NELSON =THE MANAGEMENT BIBLE=

Change (Continued) inevitability of, 19, 22 leadership tips, 27

manager/organization assessment quiz, 33

micro level, 23–24

phases of dealing with, 19–23 resistance phase, 22 unavoidable crises, 29–30 warning signs of resistance to,

24–27 Coaching, 77–89

approaches/tools, 87–88 functions, 80–82 guidelines, 84–87 high-performance, 79–80

manager/organization assessment quiz, 89

percentage of a manager’s job, 170 response to performance

monitoring, 157–158 show-and-tell method, 82–83 turning points, leveraging, 84

Code of ethics. See Ethics Command teams, 206–207 Commission salespeople, 72 Commitment, delegation and, 133 Committees, 206 Communication, 181–196,

275–278

actual behavior versus, 276 delegation and, 132, 140 downsizing and, 201

employee accountability and, 176 formats, frequency versus training (listening, speaking, writing,

reading), 184

of goals/vision, 118–120

importance of, 183–184 listening, 184–188

making presentation (public speaking), 188–192, 219

management function, 7, 13–15 manager/organization assessment

quiz, 196 metacommunication, 193 office politics and, 275–278

probing for information, 277–278 reading between the lines, 277 teams and improvement in, 203 technology and, 195–196, 212 written, 192–195

Communispond, 219

Comparing (evaluation trap), 167 Competition, reducing

unproductive, 202–203 Consensus seeking, 10 Consultant for family-owned

business (problem with owner/ manager), 136

Context, task, 132 Control/controlling:

attempting to control the uncontrollable, 25–26

classic management function, 6 loss of control (delegation myth),

130

Cooperation versus competition, 202–203

Corporate citizens (key players, office politics), 274

Corrective action. See Discipline and corrective action

Creativity:

in rewarding employees, 68–70 Robinson on, 41–42

Discipline and corrective action

(Continued)

defining, for your organization, 229–233

manager/organization assessment quiz, 246

misconduct, 232, 237–239 reprimand, 238 suspension, 239 termination, 239 verbal warning, 238 written warning, 238

performance problems, 231–237 negative performance

evaluation, 237 termination, 237 verbal counseling, 236 written counseling, 237

progressive discipline, 235 range of outcomes, 232 reasons for, 229, 231 session/meeting, and unified

statement, 243–244 steps, five:

describing unacceptable behavior, 240

expressing impact to work unit, 240–241

outlining consequences, 241–242

providing emotional support, 242–243

specifying required changes, 241

timing, 232–233

Dismissal, documenting for, 164, 259. See also Termination, employee

Downsizing, impact of, 200–202

Drucker, Peter:

Effective Executive, The, 222

Management: Tasks, Responsi-

bilities, Practices, 212

E

Employee accountability. See Performance evaluation

Employee development, 98–102 career development plans, 100 corrective action/discipline

(employee improvement plans), 244–246

delegation and, 129

employee accountability and, 166, 176

as motivation, 65 reasons for, 93–96

steps for managers, 99–100 top ten ways, 101–102

Employee motivation. See Motivating employees

Employee performance. See Performance evaluation; Performance monitoring Employee recruitment, 37–57

finding candidates, 43–46 employment agencies, 46 Internet, 45

within organization, 44–45 personal referrals, 45 professional associations, 46 temporary agencies, 45–46 want ads, 45

interviewing skills/techniques, 46–51

job descriptions, creating, 43

making offer, 55–56 manager/organization assessment

quiz, 56–57

qualities desirable in employees, 39–40

retention, 39–42 selection process:

checking references, 51–53 classifying as winners, potential

winners/losers, 53–54 conducting second or third

round, 54–55 reviewing notes, 53–54

Employment agencies, 46 Empowering:

management function, 6, 9–10 teams, 203–204, 209–211

Energizing employees (management function), 6, 7–9. See also Motivating employees

Ethics, 265–271

acronym (Evaluate-Treat- Hesitate-Inform-Create- Seek), 271

common ethical dilemmas, 270–271 creating comprehensive code of,

268–269 defining, 268

importance of, 267–270 living, 270–271 manager/organization self-

assessment, 280 Exploration phase, 22–23

F

Falsification of records, 253–254 FastCompany magazine web site, 28

Favoritism, 101 Feedback:

change, dealing with, 32 coaching, 82

continuous/ongoing, and employee accountability, 165, 167–171, 174–176

meetings, 224

performance measuring and, 147–150

public/private, 147–148 Firefighters (key players, office

politics), 275

Firing employees, 251, 255,

258–259. See also Termination, employee

Flexibility:

delegation and (myth), 131–132 tips for proactively leading

change, 27

Flexible working hours, 64–75 Flowcharts (performance

monitoring), 156–157 Formal teams, 206–207

G

Gantt charts, 155–156

General Electric (Bayamón, Puerto Rico), 217–218

General Motors, 230–231 Glenroy, Inc., 170

Goals, 109–124 coaching and, 80

communicating, 118–120 “dream with a deadline,” 153 employee accountability, 165,

166, 176

Intoxication on the job, 253 Involuntary termination, 251–252

J

Japanese management style, 8 J.C. Penney stores, 102

Job applications, reasons for termination on, 255

Job descriptions: creating, 43 interviewing and, 48

Job-sharing, 172

K

Key players, office politics, 273–275 corporate citizens, 274 firefighters, 275

movers and shakers, 274 town gossips, 274–275 vetoers, 275

whiners, 275

KFC legend of the f loppy chicken, 70–71

Knowledge:

coaching, and transfer of, 88 source of power, 123

teams, and sharing of, 203

L

Language discrimination, 190 Layoffs, 251, 255–257, 277 Leading (classic management

function), 5

Lean manufacturing, 21 Learning goals, 96–97 Legal issues:

appraisal programs, 162–163 terminating employees, 254–255,

259–260

Levering, Robert (The 100 Best Companies to Work for in America), 168

Listening, 184–188 asking questions, 187

avoiding interruptions, 187–188 change, dealing with, 32 coaching, 86

focus, 187

in interviews, 50 ref lective, 187 tips, 186–187

training versus frequency, 184

M

Maehling, Rita F., 169 Management /managers: classic functions of: controlling, 6

leading, 5 organizing, 5 planning, 5

gaining respect and trust among new team, 44

new functions of, 6–15 communicating, 7, 13–15 empowering, 6, 9–10 energizing, 6, 7–9 supporting, 6–7, 10–12

principle, “world’s greatest,” 61–62

Management /managers (Continued) time/availability of, 65–66 upward (managing your manager),

279 MARS model:

Milestones (setting checkpoints), 148–149

Actions (reaching checkpoints), 149

Relationships (sequencing activity), 149

Schedules (establishing time frame), 150

Meetings, 215–224 action items, 223–224 agenda, 222–223 feedback, 224

focus, 221, 223

inclusion versus exclusion, 223 individuals dominating, 221 manager/organization assessment

quiz, 224 number of, 219, 223 preparation, 221, 222

problems with, 218–221

real life example (GE), 217–218 teams and, 217–218

timing, 219, 221, 223

tips for improving, 221–224 Mentoring employees, 102–104,

279–280 Metacommunication, 193

Micro level, dealing with change at, 23–24

Micromanagement trap, 133 Milestones:

career development plans, 244 MARS model, 148–149

Mirroring (evaluation trap), 167

Misconduct, employee, 232.-235, 237–239

Model, being a, 27

Monetary rewards, limitations of, 62–63, 69

Monitoring. See Performance monitoring

Moody, Roy, 193

Motivating employees, 59–75 ASAP-cubed, 66–68 autonomy and authority, 64 change, dealing with, 27 commission salespeople, 72 creativity in rewarding

employees, 68–70

delegation and, 131, 136–137, 141 energizing today’s employees,

63–66

f lexible working hours, 64–75 goals and, 112

helpful resources, 67 importance of, 169

learning and development, 65 legend of the f loppy chicken,

70–71

manager availability and time, 65–66

manager/organization assessment quiz, 75

monetary rewards, limitations of, 62–63, 69

political environment, assessing organization’s, 273

praise, 63–64, 157–158 recognition:

not delegating, 136–137 value of, 68–69

support and involvement, 64 survey results, 63–66

O

Offer, making, 55–56

Office politics, 265, 267, 271–280 assessing your organization’s political environment,

272–273 communication, 275–278

actual behavior versus, 276 probing for information,

277–278

reading between the lines, 277 ethics and, 267 (see also Ethics) key players, 273–275

corporate citizens, 274 firefighters, 275 movers and shakers, 274 town gossips, 274–275 vetoers, 275

whiners, 275

P

Paralysis:

by analysis, 25

by gumming up the works, 26 Penney, James Cash, 102 Performance evaluation, 159–177

accountability and, 173, 174–175 appraisals, obsolescence of,

161–162, 173 characteristics of a good

performance system, 173–174

communication with employee, importance of, 176

feedback, continuous ongoing, 165, 167–171, 174–176

formal/written, 165

goal setting and, 165, 166, 176 information technology and,

212

learning and development, 176