Civility in the Workplace Part 4

What may be considered a difficult personality?

The answer is subjective.  A difficult personality for one person need not be a difficult personality for another. Usually, though, people perceived as difficult are those who manifest inflexible extremes of personality traits.  For instance, while being controlling is a desirable trait in a manager, being excessively controlling would just make the people under the manager’s care feel stifled and even abused.  Recognition of the need to consult co-workers about major company decisions is a good thing, but when an employee consults everyone else on almost everything to the point that the constant “consultation” is already dependency in disguise, then the person becomes difficult to work with.

When working with a difficult personality, most people’s immediate response is an unhelpful one: a response aimed more at relieving personal stress than creating a more workable relationship.  For example, there is a tendency to avoid dominant personality types, lecture the overly-dependent, and exact vengeance on the passive-aggressive.  The result is an endless cycle of dysfunctional relating that creates more problems than it solves.

Until next time...

 




Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Organizational Structure Part 1

An organization is “a collection of interacting and interdependent individuals who work towards common goals and whose relationships are determined according to a certain structure”  (Duncan, 1981) 

• Key Concepts
• Division of Labor
• How activities within the organization are allocated into different jobs or tasks performed by different individuals
• Division of Labor - Advantages
• Most Efficient Utilization of Labor
• Increased Standardization
• Uniformity of Output
• Reduction in Training Costs
• Heightened Expertise
• Division of Labor - Disadvantages
• Routine & Repetitive Tasks
• Low Job Satisfaction
• Low Motivation and Employee Satisfaction
• Span of Control
• The amount of individuals who report either directly or indirectly to a manager
• Managers who have a small span of control are able to develop closer relationships with employees and greater control over daily operations
• Optimal Span of Control
• The coordination requirements within the unit
• The type of information required by the unit
• The similarity of tasks within the unit
• The extent to which individuals require direct access to the supervisor
• Differences in members’ need for autonomy
• Configuration
• The shape of the organization reflecting the division of labor and the coordination of tasks
• Administrative Hierarchy
• Reporting Relationships from the lowest level to the highest in the organization
• An administrative hierarchy is inversely related to the Span of Control
• Organizations with a large span of control have a small amount of managers in the hierarchy
• Organizations with a small span of control have a large administrative hierarchy

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Process, Benefits & Preparation Part 1

Performance Appraisals

Why is it that organizations seem to be so worried about introducing performance appraisals?  Why do managers and employees all seem to be afraid of engaging in this process?   We believe that effective performance appraisal systems offer considerable advantages to managers, employees, and the organization as a whole.  Training in the process is essential for success. 

Performance Appraisal Process
To increase the effectiveness of the process, the following issues must be covered: 

• Agree on the objectives
• Monitor performance
• Give sufficient notice
• Prepare any necessary documentation
• Prepare the location
• Conduct the appraisal
• Complete all relevant documentation
• Implement any plans that have been agreed upon

Overall Benefits of AppraisalsFollowing a well-defined Performance-Appraisal process should result in:

• Increased employee performance
• Greater control of work
• Improved motivation and commitment
• Increased information flow
• Better relationships within and across the organization

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Mentoring in the Workplace Part 2

Piloting a Mentoring Program

Component 1 - Design

• Determine strategic purpose
• Obtain a champion from senior management
• Select an appropriate task force
• Create learning objectives
• Select mentoring model
• Determine application, selection, and matching criteria
• Establish guidelines for all activities
• Review of pilot results and modification

Component 2 – Implementation

• Market the program to stakeholders within the organization
• Recruit, interview and match the participants
• Meet with the managers of the mentorees

Until next time...
 




Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/