,
Abedi, Aga Hasan, 89
Action planning, 203, 205-206, 209–213
tips for success, 216–217
Adjournment, meeting, 161, 173
African-Americans, numbers in workforce, 5–6
Age, average in workforce, 5
Agenda, creating, 160–161, 173
Aim frame, 131
in conflict resolution, 180
Ambition
employee, 78
self-esteem and, 17
Anger
coaching and, 92–93
conflict management and, 176–177
organizational change and, 33
Appearance, self-esteem and, 21
Appraisal process, 110–112
Asians, numbers in workforce, 6
Assessments
delegation, 74–75
interviewing skills, 146–147
self-esteem, 14–15
team leader, 135–137
time management, 45–48
Attitude
performance problems and, 90, 102
as performance review focus, 115–116
positive, 39, 120, 141–142, 200, 216, 231
Authority, Generation X and, 10
Baby boomers, as supervisors, 8–10
Behavior
motivation and, 190
performance problems and, 90, 102
as performance review focus, 115–116, 123
Benefits
of delegation, 73–74
from goal attainment, 206–207
of self-esteem, 16–19
of vision, 225–226
Bennis, Warren, 23
Big picture, 198
Boss. See Supervisor Brainstorming, 167–168
conflict and, 178
Branden, Nathaniel, 13
Categorizing activities, 80
Challenge, organizational change and, 34–35
Change
leadership and, 224
openness to, 18
organizational. See Organizational change
Character, power of, 223
Closed mindedness, organizational change and, 31
Close-ended questions, 150, 151
Closing
job interview, 149–150
performance review session, 114, 118
tips for success, 102–103
Coaching intervention models
coaching discussion model, 94–99
corrective action feedback model, 99–102
Coaching session, preparing for, 90–91
Commitment
organizational change and employee, 38, 40
to resolving conflict, 183
to team, 130
Communication, 59–61
conflict and, 178
fostering, 67–70
leadership and, 231
motivation and, 198
organizational change and, 33, 38–39, 40
speaking clearly, 61–64
team, 141
tips for success, 70–71
Communication skills, self-esteem and, 22–23
Communication style, 63
Competence, power of, 222. See also Self-esteem
Compliments, giving and accepting, 26
Confidence. See also Self-esteem
increasing, 13–14
tips for improving, 26–27
Conflict
misconceptions regarding, 175–177
Conflict resolution, 175, 184–187
tips for success, 187–188
Conflict stages, 177–183
Confrontation, avoiding, 117
checking for, 171
vs. voting, 166
Consistency, coaching and, 93
Continuous reinforcement, 193–194
Control, organizational change and, 31
Corporate goals, conflict resolution and, 182
Corrective action feedback model, 99–102
Creativity, brainstorming and, 167
Credit, giving, 78
Crisis, teams and, 137–142
Criticism, self-esteem and, 18
Crosby, Philip B., 159
Customer satisfaction, organizational change and, 40
Decision making
self-esteem and, 18–19
vision and, 226
Decision-making process
analyze problem, 165
define problem, 165–166
generate alternative solutions, 166
reach agreement, 166–167
state desired outcome, 166
Delegation
benefits of, 73–74
common mistakes, 76–78
organizational change and, 37
preparing for, 79, 81–82, 83, 87
tips for success, 86–87
Delegation assessment, 74–75
Delegation savings, 82
Delegation steps
analyze the job, 79
categorize your activities, 80, 87
estimate time in each category, 80
Discipline, team, 140
Discussion, stimulating, 169–171
Diversity, meeting participant selection and, 162
Documentation, employee performance, 111–112, 122
Dressler, Fritz R. S., 1
Economic changes, role of supervisor and, 1–4
Education, discussing in job interviews, 149
Education gap, 6
Effectiveness, vs. perfectionism, 232
Employee commitment, organizational change and, 38, 40. See also Commitment Employee development, delegation and, 74, 86
Employee empowerment, 227, 234
Employee goals, motivation and, 199
Employee involvement
in organizational change, 36
in resolving conflict, 178–179, 184
Employee needs, motivation and, 199
Employee responses, to organizational change, 30–35
Employee selection, 145. See also Interviews
Employee strengths, emphasizing, 116–117
Employees
assessing performance, 91
goal-setting process and, 214–216, 217
Empowerment. See Employee empowerment Environmental changes, role of supervisor and, 1–4
Environmental consciousness, 3
Esteem. See also Self-esteem
mentoring and, 230
of others, 199
Expectations
clarifying, 106
organizational change and, 37–38
External motivation, 190–191
Facilitator, team supervisor as, 135, 142
Facility arrangement, meeting, 163, 173
Failure
organizational change and fear of, 30
Fear, organizational change and, 31–32
Feedback. See also Coaching; Coaching
intervention models
communication and, 62–63
negative, 116
Flexibility
during organizational change, 39
leadership and, 233
Followers, earning, 219
conflict resolution, 186
meeting, 161
performance problems, 98
performance review session, 114, 124
Formation, of team, 128–130
Frost, Robert, 145
Gates, Bill, 189
Generation X workers, 8–10
Glasow, Arnold H, 29
Goal setting, 203. See also Goal-setting process
tips for success, 216–217
Goals
focusing on, 24–25
motivation and, 191–192, 197–198, 199
organizational change and, 40
self-esteem and, 17
time management and, 56
Goal-setting process, 199–200, 202
create a vision, 204
decide on action, 205
design action plan, 209–213
employee involvement, 214–216, 217
identify roadblocks, 205–206
list the benefits, 206–207
sample action plan, 211–213
write the goal, 207–209
Gossip, organizational change and, 33, 38–39
Griffith, Joe, 105
GUTS theory, 54
Habits, organizational change and, 30
Halo effect, 154
High-performing team, 133–135. See also Teams
Hiring, 145, 155–156. See also Interviews
Hispanics, numbers in workforce, 5–6
Humor, self-esteem and, 17–18, 26
Hyde, Lewis, 194
Illiteracy, workforce, 6
Incentive systems, 191
Industrial-based society, vs. information-based
society, 2
Informal leaders, organizational change and, 37
Information dissemination, 69
encouraging, 68–69
with manager, 70
Information-based society, vs. industrial-based
society, 2
Innovation, team, 133
Intermittent reinforcement, 193–194
Internal motivation, 190–191, 201
Interview structure, previewing, 147–148
Interviewing skills self-assessment, 146–147
Interviews
avoiding common errors, 153–155
conducting new hire, 147–150
implementing change and, 36
performance review, 112–118
purposes of hiring, 156
of self, 22
of team members, 129
Jay, Anthony, 219
Job analysis, 157
Job creation, 2
determining, 106
Job fulfillment, 7
Job requirements, 153–154
Job security, organizational change and, 33
Knowledge, flow of, 2
Leader
becoming better, 230–233
organizational change and, 37
role in meetings, 163–165
vs. supervisor, 219–221
Leaders, The Strategies for Taking Charge, 23
Leadership
organizational change and, 33–34
tips for success, 233–234
Leadership role, earning followers, 219
Leadership tool kit, 232
Leadership-oriented activities, 224
Learning
organizational change and, 31
Legal issues, 4
Legitimate power, 221
Leisure time, 52
conflict resolution and, 185
demonstrating, 65
in performance review session, 115, 123
Location, of performance review, 113, 123
Management, vs. leadership, 220–221
Management skills, 10–12
Manager, vs. supervisor, x
Managerial-oriented activities, 223–224
Manufacturing base, 2–3
Mays, Benjamin E., 203
Meeting facilitation, 159
deciding to meet, 159–160
tips for success, 173–174. See also Decision-making process
Meeting planning
arranging facility, 163
checklist, 172
creating agenda, 160–161
selecting participants, 162
Meetings. See also Meeting facilitation; Meeting
planning
role of leader, 163–165
Micro-management, 227
Minorities, numbers in workforce, 5–6
Mobility, worker, 6–7
Motivation
defined, 190–191
ensuring, 197–201
internal vs. external, 190–191
leadership and, 226
self-esteem and, 17
tips for success, 201–202
vision and, 225–226
Motivational environment, creating, 189–194
Needs, employee, 199
Negative feedback, 116
Nonverbal communication, 60, 65
in job interviews, 148, 150–152, 157
in performance review session, 115
Organization
interviewing and, 154–155
Organizational change
employee involvement, 36
employee responses to, 29–35
tips for success, 39–41
Orientation, team, 129
Panic, organizational change and, 34
Paperwork, performance review, 113
Partial reinforcement, 193–194
Pathfinders, 23
Patton, George, 73
Performance, assessing employee, 90–91. See also
Coaching; Performance problems
Performance challenges, teams and, 127
Performance improvement plan, 118–122
sample, 121
Performance problems, 92–93
clarifying cause of, 97
corrective action feedback model, 99–102
discussing alternative solutions, 97–98
employee denial, 94–97 follow-up, 98
recognizing improvement in, 99
tips for success, 102–103
Performance review cycle
appraisal process, 110–112
clarifying expectations, 106
clarifying rating scale, 108–110
interview preparation and conduct, 112–118
performance improvement plan, 118–122
setting performance standards, 106–107
Performance reviews, 105. See also Performance
review cycle
tips for success, 122–123
Performance standards, 116, 122
setting, 106–107
Personal worth. See Self-esteem
Personality, power of, 222
Physical setting, communication and, 61
Place habits, 55–56
Positive attitude, 39, 120, 141–142, 200, 216, 231
Positive reinforcement, 192–193
Power, types of, 221–223, 234. See also Employee
empowerment
Practice, of self-esteem, 24
Praise, 198
Present, focusing on, 19–20
Priorities, maintaining, 53–54
Prioritization, team crisis and, 139
Prioritizing, tasks, 50–53, 56
Problem analysis, 165
Problem definition, 165–166
Procrastination, 57
Progress reports, 76–77
Questioning. See Interviews; Open-ended questions
Quitting, organizational change and, 34
Ranking, job applicants, 155
Rating, of job applicants, 155
Rating scale, clarifying, 108–110, 123
Recognition, 99
of employee success, 215–216, 217
suggestions for, 195–196
Recruiting, team members, 139, 143
Reinforcement
intermittent, 193–194
positive, 192–193
Relationship skills, ix–x
Relationships
Respect, 78
among team members, 127
Responsibility
delegating, 83–86. See also Delegation;
Delegation steps
team, 140–141
Rewards
delegation and, 78
employee performance and, 90
for high-performing teams, 134, 143
motivation and, 192, 193, 197–198, 201
organizational change and, 41
Riley, Pat, 125
Risk-taking, self-esteem and, 18
Roadblocks, identifying, 205–206
Role model, supervisor as, 39, 201
Schuller, Robert, 17
Seating
meeting, 163
team, 132
Selection, employee, 145, 156–157. See also
Interviews
Self-appraisal, 112
Self-assessment, by job applicant, 149
Self-esteem
assessment, 14–15
benefits of, 16–19
defined, 15–16
motivation and, 199
tips for increasing, 26–27
Service base, 2–3
Sheehy, Gail, 23
Sincerity, communicating, 64, 70
communication, 22–23
interviewing, 146–147
relationship, ix–x
supervisory, 10–12
Social setting, communication and, 61
Speaking, 61–64. See also Communication Staffing, 226
Standards, self-esteem and, 21
Stark, Peter B., 43
Summary, meeting, 161
Supervisor
characteristics of best and worst, 59
environmental and economic changes and, 1–4
vs. leader, 219–221
vs. manager, x
team goals and, 126
Supervisory skills, 10–12
Support systems, 120
organizational change and, 31
Target behavior, 191–192
Task assignment, 81
Task clustering, 56
Task prioritization, 50–53, 56
Team audit, 134
Team development stages
conflict, 130–132
formation, 128–130
functional work groups, 132–133
high-performing teams, 133–135
Team leadership skills checklist, 135–137
Team members
respect among, 127
Team performance, tips for success, 142–143
Teams, 125. See also Team development stages
characteristics, 126–128
crisis and, 137–142
Teamwork
in conflict resolution, 180
defined, 125–126
Technical skill level, 192
Technical skills, supervisors and, ix
Technological advances, 3–4
Time blocks, 56
Time frame, goals and, 208
Time lines, 119
Time log, sample, 49
Time management
activity breakdown, 43–45
audit, 45–48
daily time log, 49
steps to successful, 50–55
tips for success, 55–57
Time value, of delegation, 82
Time wasters, identifying, 55
Timing, performance review, 113, 123
Titles, Generation X and, 10
Training
performance improvement and, 119–120
building, 228–229
communication and, 67
teams, and, 129
Understanding, listening for, 64–66, 71
Values
clarifying, 228
of modern workforce, 7–12
Vision
benefits, 225–226
developing, 204, 216, 224–226, 234
organizational change and, 40
Volunteering, 24
Watson, Sir Thomas, 18
Welcome, job applicant, 147, 157
Wilde, Oscar, 175
Winning, teams and, 128
Women, entry into workforce, 4–5
Work experience, 146
Work group, 132–133
Workforce composition changes, 4–7
Workforce values, 7–12