dead end. Office technology is
increasing their status and enabling them to concentrate more on
administrative duties, making them more visible in company operations.
Computer knowledge increases opportunities to move up into management level
jobs. Guidelines for keeping a secretary are listed, and include hiring the
right person, recognizing efforts, offering challenging work opportunities
and maintaining a professional relationship.
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0336048 SPM85I0037
To Supervise Effectively: Know Tour nq>loyees* Behavioral
Styles.
Alessandra, A.; Cathcart, J.
Cathcart Alessandra & Assoc. , La Jolla, CA
Supervisory Management Vol.30, No.9, Sept. 1985, P. 37-40. 4 Pages.
Effective supervision involves recognizing individual employee
behavioral styles that signal specific types of management. Four styles are
identified. They are: the socializer; the director; the thinker; and the
relater. The specific strategies for dealing with each style include ways
to motivate, compliment, counsel, correct and delegate. Relating to
individuals acording to their personalities increases managerial
effectiveness and improves employee performance.
0337378 SPM85E0017
The Unifying Theory Of Productivity (OTOP): How To Manage Human
Resources.
Bodek, N.
Productivity Inc.
Supervisory Management Vol.30, No.5, May 1985, P. 17-26. 5 Pages.
The unifying theory of productivity (UTOP) is a process which helps
managers utilize the creativity in themselves and each worker. It increases
productivity by ensuring that each employee is working at the top of his
creative level. UTOP's most effective tool is the creative improvement
suggestion system (CISS), which by direct involvement of workers in their
jobs, continually inspires creativity. Productivity, Inc.'s study of
American, European and Japanese firms found that the best systems for
employees come from their own creative ideas. It is management's job to
maintain this creative atmosphere since the success of the company and its
employees are one. To nurture this atmosphere, managers must be among their
workers seeing that needs are met so employee satisfaction is maintained.
An important part of the manager's job is to manager the CISS program.
Guidelines for developing a system are included, with the main thrust
coming from the chief executive office. A table is included that shows
workers' needa, company responses and supervisors' actions.
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0342203 SPM85C0024
Why Managers Use Criticism Instead Of Praise.
Hobson, C.J.; Hobson, R.B.; Hobson, J.J.
Supervisory Management Vol.30, No.3, March 1985, P. 24-31. 8 Pages.
Excessive managerial use of criticism and negative feedback with
subordinates, a tendency known as the captious complex, is analyzed as a
dysfunctional approach to human resource development. Consequences of the
captious complex include motivational ineffectiveness, job dissatisfaction
among subordinates, reduced levels of employee performance and general
inability to relate well with others. A variety of innate and personality
factors as well as learning and socialization factors are explored as
possible causes of the captious complex. Two methods of reducing captious
complex behaviors in managers are suggested, one based on a training
approach and the other on a performance appraisal system. The many
management implications of this phenomenon^ include the need to be aware of
the pervasiveness of the problem, the knowledge that there are severe
dysfunctional consequences associated with it and the requirement for
forceful action to be taken in order to overcome the captious complex.
0341868 PER85B0007
Corrective Action: A Treatment Plan For Problem Performers.
White, R.N.
Utah Personnel Review Board , Salt Lake City, UT
Personnel Vol.62, No.2, Feb. 1985, P. 7-9. 3 Pages.
Guidelines on how to handle many different types of personnel problems
are provided. Instead of dismissal, decrease in pay, warnings and
reprimands; corrective action is suggested. Seven corrective actions that
could be taken to relieve a personnel problem are given. Some of the
corrective actions looked at include closer supervision, training, referral
for personal counseling, reassignment, career counseling, and constant
review. Also noted is what supervisors can do if corrective actions fail.
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J29390 SPM84L0010 .
The Need For Positive Reinforcement In Corrective Counseling.
Hill, N.C.
Exxon Co. , New Orleans, LA
Supervisory Management Vol.29, No.12, Dec. 1984, P. 10-14. 5 Pages.
Three forms of counseling are presented as corrective, coaching and
consulting. Corrective counseling in a positive rather than punitive
fashion is discussed along with a vignette where a supervisor employs
positive reinforcement in a corrective counseling setting. Corrective
counseling is the form of counseling that supervisors struggle with most.
In dealing with violations of work group rules, effective disciplinary
correction must be immediate, consistent, predictable and impersonal
(focusing on the act). These principles of correction eliminate partiality
- no one is treated differently. Reinforcement on the supervisor's part
requires frequency of contact and feedback stressing positive aspects of
performance, even in the corrective setting.
84019706
How the Japanese Manage and Develop Human Resources: Part II
Williamson, Nicholas C.
Business v34nl PP: 17-26 Jan/Feb/Mar 1984 CODEN: BUSIDW ISSN:
0163-531X JRNL CODE: AEC
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 10 Pages
AVAILABILITY: ABI/INFORM
Japanese companies make extremely efficient use of human resources by
demonstrating an overriding concern for employees. The Japanese use
process-oriented methods to help individuals achieve their goals.
Structural methods are used to achieve organizational goals.
Process-oriented factors include: 1. managers' use of implicit methods to
talk to subordinates, 2. managers' perseverance, 3. the use of committee
decision making, and 4. a problem identification and solution process.
Japanese managers use more resources to define problems than US managers,
and often rely on an intuitive f'6th sense'1 called kan. Structural methods
include: 1. paying a large part of a worker's salary as a bonus linked with
profits, 2. guaranteeing lifetime employment, and 3. using consensus
decision making. In place of the conflict between US management and labor
that has decreased US firms' competitiveness, Japanese firms have a
clan-type structure that promotes good management-labor relations. Japanese
firms have also developed an internal job market, unique corporate
philosophies, and intense employee socialization. Employee socialization is
achieved by such methods as job rotation, slow promotion, and the use of
work groups. References.
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82019132
How 'Bout a Little Pat on the Back?
Nelson, Andre
Supervisory Mgmt v27n7 PP: 36-38 Jul 1982
AVAILABILITY: ABI/INFORM
A few words of appreciation from the boss in a note or simply spoken to
an individual almost always has favorable repercussions. One reason is that
so few people who do deserve praise ever receive it. Some examples are
presented to illustrate how expressed thanks goes a long way toward human
relations. A tractor operator at a construction site had his construction
boss signal him to stop, and the boss then climbed up on the tractor and
thanked him for doing his work well. For the tractor operator, it was the
first time that- any boss ever expressed appreciation for his efforts. In
another case, the program manager who was promoted to assistant
superintendent at another plant wrote letters of appreciation to those of
his subordinates he believed deserved them. In some cases, those letters
left lasting impressions with the employees.
82019131
Playing Fair
Brenner, O. c.
Supervisory Mgmt v27n7 PP: 33-35 Jul 1982
AVAILABILITY: ABI/INFORM
Fairness is a fundamental ethical notion which should be present in
every aspect of one's life. However, fairness should not be confused with
being undemanding, as a fair manager can be tough and demanding. One aspect
of fairness means treating employees equally, but this is not all that is
involved. An effective manager is fair with subordinates on a one-to-one
basis, and fairness necessitates that a manager reward and punish on the
basis of performance. Further, a manager who is fair does not permit
personalities to enter into the reward and punishment process. Giving
preferential treatment to an employee who is considered a friend can only
result in alienation and demoralization of other staffers. A good manager
does not discriminate on the basis of race, sex, age, religion, or any
other such attribute. A fair manager also makes at least the same effort as
his or her subordinates.
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81005998
How to Nourish the Creative Employee
Myers, Donald W.
Supervisory Mgmt v26n2 PP: 31-35 Feb 1981
AVAILABILITY: ABI/INFORM
The best supervisor is one who has the ability to channel employee ideas
into the mainstream of the organization. A test has been designed to
measure the supervisor's capacity for managing creative employees. This
test, which is presented here, is divided into 4 parts: 1. the human
elements of creativity, 2. the impact of the organizational environment, 3.
the effect of , management philosophy, and 4. the cultural aspects of
creativity. Answers are provided for all 20 questions.
80014358
Putting Excellence into Management
Anonymous
Business Week n2646 PP: 196-197,200,205 Jul 21, 1980 CODEN: BUWEA3
ISSN: 0007-7135 JRNL CODE: BWE
DOC TYPE: Journal Paper LANGUAGE: English
AVAILABILITY: ABI/INFORM
McKinsey & Company, a management consultant firm, has studied management
practices at 37 companies that are often used as examples of well-run
organizations. They found that all 37 firms have 8 common attributes: 1. a
bias toward action, 2. a simple form and a lean staff, 3. continual contact
with customers, 4. a policy of productivity improvement via people, 5.
operational autonomy to encourage entrepreneurship, 6. stress on one key
business value, 7. emphasis on doing what they know best, and 8.
simultaneous loose-tight controls. Although none of these are new, most are
absent in many companies today.By sticking to these 8 attributes, the
successful companies have experienced better-than-average growth. Their
managements are not only able to change, but able to change quickly. They
keep their sights directed externally at their customers and competitors,
and not on their own financial reports. Excellence in management requires
stability-time, repetition, and simplicity. The tools include plant visits,
internal memos, and focused systems. Disregarding these rules could mean
that the company slowly loses its vitality, its growth falters, and its
competitiveness is lost. Table.
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II. MOTIVATION
87014713
Motivating the Plateaued Employee: The Art of Awakening the Do-mant
Performer
Payne, Richard A.
Manage v38(Special Issue) PP: 11-14,23,36 1987
AVAILABILITY: ABI/INFORM
Years ago, the reward for good performance was a predictable promotion
every couple of years, but such current trends as company downsizing and
foreign competition have made promotions more elusive, and fast-trackers
are more the exception than the norm in organizations. Some employees may
find their careers temporarily blocked, and it is up to the manager to
motivate the plateaued or blocked worker to overcome the stagnation
inherent in a long-held job. Some employees are plateaued because they have
gone as far as their skills permit while others find that there is no other
place for them to go within the firm. It is necessary to address the unique
needs of the plateaued worker. Three scenarios are presented, and available
choices for restoring motivation to their work are provided. Some
strategies and tools for motivating plateaued employees involve: 1.
recognition, 2. professional courtesy, 3. job significance, 4. excitement,
5. challenge, 6. self development, and 7. manager attitudes. Managers must
fit the tools available to each employee's specific needs.
0365199 DATABASE: MC File 75
Building positive attitudes. (Managers Handbook)
Pell, Arthur K.
Managers Magazine v62 Feb, 1987, p!6(l)
Poor employee attitudes are a frequent source of management complaints.
Almost as frequently, managers simply give up on employees with poor
attitudes. However, attitudes can be changed, by managers who: display
strongly positive attitudes themselves; minimize their own criticism of
others; and praise employees at every opportunity. Lee lacocca has
suggested that employee criticism should be vocal, whereas employee praise
should always be accompanied by a memo or other document repeating the
praise. Another executive requested employees to maintain "success files"
of praise memoranda and letters of appreciation received, and instructed
employees to read the file whenever they faced stressful times or failures
at work.
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0360668
Successful employee motivation.
Rynberk, Howard J., Jr.
Journal of Property Management v51 Nov-Dec, 1986, pl8(3)
An employee motivation program requires commitment and hard work 1
will be worth the effort, when the multiple benefits begin to be rea:
These benefits include: superior productivity, minimal emi
absenteeism, reduced employee turnover, and improved company prc
Employee motivation can be improved by: establishing two-way communic
systems for employees, learning about the individuals' requirement
motivation, reinforcing good behavior with recognition and awards
ensuring that industrial relations are based upon fairness, the
follow-through, honest concern for employees, and the recruitme
motivated people.
86036416
Supervisory Selection Systems
Levine, Hermine Zagat
Personnel v63nlO PP: 61-67 Oct 1986
AVAILABILITY: ABI/INFORM
First-line supervisors need to know the company's product or service
be effective leaders and to motivate those who work for them. Results
readership survey conducted by Personnel suggest some of the ways comp,
are handling supervisory development. The majority of respondents pr<
from within entirely (58%); others promote from within or recruit
outside (25%). Respondents with assessment centers employ specially tr<
personnel to run them. Informal selection processes involved identify:
candidate with potential and an interest in a more responsible posil
Only 22% validate selection criteria for equal employment opportunity i
compliance. Leadership abilities and human relations skills were the
frequent qualities sought in candidates for supervisor. Post-selec
treatment of candidates involved on-the-job training for new supervi
and special training for unsuccessful candidates. Most respondents
satisfied with the system used for selecting supervisors. Tables.
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0355604
How to develop and implement an employee incentive program.
Nordstrom, Rodney; Hall, R. Vance
Management Solutions v31 Sept, 1986, p40(4)
Employee incentive programs only work when the program awards are of
value to the employees. The bonus (money, tine off, prizes or gifts) must
be viewed as rewarding or the employees will not work harder. Methods for
assessing the reward value of incentive awards are discussed, including:
asking employees what they want, eavesdropping on employees, and observing
employee behavior. Tangible and intangible rewards are discussed. When
choosing a reward, the supervisor should ensure that the reward will
improve employee performance, and that'bonuses are awarded in a consistent
and objective manner. Supervisors are also warned to avoid rewarding
employees prior to performance achievement.
0355599
Will coaching pay off? (employee training)
Concilio, Richard V.
Management Solutions v31 Sept, 1986, p!8(4)
Employee coaching by supervisors should be designed to bring the
employees up to performance levels expected by the corporation, to
facilitate the employees' acceptance of responsibility and promote their
proficiency, and to prepare the employees for career advancement, coaching
is more than a training technique. The employees who have been properly
coached know what is expected of them, know how well (or poorly) they are
performing their duties, and know how to perform their duties. Corporations
that provide coaching programs give more organizational support to their
employees, which results in better productivity and lower employee
turnover. Various aspects of employee coaching, as distinguished from
employee training, are discussed.
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86028552
Motivating Subordinates: Making It Work
Lehrer, Sande
Bureaucrat vi5n2 PP: 49-52 Summer 1986
AVAILABILITY: ABI/INTORM
An effective manager's success depends upon the success of subordinates.
Productive employees can be motivated in 3 ways: l. by maintaining positi
expectations and communicating them both verbally and nonverbally (t
self-fulfilling prophecy), 2. by providing positive as well as negati
feedback on -specific jobs, and 3. by systematically matching consequenc
to behavior by rewarding jobs well done and guiding the employee to lea
new skills to accomplish jobs. The US General Accounting Office (G?
Learning Center has developed software packages to teach management skil
through computer simulations of real-life situations. These packag
include: 1. Motivating to Achieve Results, 2. Assessing Personal Manageme
Skills, 3. Leading Effectively, 4. Performance-Appraisal, and 5. Conduct!
Successful Meetings. Application of successful management techniques
essential to good employee motivation, which is the cheapest and easie
way for an organization to improve its productivity. References.
86034201
The FAIR Way to Motivate Qaployees
Matejka, J. Kenneth; Ashworth, D. Neil
Management Qtrly v27nl PP: 19-20 Spring 1986
AVAILABILITY: ABI/INFORM
Often, supervisors fail to motivate employees because of the inability
to understand that any attempts to reward or punish will only be successf
if workers perceive the action the same way the supervisor intended i
Four critical factors are important to consider in the motivation proces
The first consideration is fairness. Employees will evaluate any action
to its fairness using 3 criteria: 1. Was the action fair in relation to t
amount of effort that was necessary to accomplish it? 2. Was the acti
fair in relation to what a coworker received? 3. Was the action fair
relation to the opportunities outside the organization? Second, t
abilities of workers must be considered. Third, incentives that a
desirable to the employee in question should be used. Finally, there mu
be an element of trust and respect in the supervisor's words and action
These 4 factors — fairness, abilities, incentives, and respect — make
the acronym FAIR.
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0348365
»I can't, I can't': how self-concept shapes performance.
Tracey, Brian S.
Management World vis April-May, 1986, pi(2)
Excellent companies and good managers encourage certain psychological
qualities in their employees that create high-performance environments.
Self-concept, or the way a person sees himself, determines the manner in
which that person will perform. Fear of failure and fear of rejection are
obstacles to success. High-performance organizations overcome these
psychological roadblocks by providing an environment in which people feel
good about themselves and perceive themselves to be winners.
86007059
Job Satisfaction: How to Motivate Today's Workers
Niehouse, Oliver L.
Supervisory Mgmt v31n2 PP: 8-11 Feb 1986
AVAILABILITY: ABI/INFORM
Managers are complaining that it is becoming increasingly difficult to
motivate employees. Past generations were motivated by the promise of good
salaries and regular pay increases. Today's workers have different values,
attitudes, and expectations. The new prime motivator is job satisfaction.
Five common points help characterize the meaning of job satisfaction: l.
the importance of time for individuals, 2. a degree of impatience regarding
individual working careers, 3. a sense of involvement, 4. a desire to know,
and 5. an increase in individual elitism. Since job satisfaction is a very
complex motivator, the manager must develop several diverse strategies,
such as: 1. treating employees as the most important asset, 2. providing
solid lines of internal communications, 3. improving working conditions,
and 4. involving the best workers in decision making.
23
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0348365
»I can't, I can't': how self-concept shapes performance.
Tracey, Brian S.
Management World v!5 April-May, 1986, pl{2)
Excellent companies and good managers encourage certain psychological
qualities in their employees that create high-performance environments.
Self-concept, or the way a person sees himself, determines the manner in
which that person will perform. Fear of failure and fear of rejection are
obstacles to success. High-performance organizations overcome these
psychological roadblocks by providing an environment in which people feel
good about themselves and perceive themselves to be winners.
86007059
Job Satisfaction: How to Motivate Today's Workers
Niehouse, Oliver L.
Supervisory Mgmt v31n2 PP: 8-11 Feb 1986
AVAILABILITY: ABI/INFORM
Managers are complaining that it is becoming increasingly difficult to
motivate employees. Past generations were motivated by the promise of good
salaries and regular pay increases. Today's workers have different values,
attitudes, and expectations. The new prime motivator is job satisfaction.
Five common points help characterize the meaning of job satisfaction: l.
the importance of time for individuals, 2. a degree of impatience regarding
individual working careers, 3. a sense of involvement, 4. a desire to know,
and 5. an increase in individual elitism. Since job satisfaction is a very
complex motivator, the manager must develop several diverse strategies,
such as: 1. treating employees as the most important asset, 2. providing
solid lines of internal communications, 3. improving working conditions,
and 4. involving the best workers in decision making.
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86003361
Getting Employees to Show Initiative
Sisson, Suzanne
Supervisory Mgmt v31nl PP: 17-19 Jan 1986
AVAILABILITY: ABI/INTORM
Managers commonly complain that their employees show little initiative.
Part of the reason for this situation may lie in the nature of the job
the type of individuals hired, and the way the unit is managed. Hoveve
the most important factor is what the manager does to encourage risk-takii
and creativity. In Guide to Personal Risk Taking, Richard E. By:
identified 4 fears associated . with risk: 1. fear of failure, 2. fear <
success, 3. fear of what others may think, and 4. fear of the unknowi
Behind these 4 fears is the basic fear of abandonment and rejectioi
Managers can make risk-taking less threatening and can encourage create
thinking by: 1. urging employees to obtain all pertinent information, ;
teaching employees to visualize success, and 3. building support. Managei
can serve as role models for risk-taking.
0342202 SPM85C0032
Producing Results: Using Power With Tour Employees.
Patrellis, A.J.
Supervisory Management Vol.30, No.3, March 1985, P. 32-37. 6 Pages.
The power communicated by one's speech and actions is analyzed as a
potent managerial tool for motivating subordinates and meetin
organizational goals. While many managers fear using their power becaus
they believe it will harm others, proper use of this approach actuall
helps other employees reach their full potential. In order to use powe
effectively, one must first have a clear understanding of the job that mus
be done and how it fits into the organization's objectives. This knowiedg
must then be effectively communicated to others through the consistent us
of a results oriented approach to employee relations. Such an approac
creates a favorable climate for production, encourages employees to exce
in their efforts and generates strong loyalty from subordinates.
24
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0337192 SPM85A0007
Positive Reinforcement: How Often And How Much.
Strang, T.S.
Supervisory Management Vol.30, No.l, Jan. 1985, Id double-check
that the instructions have been understood. Formal methods for resolv
conflicting demands should be developed. Training in this area should st,
with administrators, who should try to formalize policies govern
conflicting demands. Where there are gaps between administrative <
professional ^ethics, role-playing can be used to allow superiors to act <
strategies that link the activities of the organization with the goals
the professional organization. Internal summaries and restatements also (
be helpful in diminishing role conflict/ambiguity. References.
87000151
Dealing with Resistance in the Office
Pollock, Ted
Production v98n5 PP: 39-40 Nov 1986
AVAILABILITY: ABI/INFORM
Opposing viewpoints are clearly evident in the work environment and
should not be dismissed. It should not be difficult to determine which
the better of 2 largely rational views, but a different strategy
necessary when one is confronted with an irrational view. Clues
recognizing irrational resistance include overreaction, closed mindednes
an appeal to the irrelevant, and the piling up of objections. An irration
opponent cannot be won over with logic because the real reasons behind t
opposition are hidden. Rather, such people must be handled gently and wi
patience. The first step is to put the person at ease, then call to h
attention his resistance. Managers can create morale problems by: 1. havi
too many people under them, 2. ignoring what is important to those peopi
3. assigning overlapping responsibilities, 4. overloading people with wor
and 5. stifling initiative. Managers should treat creative subordinates
colleagues and say thank you in a way that makes it most meaningful.
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86032985
Avoiding Short-Term HR Planning
Stalcup, R. J.
Personnel Administrator v31n9 PP: 35-39 Sep 1986
AVAILABILITY: ABI/INFORM
Since the 1950s, Japanese business has been run on the premise of a 3 or
4 decade commitment to a plan. Conversely, US management operates on
short-term goals with little or no long-term planning, some executives seem
to view the layoffs currently in vogue as a motivator to those employees
remaining in the corporation. While fear can be a motivator, ultimately,
employees stop being afraid and form unions or leave for organizations with
more positive management styles. Research indicates that human resource
management and training result in high productivity, improved quality, and
an increase in employee morale, all \ of which contribute to customer
satisfaction, it takes time and commitment to train employees in quality
techniques and managers in the skills necessary to motivate those
employees. Still, it should become a corporate objective in the US to
prepare managers, supervisors, and employees for the next decade, not just
the next quarter.
86025884
Seven steps to Become a Superboss
Freemantle, David
Director (UK) v39nll PP: 39,43-44 Jun 1986
AVAILABILITY: ABI/INTORM
In order to achieve mangerial excellence, to become a ''superboss,''
executives should follow 7 key steps: 1. Give adequate time to people. 2.
Develop an individual personal vision of success that is linked to the
corporate strategy
26
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III. MENTC-
122175 861020
Flying Kites with Ben Franklin
Baida, Peter - Memorial Sloan-Kettering Cancer Inst.
HARVARD BUSINESS REVIEW, Jan/Feb 1986, p. 98
DOCUMENT TYPE: HER Article
ABSTRACT:
For businesspeople today who are looking for inspiration, Benjamin
Franklin is a worthy role model. At 42, Franklin retired from the printing
business he had built and embarked on the first of a dozen new endeavors.
He brought with him an unflagging energy, a deep understanding of his
fellow people, and a keen entrepreneurial eye. They proved as useful in the
public sphere as they had been in the private; for in the end, where others
saw 13 quarrelsome and underdeveloped colonies. Franklin saw a new and
flourishing nation
Franklin summarized his approach to business in "Advice to a Young
Tradesman," and offered practical counsel in "The Way to Wealth" (excerpts
from both are included here). Franklin arrived in Philadelphia in 1771 -
penniless, with a roll of bread under each, arm - and his story has
encouraged young people who want to get ahead down through the years. His
Junto club for aspiring young tradesmen instituted one of the first
business networks.
Franklin became a symbol to those who followed him - a representative
type of the American character. He had both admirers and detractors; but
like him or loathe him, one cannot ignore Franklin, and what remains in the
end is admiration for his achievements, perseverence, and unflagging
entrepreneurial spirit.
87008592
Formal Mentoring Programs Are No Panacea
Keele, Reba L.; Buckner, Kathy; Bushnell, Sheri J.
Management Review v76n2 PP: 67-68 Feb 1987
AVAILABILITY: ABI/INFORM
In a mistaken conception of what mentoring is all about, a number of
human resource departments have developed so-called mentoring programs in
which older managers are assigned to younger ones. The problems with such
programs are that they can lead to unrealistically high expectations about
the mentor, can cause the manager to fail to develop other relationships
important to success, and may leave those not selected feeling discouraged.
As an alternative, an organization can create conditions conducive to
network formation. Individuals in such an organization build their own
networks. The organization would need to: 1. see that there are
opportunities for interaction across departments, 2. reinforce the
development of peers, 3. encourage the use of teams, and 4. educate
employees on how to build relationships and accomplish tasks within the
organization. Tables.
27
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87001093
Teacher, Tutor, Colleague, Coach
Bernstein, Beverly' J.; Kaye, Beverly L.
Personnel Jrnl v65nll PP: 44-51 Nov 1986
AVAILABILITY: ABI/INFORM
Employers stand a better chance of retaining top employees if they help
shape the careers of high performers through career development programs.
Mentoring may be one of the best forms of career development. The primary
attraction of a mentor program is that it offers individual attention. The
program should have a specific overall goal to guide its design and help
the company achieve a return on its investment. When goals have been
articulated, the programs will go through 3 necessary phases: 1. group
meetings, in which mentors and proteges express their fears, concerns, and
expectations, 2. training events for the mentors and the proteges so that
each can understand the commitments involved and the parameters of the
partnership, and 3. activities. Follow-up meetings will keep the mentor
program alive. A reward system can show mentors that the time and effort
they have expended is appreciated.
86038347
'Mentors' Help Philadelphia Lawyers Learn Marketing
Anonymous
Marketing News v20n22 PP: 31,34 Oct 24, 1986
AVAILABILITY: ABI/INFORM
A market-driven law firm has a firm-wide marketing program, according to
Yona Rogosin, marketing director for Mesirov, Gelman, Jaffe, Cramer &
Jamieson (Philadelphia, Pennsylvania). A ''mentor program'' in which more
marketing-oriented attorneys as guides to colleagues who were less
marketing oriented was organized at Rogosin's firm. Beginning with
90-minute interviews with each attorney, Rogosin developed on-going
training. Administration of the program and establishing her credibility
were the next goals. Eight attorneys were selected to become mentors for
4-6 other attorneys. Rogosin acted as consultant to the 8. Mentors give
guidance and counseling to their proteges and also develop activities on
their own to cement clients to the firm. The mentors can dovetail
individual market activities to the firm-wide plan. Guidelines Rogosin
developed for marketing programs included: 1. a needs assessment, 2.
environmental considerations, 3. consideration of impact and demands, 4.
importance of expectations, 5. incentives, and 6. follow-up.
28
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86035438
Mentor or Lover?
Westoff, Leslie Aldri'dge
Working Woman vllnlO PP: 116-119 Oct 1986
AVAILABILITY: ABI/INTORM
A good mentor relationship between persons of the opposite sex involves
such closeness that it can lead to mutual attraction, love, or sex, adding
complications to an already delicate relationship. Kathy Kram, a professor
of organizational behavior at the Boston University School of Management,
has studied mentoring and discovered 4 predictable but not always distinct
phases: 1. a 6-to-l2-month initiation period, 2. a cultivation period of
2-5 years in which the interpersonal bond is strengthened, 3. separation as
the younger manager reaches for independence, and 4. friendship. If sexual
attraction arises, it probably will occur in the 2nd phase. If the point of
sexual attraction is reached, a serious "evaluation is needed to determine
the benefits and liabilities of a liaison. While refusing an affair may
destroy the relationship, a love affair could make a younger female so
dependent on the mentor that her skills and creativity would be stifled.
The safest route for both careers is to avoid letting the relationship turn
into a romance.
0353667
Fast-track finance executives search for career guidance.
Pridmore, Jay
Cashflow Magazine v7 July, 1986, p50(l)
Frequently, finance executives feel stagnated or blocked in their
careers, due to several factors, including: lack of business mentors in the
finance field, the ability of computer-literate younger executives to pass
older executives by, the relatively poor people management skills of most
finance executives, and a lack of aggressiveness. The importance of
building personal networks of business contacts throughout an industry and
the career guidance available from outside career counseling services are
discussed. One such service is described, the TRAC program, obtainable from
Management Development Services Inc. (Morristown, New Jersey). The TRAC
program places participants in hypothetical business situations, and
real-world executives evaluate and criticize the actions of the
participants.
29
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860223 !2
The Role of Identification in Mentoring Female Protegees
Bowen, Donald D.
Group & Organization Studies vllnl-2 PP: 61-74 Mar-Jun 1986
AVAILABILITY: ABI/INFORM
To determine the opportunities for women to receive effective mentoring,
data were drawn from mentors and protegees in ongoing relationships in a
wide variety of organizations and occupations. The nonsignificant results
regarding protegees' identification with their mentors suggest major
problems in theories that posit lack of identification as a key causal
variable, though it may be that the level of identification decreases over
time. A great deal of variance remains to be explained, but it appears: 1.
that recipients of psychosocial functions are more likely to see their
careers as being in the fast track, 2. that men are at least as likely as
women to provide mentoring functions for female protegees, 3. that the
effect is not strictly a function of the relationship's duration in time,
and 4. that identification is highest at the beginning of the relationship,
but psychosocial functions become more prominent later. The degree to which
mentor and protegee are willing to take risks with one another will
determine the success of the relationship. Tables. References.
86017679
From Trainee to Business Partner
Waesche, D. Randolph; Zabalaoui, Judith C.
Life Association News v81n4 PP: 137-144 Apr 1986
AVAILABILITY: ABI/INFORM
Becoming a financial planner often involves working in tandem with an
experienced financial planner for a long time until one is ready to handle
simpler cases alone. Then, as the novice's competence level exceeds his
confidence level, the experienced planner can work with that person until
he acquires enough confidence to work alone. Mentors have to decide at some
point if they want only a worker or someone who will share decision making
and control. A high standard of integrity is the main criterion in
searching for a mentor. Qualities of a good protege include: 1. a good
thinker, 2. a willingness to work hard in the beginning, 3. a good sense of
when to take initiative, and 4. integrity. Among the advantages to the
protege are the chance to learn and mutual support. The mentor gains
someone with whom to share problems, the workload, and financial
responsibilities.
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86008373
Training Supervisors Outside the Classroom
Phillips, Jack J.
Training & Development Jrnl v40n2 PP: 46-49 Feb 1986
AVAILABILITY: ABI/INFORM
The classroom is just one of the training settings available. Some firms
use a formal job rotation program to improve supervisors in their current
jobs and prepare them for future assignments. A manager realizes more
flexibility when several people are trained to do a job, and employees who
can do more than one job experience increased self-esteem. Self-directed
learning or self-development is another training option. The advantages of
this include active involvement of the supervisor and provision of
immediate feedback. The mentoring relationship is growing increasingly
common. However, for the mentor relationship to succeed, there must be a
good match between the 2 individuals. Special projects and assignments also
can serve as learning experiences. In addition, professional societies and
associations can provide training through such activities as seminars and
regular meetings. References.
0347743
The mentor connection.
Reich, Murray H.
Personnel v63 Feb, 1986, p50(7)
Now that women are moving ahead in managerial ranks, the question of
mentoring for and by women grows increasingly important. A recent survey
found that women indeed are beginning to mentor other women. The greatest
benefit of a mentor for women appears to be increased self confidence; 99
percent of the survey respondents noted this benefit. Women mentors were
less concerned about having their proteges work directly for them than men
were. Encouraging mentoring, the study concluded, is healthy for everyone
involved, as well as the corporation.
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86005896
Taking the Measure of Mentoring
Hennefrund, William
Association Mgmt v38nl PP: 78-83 Jan 1986
AVAILABILITY: ABI/INFORM
Mentoring is attracting growing interest in business organizations and
associations and is receiving strong support from top management. Many
chief executives feel that personnel development and management succession
are responsibilities they cannot delegate. Proponents say mentoring offers
opportunities to participants that are available only through a mentor, and
mentoring is held to be a positive experience for the mentor as well as the
protege. There are times when mentor/protege relationships run into
trouble, though. These situations can be mitigated by looking out for
warning signs, which include: 1. the mentor suffering a career setback, 2.
changing interests on the part of either party, 3. differences in judgment
between the mentor and protege, 4. undue involvement in personal problems,
and 5. changing business environments for either. Gerard Roche of Heidrick
and Struggles Inc. has found that many of these relationships last 20 years
or more.
85026516
The Caveats in Mentorship
Myers, Donald W.; Humphreys, Neil J.
Business Horizons v28n4 PP: 9-14 Jul/Aug 1985
AVAILABILITY: ABI/INTORM
Although mentoring offers considerable advantages in human resources
development, serious problems can be generated. In the area of methods by
which mentors and proteges are chosen, potential problems are: 1. the "old
boy'' network, 2. preselection, 3. discrimination, and 4. nepotism. Process
problems that can result from a mentor/protege relationship are: 1.
assignment of busy work, 2. tyrannical mentors, 3. the use of proteges as
fill-ins for clerical personnel, 4. protege overload, 5. sexual harassment,
6. the mentor as a poor role model, and 7. mentor's selfishness. There are
also problems that result from the. 5.
Foster trust within the organization by confronting difficult problems and
exhibiting total integrity, honesty, and open communication. 6. Adhere to a
set of management principles that are cohesive within the company so that
consistency, not expediency, in management practice is attained. 7. Work
toward self-motivation, as grounded in a belief in self, superior, the
company, and the company's mission, as a way to motivate others. These
interrelated steps have universal application.
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86035699
Beating the Bear Traps of Managing down the Line
Robinson, Sue
Rydge's (Australia) v59n6 PP: 56-57 Jun 1986
AVAILABILITY: ABI/INFORM
Since employees are a company's most valuable asset, morale must be
sustained to keep motivation levels high. Management must provide: 1.
recognition, 2. social interaction, 3. trust, 4. attention to creative
ideas, 5. loyalty, and 6. respect. Successful managers do not treat their
staffs as servants. Instead of interrupting their staff to get them to do
some little job, these managers do it themselves. Motivated workers want to
do productive work, not trivial or demeaning tasks, and they consider their
work time to be valuable. Managers should not ignore their staffs'
schedules when assigning tasks, but should consider the importance of what
they are working on before ordering them to abandon it to do something
else. Both the advantages and disadvantages of tasks should be made clear
to staff when they are given jobs, and credit should be given to those who
accomplish the tasks.
86022322
Words: A Supervisor's Guide to communications
Caruth, Don
Management Solutions v31n6 PP: 34-35 Jun 1986
AVAILABILITY: ABI/INFORM
The words a manager uses to convey thoughts, feelings, attitudes,
opinions, and facts may be the most important factor influencing his
effectiveness. Inappropriate words can hinder communication by bruising a
person's ego, whereas appropriate words can enhance employee motivation.
Some of the least effective statements a supervisor can use in
conversations with employees include: 1. "I'm the boss and don't you
forget it.'' 2. ''I do not care what you think.'' 3. ''We've always done it
that way.'' 4. ''You're not paid to think.'' 5. "Because I said so." 6.
"That's stupid." Some of the most effective words a supervisor can use to
communicate with employees include: 1. "Thank you." 2. "I made a
mistake." 3. "Your idea is better than mine." 4. "What do you think
should be done?" 5. "You know more about the job than I do." 6. "What
can I do to help you fulfill your needs?" Words can stimulate, inspire,
and encourage, or they can deflate, discourage, and damage, so words should
be chosen carefully.
33
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8601*527
Handling the Difficult Employee
Morgenroth, William M. , Sr. ; Morgenroth, Robert L.
Business & Economic Review v32n3 PP: 12-16 Apr/May/Jun 1986
AVAILABILITY: ABI/INFORM
One technique to handle the difficult employee combines the ideas of
Rene Descartes, a 17th-century philosopher, Alex Osborne, a creative
marketer, and Ervin H. Schell, a management scholar. It consists of 4
stages: 1. defining the problem, 2. expanding the number of alternative
solutions, 3. making decisions through evaluations, and 4. choosing the
tool of implementation. The technique stresses good communication between
employers and employees and, in particular, emphasizes the skill of
listening. Solutions to situations involving difficult employees utilize 22
intangible tools of leaders, such as enthusiasm, consistency, humor, and
assertiveness, that fall under 9 categories: 1. stimulating, 2.
stabilizing, 3. conforming, 4. loyalty building, 5. retraining, 6. time
saving, 7. team building, 8. ego satisfying, and 9. morale improving. By
using these tools, problems with difficult employees may be prevented, as
well as solved. Tables. References.
122415 862080
I Thought I Knew What Good Management Was
Peace, William H. - KRW Energy Systems
HARVARD BUSINESS REVIEW, Mar/Apr 1986, p. 59
DOCUMENT TYPE: HER Article
ABSTRACT:
Appointed general manager in 1980 of Westinghouse's newly created
Synthetic Fuels Division (SFD) and assigned the task of turning a research
facility into a business, William Peace devoted most of his time to
strategy at the expense of employee morale. Many employees did not support
the division's new mission. Not until some of them vandalized cars
belonging to two managers in November 1982 did Peace realize how abysmal
morale really was. Subordinates resented management and distrusted one
another, while middle managers failed to follow through on top management
directives. Furthermore, employees found Peace detached from them and the
division as a whole; in their view, he was mainly interested in furthering
his own career
34
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To help restore trust and improve communication, Peace brought in a
consultant, who interviewed employees about their perceptions of the
division and held discussions with supervisors concerning their managerial
styles. For his Part, Peace realized he had focused too much on his own
goals and on projecting an image of being a competent and successful
manager. A truly effective leader must serve others by listening to them
and helping them achieve their goals.
The process of change entailed both pain and learning. Events following
Westinghouse's announcement in April 1983 that it planned to sell SFD
ultimately showed how far the division had come. Peace's efforts to find a
buyer and save employees' jobs earned him their appreciation. The division
was finally sold to,Kellogg Rust Inc. in 1984.
Several lessons emerged from these experiences: managers must be alert
for employee perceptions.
O.S. Environmental Prcte^tion Agenr-y
Region 5, Library (5FL-16)
230 S. .Dearborn Street, ROJK 1670
, IL 60604
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