...is a normal organizational problem, it is even more difficult for the small and medium-sized enterprises. In the following, we will use a marketing firm as an example to illustrate the importance of organizational justice and its relationship with employee turnover rate and organizational citizenship behaviors. Company Background - Small and medium-sized enterprise - 30 staffs - 2 administrative departments and 2 operation departments Appraisal system of the account department - Structure (1 general manager-boss, 3 directors, 3 team leaders, 9 junior and senior account executives) - 4 ways performance review 1. Self appraisal - Each of the staffs will review, grade and reflect their own performance 2. Subordinates appraisal by management - The 3 directors and the 3 team leaders will discuss and analyze the performances of their subordinates. They will come up with a grade and give comments to their subordinates. 3. Management appraisal by subordinates - The 9 junior and senior account executives will evaluate the performance of their superiors (including the 3 directors and the 3 team leaders)....
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...The relationship with your boss is probably the most important relationship you have at work. Boss management can stimulate better performance, improve your working life, job satisfaction, and workload. Give your boss a hand and reap the rewards. ________________________________________ When we think of managing someone, we usually think of managing our team members or subordinates. The above title appeared for the first time a few years ago in a Harvard Business Review article written by two well known socio-psychologists. Their argument was that in modern companies, subordinates are not solely dependent on their bosses, but that today's complexity requires interdependence: the boss needs her team as well. I have the vantage point of being an adviser to top management, a CEO, and now as Co-Director of the PED program at IMD. In addition, I have been involved in the restructuring of a major international company, which involves some 12,000 people and 12 hierarchical levels. In order to unleash the energies and get closer to customers, we divided the group into 250 'small companies' of some 50 people each and of three hierarchical levels. To change the mindset, we organised a 20-day management seminar, during which we discussed the challenge of how to deal with bosses, who in the old structure, tended to hamper change. The whole process forced me to crystallize my observations and previous experience and test them with the 250 managers. I have grouped the results into...
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...Welcome to the new HBR.org. Here’s what’s new. Here’s an 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%...
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...effective leaders gain respect by listening to employees’ ideas both good and bad. Once an employee knows that the boss is listening the incentive to speak up and give voice to new ideas is greatly enhanced. A good leader knows more than anyone the importance of ideas rising through the ranks, as the people at the so-called ‘bottom’ of the totem pole are almost always closest to the details and progress (or lack thereof) on any given project. A good leader knows, therefore, that there are limitations to the top-down structure that often envelopes large corporations, and that having people who are willing to say when something is working. Simply telling employees that they should raise any issues or concerns in the first instance is not enough. People are not inclined to open up to those who they view as close-minded, or uninterested. Rather, the boss must show through their words, actions, demeanor, carriage that ideas, thoughts and concerns are welcome. The best leaders, in my view, do this by inviting conversation both in group meetings and one-on-one, and by getting to know employees not only in connection with their job duties but by learning more about who the person is, as an individual, and what motivates that person to come to work every day. This is no easy task. I have seen the best minds at the workplace wholly unable to garner the respect of subordinates due to their inability to recognize the importance of...
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...“Managing Your Boss” by John J. Gabarro and John P. Kotter Harvard Business Review, 2005 Introduction People sometimes do not realize how much their bosses depend on them and many people also do not realize how much they depend on their boss. For example bosses need honesty from manager’s direct reports. People can managing their bosses for very good reasons: to get resources to do the best job, not only for their-selves but also for their bosses and their companies as well. Effective managers take time and effort to manage not only relationship with subordinates but also those with their bosses. This essential aspect of management is sometimes ignored by otherwise talented and aggressive managers. And there are some managers who actively and effectively supervise subordinates, markets, etc assume an almost passively reactive stance when they meet their bosses. With this mutual dependence, effective managers seek out information about boss’s concerns and are sensitive to his work style. Whether see the boss as the enemy or viewing the boss as an all-wise parent. Summary The book is divided into four big parts. First part is Misreading The Boss-Subordinate Relationship. This part provide about how two people can on occasional be psychological or temperamentally incapable of working together, where a personality conflict sometimes only a very small part of the problems. Sometimes people did not realize that their relation with their subordinates involved mutual...
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...Authority could exists in every fields which usually is a significant part to ensure the normal operation. Although it could benefit the operation, it may cause some issues. Accompany with authority, there could be many challenges. Challenges refer to some different thoughts which are happened between the superiors and the subordinates. The dilemma is whether do as what the boss told or follow the original heart. This dilemma is the main focus of Tom and Frank’s case study, ‘Challenge the boss or stand down?’ (2011). ‘Challenge the boss or stand down?’ concerns a general issue in the company D7 Displays. A rising star Tom challenged his new boss Frank in the public, and they have different opinions. Tom is facing the dilemma which may lose his job, and he has to choose a better method to solve this issue. As a diligent employee, Tom wants to do his best and gain reliance from his boss. He argues that the airline kiosk business is hurting by the web service and the only way to compete is developing the kiosk-based services which could make profit or provide more benefits. However, Frank, who is his new boss, is firmly holding the different opinion. Frank points out that the airline kiosk business presents a mature market and clients will not resign it. In addition, the hotels and car rental markets are wide open, and the company should develop these areas. Frank asserts that Tom was out of line and focus on the part not belongs to him. Advice about this dilemma is given...
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...to clients’ needs, directly dealing with the issues. He weight clients much over daily routine tasks Besides, even if both of them have high self-esteem, Green, the young man, is more impulsive than Davis. Plus, Green is more likely to express his feeling and comment on issues simply according to his knowledge at the public place. To give inputs, it may have other ways to reach the same results and effects. Unlike Green, Davis was more sophisticated to complain on Green’s attitude by listing the rational points in the email to Division Vice President, which is more persuasive than merely using emotional words. Additionally, with seniority, Davis expected Green, his subordinate, to assist him by providing market data and supporting detail and by developing new market strategies. Davis tended to view subordinates as those who only need to perform routine work and not to break the harmony in the team. Contrary to Davis’s expectation, Green expected himself to duplicate the previous triumph by continuing the approach that he always adopted, thereby reaching more success in order to quickly climb up to higher position. Therefore, with confidence, Green was always...
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...Manuela Heinrich Villa September 4, 2015 Writing Activity #1 Characteristics of an Effective Boss Being a boss is a difficult job and is more difficult if you want to be an effective boss. A company is like a family where the boss and subordinates work all together to achieve the goals in the right way. An effective boss needs to have many characteristics such as: excellent leader, good communicator and a capable person of assuming responsibility. Primarily, a boss has to be an exceptional leader. A leader is a person who is honest and ethical, have the ability to delegate, trust on his/her team recognizing the abilities of each subordinate, keep calm and confident even if the things are not going according to the plan, always have a positive attitude and transmit this to the partners, if the boss await his/her team work hard he/she needs to lead by example and must to have the ability to inspire others. Furthermore, communication is another characteristic of a good boss. The chief must be able to express their vision and ideas to the team so that everyone can focus on the same goals. Other things that improve communication, is to value the efforts and the work of the entire organization, when the boss do that, the employees improve their skills everyday and also enhance the labor environment; and keep the door open because it builds trust among subordinates. Finally, an effective boss has to be a capable person of assuming responsibilities because he/she is responsible for the...
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...Cango Week 2 Analysis Can Go Analysis Report BUSN 460 week 2 Can Go is a company with great ideas and visions for their future. They have identified a trend in the gaming industry that is certain to bring them success; online gaming. While they have a general idea of how this will be done, it is mostly in the mind of the boss. Delegating the investigation of how to attain these goals to his subordinates proves challenging as there is a good amount of disorganization within the company. There are varying levels of organization and strengths within the staff of the company. Debby seems to be the most knowledgeable and organized of the group while Nick feels that he is organized and on top of everything but he is gravely mistaken. His organizational skills leave something to be desired. The boss, “Coach”, is great at involving the group in regular communication gatherings where they are briefed on what is required of them that week/day. The boss is also strong at encouraging participation in these meetings. Debby seems to be the one person that brings everyone together to become a more cohesive team and one that thinks more clearly and in a more organized way. Debby is also great at teaching others how to best prioritize by using Gantt charts to map out their deadlines. I recommend that Debby acts as a type of supervisor and is allowed to guide the others to become more organized in their daily activities. This can be accomplished by identifying more of the moderately difficult...
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...what it means to be in charge. by Linda A. Hill E Paul Blow the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That’s a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. Executives are shaped irrevocably by their first management positions. Decades later, they recall those first months as transformational experiences that forged their leadership philosophies and styles in ways that may continue to haunt and hobble them throughout their careers. Organizations suffer considerable human and financial costs when a person who has been promoted because of strong individual performance and qualifications fails to adjust successfully to management responsibilities. VEN FOR THE MOST GIFTED INDIVIDUALS, O S S hbr.org | January 2007 | Harvard Business Review 49 THE TESTS OF A LEADER | Becoming the Boss The failures aren’t surprising, given the difficulty of the transition. Ask any new manager about the early days of being a boss – indeed, ask any senior executive to recall how he or she felt as a new manager. If you get an honest answer, you’ll hear a tale of disorientation and, for some, overwhelming confusion. The new role didn’t feel anything like it was supposed to. It felt too big for any one person...
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...Who's Got the Monkey In: Other Topics Who's Got the Monkey Summary of Article The main concept of this article is to bring awareness to people (no matter if bosses or subordinates) about managing time. Also, I feel as if the article touches on realizing your own responsibilities and not relying on your boss to do all of the work for you. The article is aimed at those certain types of bosses who respond to their subordinates by saying things like “Leave me a memo on that. I’ll get back to you. Don’t you worry about that.” With these responses, the article explains that subordinates are handing off their own problems to the backs of their supervisors. This is a vicious never ending cycle for the manager because he then finds himself over working and trying to catch up on the weekends while the subordinates are waiting on the boss’ response while enjoying their own weekend. This is kind of ironic because you find yourself questioning who’s actually working for whom. The article refers to these jobs or tasks as “monkeys”. The author uses the metaphor on how a monkey jumps from one back to another symbolizing the task (or monkey) jumping from the subordinate’s responsibility on to the boss’. One thing I learned from the article is how to manage time in general and never hand my problems to somebody else. I also learned how to avoid dealing with other peoples tasks and making sure I am not providing these types of answers which welcome the monkeys open armed. Three...
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...with, this with the notion that others will find out about the happening, and might result in future quarrels in the future. A politically correct approach can be taken by not inviting their co-workers to the wedding using the expenses as an excuse. As a person that has never worked in an office environment, and hasn’t even pondered on the idea of getting engaged, it is hard to considered the approach that I would take. Based on school environment birthdays, I believe if I was eccomicly able to do so I would invite everyone in the office, and ignore thoose would did not please me. It all depends on ones personality, and also position in the company, for if you are the boss it might not be as influential for you to not have your subordinates at your wedding, as it would be if you were to not invite your boss. As Joseph heller would put it, it’s a “Catch 22”....
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...Topic:What are some important qualities of a good supervisor (boss)? Use specific details and examples to explain why these qualities are important. A supervisor or boss is a person who knows well how to keep his subordinates happy and in harmony in order to perform the job. So, from my point of view, I believe that a good supervisor must develop the skills such as a good leader, has to be expert in his work field, and have an understandable personality. As follow, It will be explained some of the reasons. To begin with, a supervisor must be a good leader who could bind his assistants in a chain in order to get a decent cooperative environment. Therefore, a great cooperation of both supervisor and workers will lead in running the business smoothly and successfully. Moreover, a boss or a supervisor has to have a good sense of humor which will help his subordinates to feel happy, friendly. For instance, if the boss will be rude and so strict, then the workers won't be able to feel free to work and to discuss all their problems with the boss, and also they may be disrespectful with him/her because of his/her dictatorship. Another important quality of a good supervisor is been an expert in his field. This skill is vital because he/she has to guide other people who are working under him. He should be intelligent and expert enough, in order to make a permanent influence on his assistants. In addition, he has to often make decisions and face several predicaments in the business;...
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...encountered an unreasonable boss like Lumberg, bad bosses are no laughing matter. Having a bad relationship with a boss is one of the major reasons people seek other jobs. Half of all workers say they can do their bosses job better. Unfortunately, says Brent Rasmussen of CareerBuilder.com, leaving is usually the only way to get rid of a bad boss. Just what makes a boss bad? Generally speaking, they lack the people skills necessary to be effective leaders. Bad bosses have been characterized as greedy, condescending, even thieving, stealing good ideas and taking credit for them. Through finger pointing and yelling, bad bosses also create a stressful environment. In fact, studies have shown that stress levels and days lost to illness are lower in work places that are managed fairly. Justin Racz, in his book, 50 Bosses Worse than Yours, provides a profile of bad bosses, some based on his personal experience. The chair thrower, as the name implies, likes to through things. Racz’s advice: duck. The micromanager doesn’t give workers much breathing room, while the back stabber takes credit or places blame. The screamer is pretty much self-explanatory. Then there’s the boss who wants to be your buddy. A recent survey conducted by CareerBuilder.com found that most workers (49%) have buddy bosses; 23% reported having bosses that are never around; 12% said their bosses were tyrants who might take their head off at any minute; 11% of the bosses think subordinates are after their job; and...
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...- How does one deal with office politics and backstabbing? Imagine At work there are many who side up to the that a boss and do things that please them. Most of the colleague time achievement of such people is also to showcase others shortcomings (and not their own is strengths! When you know someone is running you down slowly but surely, what can you do? Engaging to Every organization should cultivate a climate/environment where backbiting and politics cannot survive. All employees are expected illegitimate to be mature individuals who are more concerned about productivity and growth (of the organization as well as e political themselves) rather than indulge in such silly antics. Behavior this is a very common situation in offices. I have towards been through this and I can understand this situation. Having said that, I was able to come out you. What of this situation by following some basic things: steps might you. (1) Put in all your efforts to perform your JOB well. Showcase the results to the right people. (2) Talk to the person directly (if the person is reduce or receptive). In case the person is obnoxiously arrogant / not open to listening or talking. Move to eliminate. (3) In case the person is willing to talk to you...explain..."I like the way you give your behavior? Opinion and feedback on various things to the Boss...however, I was just thinking, sometimes your feedback sounds like a severe criticism and might not be constructive...can we be more - Constructive while...
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