...FAQ. MANAGING PEOPLE Are You Sure You’re Not a Bad Boss? by Jack Zenger and Joseph Folkman AUGUST 16, 2012 Conjure up the term “bad boss” and what comes to mind? Scenes of red-faced people berating subordinates in public. Smarmy souls taking credit for other people’s work or saying one thing and doing another. Cutting remarks. Yelling. Feel free to continue — we’re sure you can. This is iconic bad boss behavior — defining in our minds the very essence of what bad bosses do. When we see these things portrayed on TV or in the movies, we can’t help laughing, even while we’re thinking “Whew! I don’t do those things; I’m not a bad boss.” But, not so fast. Our research suggests that the offensive actions so often associated with being a bad boss make up less than 20% of the behavior that actually defines the worst bosses. When we analyzed the behavior of 30,000 managers, as seen through the eyes of some 300,000 of their peers, direct reports, and bosses on 360-degree evaluations, we found that the sins of the bad boss are far more often those of omission, not commission. That is, bad bosses are defined not so much by any appalling things they do as by certain critical things they don’t do. We came to this conclusion from two directions: First in this group of 30,000, we focused on the 11,000 leaders who received the lowest aggregate scores on their 360 feedback reports — the bottom 1% and the bottom 10% — to see if we could spot any early warning signals that...
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...* Add a Comment * Print * More Sharing ServicesShare * Share on facebookShare on emailShare on pinterest_pinit Recognizing (and Avoiding) Common Management Mistakes Mistakes are nature's way of showing you that you're learning. As a manager, you will make mistakes, but you can avoid common managerial errors by knowing where the common pitfalls are. Thomas Edison once said that it takes 10,000 mistakes to find an answer. Here are some traps that new and experienced managers alike can fall victim to. Not making the transition from worker to manager When you're a worker, you have a job and you do it. Although your job likely requires you to join a team or to work closely with other employees, you're ultimately responsible only for yourself. Did you attain your goals? Did you get to work on time? Was your work done correctly? When you become a manager, everything changes. Suddenly, you are responsible for the results of a group of people, not just for yourself. Becoming a manager requires the development of a whole new set of business skills – people skills. Some of the most talented employees from a technical perspective become the worst managers because they fail to make the transition from worker to manager. Not setting clear goals and expectations Do the words rudderless ship mean anything to you? They should. Effective performance starts with clear goals. If you don't set goals with your employees, your organization often has no direction and your employees...
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...historical spot and futures prices on crude oil and refined products are available at http://www.eia.gov/petroleum/data.cfm (click on “Prices”), and current oil futures price data are available at http://www.cmegroup.com/trading/energy/. While much of the basic ideas surrounding these projects come from Chapter 10 of the textbook, class discussions will involve deeper coverage than that posed in the textbook. I will be looking for evidence in your reports that you have been paying attention in class. Failure to provide such evidence will result in lower or possibly failing grades on the written report. Description of assignment: Underlying information for assignment: The basic scenario: You work for a major US airline, VUL Air, in its fuel purchasing department. During December 2015, your boss, the VP of fuel purchasing for VUL, purchased 2,700 March 2016 light sweet crude oil contracts traded on the CME’s NYMEX exchange to partially hedge the company’s anticipated February 2016 jet fuel consumption of 116 million gallons. The weighted average price of crude oil futures contracts purchased on the NYMEX during December 14 – 18, 2015, was $38.18 per barrel. Your boss has presented you with the plan for liquidating the 2,700 crude oil futures contracts during February 2016. In fact, you have been provided with a spreadsheet template (see “General Files” in the course D2L page) that shows the plan for liquidating the futures contracts (see column K of the spreadsheet template)...
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...good-bye is never easy, especially when it comes to your job. With the job market recovering, many employees could be looking to find work elsewhere. When they do find a new job, numerous departing employees are leaving on a sour note. Here are 10 smart ways employees can quit their jobs while ensuring they don't burn bridges along the way. Do it on Friday The best day for employees to let their company know they are leaving is at the end of the week, said Sara Sutton Fell, CEO and founder of FlexJobs. "The best time to give your notice, especially if you're in a less-than-desirable situation at work, is Fridays," Fell said. "If you can schedule a late-afternoon meeting to give your notice, that's even better, because it helps everyone involved to avoid the post-meeting awkwardness, and gives you a couple days to regroup before entering your last two weeks at work." [7 Signs It's Time to Quit Your Job] Be prepared The last thing employees want to do is quit their job, only to realize they aren't legally allowed to work for the employer to which they think they are headed, said business consultant and human resources expert Teri Aulph. "Review all the documents you signed when you took the job you are leaving," Aulph said. "Make sure you did not agree to noncompete or nonsolicitation clauses. You wouldn't want anything to jeopardize your future." Be less than candid While an exit interview may seem like a place to air all gripes, that isn't always the best approach...
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...the likelihood that a prospective employee is productive and upright. Many of the traits associated with an ethical individual are highly sought by hiring managers and human resources and are desired in the workplace. The scale that we’ve created below measures the ethical nature of a person, based on our definition. In order to operationalize our definition, the following set of questions will show one’s standard of ethics by assessing their actions and reactions to particular situations that arise in the business world, both regularly and conceptually. The following statements should be answered with Agree/Disagree Honesty: 1. I do not concern myself with lying, cheating, or stealing. 2. When I make a mistake in my work, I do not lie about the incident to make myself seem less at fault. 3. You receive a duplicate payment from a customer. You cash the extra check, hoping the customer will not notice. If he does notice, you fake cluelessness and provide a refund. 4. The prices for your product will rise in three weeks. You intentionally organize a client’s automatic shipment for January 1 even though it could have been completed in December, in an effort to receive funds for the higher rate. 5. It is okay for me to sometimes bring home a small amount of office supplies from my workplace. They’ll never notice - and what they don’t know can’t hurt...
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...and self-actualization. At Flight 001 store, Shank’s old boss failed to meet three basic needs. First is the need for belonginess. It was not met because her boss made her feel as if she is just a number to the organization and could easily be replaced by someone else. As Shank mentioned in the video, “the people who own the company or the CEO is just some unknown person - you might not even know their name - that is in an office halfway across the country”. Her statement shows that Shank obviously doesn’t have the personal connection with her employer. Therefore, her mentality is to complete the given work at the minimum standard as a routine and not looking forward to any challenges. Secondly, Shank’s old boss failed to meet the need of esteem. Shank didn’t feel good about her job because there was no appreciation, no recognition or any sense of achievement for the work that she has done. She doesn’t feel appreciated at her work and this is due to the poor treatment that upper management had toward its employees. Per Maslow’s theory, self-esteem is important because it motivates employees to work harder. Last, the need for self-actualization was not met as Shank’s old boss failed to let her participate in the decision making in regard to her work. She wasn’t given any chances to learn new things and become more capable at her job. Shank felt that she will not have the opportunity to develop and grow as wanted. Her boss failed to promote a culture wherein self-actualization is...
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... GROUP MEMBERS Ahmad Ismail Ayesha Ajaz Fatima Tauseef Maida Ajmal Minhaj Mahdi Syeda Rida Abbas | Contents Executive Summary 2 Introduction 3 Leadership and Communication 5 Motivating Self and Others 5 Self-Discipline 7 Coaching and Mentoring 7 Networking 8 Work-Life Balance and Relationship Management 9 Personal Branding 10 Identification and Implementation 10 The Advice 11 Conclusion 11 Executive Summary We interviewed Mr. Pasha based on the various topics that we discussed in class and tried to understand how these various aspects apply in both his professional as well as personal life. The report begins with the introduction of Mr. Ali Khurram Pasha and his professional career and then covers the aspects that make someone an effective leader as well as a successful person. The valuable advice that Mr. Pasha gave has also been included. It reminded us of the importance of exploring different avenues and opportunities and making mistakes. He affirmed that it is okay to fail and make mistakes. Therefore, we should not hesitate in trying out new opportunities. Introduction Mr. Ali Khurram Pasha is a well renowned personality in the corporate world. He established his career and a position in the Human Resource sector in a short period of time. This was purely a result of his passion towards unearthing the human potential and its ability to deliver individual & organizational results...
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...Employability Skills for IT | Learner name | Assessor name | | Jenni Coles | Date issued | Hand in deadline | Submitted on | 25 September 2014 | 10 October 2014 | | Assignment title | Part B – Promoting communication and employability skills | In this assessment you will have opportunities to provide evidence against the following criteria: | Criteria reference | To achieve the criteria the evidence must show that the learner is able to: | | Task no. | | Evidence | P2 | Explain the principles of effective communication | | 2 | | Automated presentation | P3M1 | Discuss potential barriers to effective communicationExplain mechanisms that can reduce the impact of communication barriers | | 3 | | Series of posters | Learner declaration | I certify that the work submitted for this assignment is my own. I have clearly referenced any sources used in the work. I understand that false declaration is a form of malpractice.Learner signature: Date: | Assignment brief – QCF BTEC Assignment brief Qualification | BTEC National Subsidiary Diploma in IT | Unit number and title | Unit 1 - Communication and Employability Skills for IT | Assessor name | Jenni Coles | Date issued | 29 September 2014 | Hand in deadline | 10 October 2014 | | Assignment title | Part B – Promoting communication and employability skills | Purpose of this assignmentThe purpose of this assignment...
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...picture a highly political individual in your mind as you read this page. What gives rise to political thought? All of us have a set of wants, needs, and desires. For example, most of us would like to get our hands on more money, thinking it would allow fewer problems in our lives. Most of us wish the world would slow down so we could relax once in a while and enjoy the ride. None of us like to feel we have been taken advantage of in any kind of interchange, whether it be a co-worker goofing off while we toil away, or our boss forgetting the raise we were promised. In short, most of us want more of the "good stuff" in life, and we want to be assured we are not disadvantaged by someone else hogging more than his or her share. You have a vested interest in getting your share in life: what you have worked for and are entitled to receive. Since we all feel that way, there is a constant agenda going on in everyone's mind relative to ensuring this equity. It makes no difference if you are on death row or the CEO of a multinational organization, you have political thoughts daily. It is impossible for the needs of all people to be optimized at once, which creates tension between individuals and...
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...emotional (C) Regress means: To go backward (A) Relinquish means: To yield (B) Ubiquitous means: Found everywhere (C) 10.Zenith means: The highest point. (C) Matching Words with Definition Impetuous: Done acting in a hurry, with little thought; impulsive. Maudlin: Tearfully sentimental; overly emotional Berate: To criticize or scold harshly Ubiquitous: Existing or seeming to exist everywhere at the same time. Zenith: The highest point or condition; peak. Estrange: To make unsympathetic or unfriendly; alienate. Infallible: Not capable of error or failure; unable to a mistake. Euphoric: Overjoyed; having an intense feeling of well-being. 10.Regress: To return to an earlier, generally worse, condition or behavior. Sentence Check 1 People in bombed-out, war cities sometimes regress to more primitive ways of life. Mei Lin was euphoric when the college that was her first choice accepted her. When Dad lost his job, he had to relinquish his identification card, his employee parking permit, and the key to his desk. Rosina used to be friendly, but since her promotion, she has become so cold that she has estranged former coworkers. “I don’t expect you to be infallible the boss said, “but I don’t want you to make the same mistakes over and over.” “I know I was late,” said Liz, “but you could have pointed it out quietly. You didn’t have to berate me.” ...
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...Leadership Styles and Their Consequences D. D. Warrick University of Colorado This article discusses leadership style theories and offers an integration of the theories by describing the typical characteristics, philpsophy, skills, and consequences associated with each major style. Then an experimental exercise is offered that portrays the major styles and the productivity and satisfaction each i s likely to produce. Finally, a debriefing is presented that helps interpret the exercise and integrate the style theories with contingency theory. Importance of Leadership Style Few leaders understand the full significance of how influential their leadership style is on the performance and satisfaction of their employees. Leaders control both interpersonal and material rewards and punishments that often shape employee behavior and influence an employee’s performance, motivation, and attitude. They can affect an employee’s self-image and resulting potential in either a positive or negative way by being supportive, fair, and encouraging, or unsupportive, inconsistent, and critical. In addition, they can even affect an employee’s health and energy level by creating a stimulating work climate or one filled with tension and fear. The influence of a leader’s style reaches greater proportions as the effects on individuals begin to have a cumulative effect on group performance. There are no doubt variables other than a leader’s style that affect employee performance and satisfaction...
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...issues that I care about more and you care about less, then we've been able to create value in a transaction." "That's the silver lining." Sometimes negotiators fall into traps and leave resources on the table because they can't see that silver lining. Successful negotiators make detailed plans. They know their priorities and alternatives, should they fail to reach an agreement. You must know your bottom line, your walk away point. In addition, you need to understand time constraints and know whether this is the only time you will see your opponents in negotiation. Usually it's not. You may make this common mistake when there is a "congruent issue," when both parties want the same thing. For example: In the context of an overall negotiation involving salary, bonus, and vacation, the boss wants to transfer a junior manager to San Francisco. The manager is eager for the San Francisco assignment. But frequently, the employee will look at the situation and believe that since the boss gave him a desired promotion the employee must compromise on the transfer location. The employee might actually suggest a transfer to Atlanta. His psychology is: "I can't expect to get everything I want, so I'll take the middle." The boss is ambivalent about the transfer and figures she can get someone else to go to San Francisco. One way to get inside your opponent's head and influence his attitude is to shape the issues for him, a technique called "framing." If you get your opponent to accept your view...
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...employers have acknowledge trust to be a very important element for success in an organization. In the article the writer also lists 10 ways to improve trust within the workplace when one is in management. These 10 steps are as followed: 1. Involve staffers in decisions directly affecting them- Employees do not like to be left in the blind about business decisions that affects them. Holding a meeting during a decision-making process is very important in gaining trust within a company. It gives employees the opportunity to voice their questions or concerns, suggestions or ideas, and be heard my their leaders. 2. Pay close attention to relationships-When an employee quits, it is often because of the boss. Encourage managers to promote transparent communication and to offer help employees when it's needed. 3. Trust employees at every level of the organization-In the workplace, trust must be interchange amongst both employees and managers. If a company wants the employees to trust their employers then it must be vica versa. To build trust, employers should allow employees to make decisions or give feedback. 4. Provide constructive feedback-Employees performs better when their leaders give constructive feedback. Leaders should never try to always pick out the negative and avoid the positive. If an employee misses a deadline, offer ways to avoid the mistake in the...
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...the new position? Is this new job a good fit for Thomas? Why or why not? 4. What is creating the tension and conflict between Thomas and Frank? How has McDonald contributed to the situation? 5. What is your analysis of Thomas Green’s actions and job performance in his first five months? What has he done well? What mistakes has he made? 6. What actions, if any, would you take if you were Thomas Green? 7. What is necessary to build a productive relationship with your boss? How does an employee effectively “manage up?” Answer 1] Frank Davis, marketing director, is an excellent strategic player. He sorts through all of the possibilities, though short term, and find the best effective way to move forward. As he had just been promoted from the position of a senior market specialist he for sure was competent and experienced in the way things should be done. He got used to a precise planning of an every detail, schedule and documentation. That depicts him as a highly organized person with perfect managerial skills. David’s strong analytical strength mixed with his 15 years of experience in Dynamic Displays enabled him to visualize 10% growth rate. Davis has...
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...Hiring is not an easy process and it became worse due to globalization. A huge percentage of executive level appointments are ending in firing or resignation. Finding the right person to fill a right job has become more complex due to advent of new organizational forms such as joint ventures, strategic alliances. Art of hitting a Moving Target The hazards of hiring a wrong person in today’s business environment are mentioned with examples. Problems such as lack of negotiation and cross-cultural sensitivity may lead in hiring a wrong person. All that is required is a good understanding of the job requirements and fitting into the shoes of the role. Ten common hiring traps or pitfalls as mentioned by the author are as below: 1. The reactive approach: Job openings are result of firing or resignation. Companies generally seek someone with similar qualities of the previous employee and without defects. This ignores the changing future requirements the job demands. 2. Unrealistic specifications: Job description mentioned by the search team are generally long and detailed which is difficult to be found in a single candidate thus eliminating many good candidates having the priority skills. 3. Evaluating people in absolute terms: It is mentioned that the evaluation of performance of a person is difficult without proper understanding of circumstances. Questions like “what are your strengths and weaknesses are very contextual in nature. These are the candidates view about...
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