Wednesday, May 30, 2018

Characteristics of Organizational Culture

Organizational Culture is the set of values that helps the employees understand which actions are considered acceptable and which actions are considered unacceptable. 

Answer the following questions to determine what is your current culture is and consider what you, your team, and senior management can do to improve in each area.

 Member Identity
Do employees identify with the whole organization?

Group Emphasis
Are work activities organized around groups or individuals?

People Focus
Do management decisions consider the impact of decisions on employees?

Unit Integration
Is work organized in a coordinated or independent manner?

Are rules and regulations used to manage employee behavior?

Risk Tolerance
Are employees encouraged to use their own initiative?

Reward Criteria
Are rewards performance based?

Conflict Tolerance
Is constructive criticism encouraged?

Means-Ends Orientation
Is the end result rather than the process employed all important?

Open Systems Focus
Is the organization aware of and responsive to external environments?

Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Friday, May 18, 2018

Team Decision-Making Part 3

Team Decision-Making Model 

Team Decision-Making Model
Model Benefits

  • Good for important team decisions, especially during team meetings
  • Provides structure to keep the group on track and to plan implementation and evaluation steps
  • Eliminates inappropriate “speeding”
  • Good framework for involving key stake holders in decisions which affect them
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, May 16, 2018

Team Decision-Making Part 2

Six Methods of Decision-Making
  • Lack of Response
    • Someone suggests an idea
    • No one says anything about this idea
    • Someone else suggests another idea
    • This continues until the group acts on an idea
    • Ideas bypassed were decided by the group
  •   Authority Rule
    • The leader makes decisions.
    • These are often called command decisions
    • They come from the top down
    • Team can generate ideas and hold discussion
    • At any time the leader can decide on action
  • Minority Rule
    • One, two, or three people force decisions
    • Others hesitate to speak up
    • Others think everyone else agrees
    • It is assumed that silence means consent
  • Majority Rule
    • Voting (formal) or Polling (informal)
    • Many decisions not implemented as opposing members do not understand or support them
  •   Consensus
    • Consensus is reached when all members understand the decision, commit to it, and will support it, even though they may not agree with it to the letter. You need to coordinate core work
    • Consensus works best for High Performance teams when they need the involvement and support of team members or others
    • The double benefit of consensus is that you not only get better decisions, but better ownership and buy-in
  • Unanimous Consent
    • Everyone truly agrees
    • Very difficult to achieve
    • Takes incredible amounts of time
    • For most decisions, consensus is sufficient
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Monday, May 14, 2018

Team Decision-Making Part 1

A high-performance organization is built on productive teamwork. It is essential that teams make decisions effectively and efficiently. In this newsletter, we will explore how to improve team decision-making.

Barriers to Team Decision-Making
  • Limited experience together
  • Conflicting member goals
  • Not sharing information
  • Competition: "My idea is better than yours."
  • Agreeing too quickly before critical discussion
  • One or two people dominate
  • Group is too large or too small
  • No one takes the initiative
  • Low trust
  • Limited time
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, May 2, 2018

Managing Difficult People Part 3

The Faultfinder
Best Strategies:
  • Ask the Faultfinder to explain his reasoning for disagreeing.
  • Acknowledge the Faultfinder’s concerns. Be persistent.
The Whiner
Best Strategies:
  • Emphasize the Whiner’s strengths and contributions.
  • Give frequent words of encouragement.
The Martyr
Best Strategies:
  • Give positive feedback on their contributions and hard work.
  • Give praise in front of others.
The Self-Criticizer
Best Strategies:
  • Try to help build up their self-esteem.
  • Present evidence of good work this person has produced.
The Blamer
Best Strategies:
  • Give specific examples of The Blamer’s errors or mistakes.
  • Be persistent in keeping the focus on The Blamer’s errors or mistakes.
The Handle-With-Care
Best Strategies:
  • Give focused feedback in a constructive manner.
  • Encourage the person to restate your point before you move on. Don’t rush through feedback.
The Microscope
Best Strategies:
  • Get the Microscope to look at the big picture
  • Encourage the Microscope to take a broader view:
  • Overall goals
  • Major problems
  • Biggest benefits
  • Greatest strengths
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Monday, April 30, 2018

Managing Difficult People Part 2

The Steamroller
Best Strategies:

  • Be assertive.
  • Seek advice from your supervisor if you need further assistance.
The Nitpicker
Best Strategies:

  • Don’t accept everything The Nitpicker says.
  • Set realistic expectations for the task at hand.
The Obstructionist
Best Strategies:
  • Be clear and honest about any change.
  • If possible, allow The Obstructionist to participate in plans for change.
The I-Didn’t-Sign-Up-for-That
Best Strategies:

  • Clearly explain your need for their assistance.
  • Look for opportunities for this person to attend additional training.
The Gossipmonger
Best Strategies:
  • Make sure clear information and facts reach everyone in the organization.
  • Encourage coworkers not to take The Gossipmonger’s statements at face value.
The Defeatist
Best Strategies:
  • Encourage specific, positive habits.
  • Model optimistic thinking and approaches to finding solutions.
The Slacker
Best Strategies:
  • Establish specific goals and expectations.
  • Set routine update meetings to monitor progress.
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, April 25, 2018

Managing Difficult People Part 1

One of the aspects of managing conflict is identifying difficult people who contribute to conflict. To successfully manage conflict, HR professionals and managers need to learn how to deal with difficult people. In this course, we learned about types of difficult people and strategies for preventing and managing conflict with difficult people.

Types of Difficult People
  • The Steamroller
  • The Nitpicker
  • The Obstructionist
  • The I-Didn’t-Sign-Up-for-That
  • The Gossipmonger
  • The Defeatist
  • The Slacker
  • The Faultfinder
  • The Whiner
  • The Martyr
  • The Self-Criticizer
  • The Blamer
  • The Handle-With-Care
  • The Microscope
General Coping Strategies
  • Recognize that an attitude problem exists
  • Acknowledge any underlying causes for the negative attitude.
  • Help the difficult person take responsibility.
  • Replace negative, inappropriate reactions with different, more acceptable ones.
  • Instill positive attitudes in others.
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP