ARE Exam 3

1. Describe the Flexible principle of supportive communication

A flexible manager asks for values and opinions and ideas of their subordinates. Nonflexible communication is invalidating and non-supportive. A manager thinks they are always right, and their word is the way. There is no better way than theirs. A manager doesn't perform the task daily like the employees do so they don't always know the best way.

1. What is a job performance guide and what are the two tools it provides?

A list of steps that a barely competent employee could follow to successfully complete the task to the managers expectation. Extremely time consuming to write and easy to write incorrectly. Need constantly updated. Two tools i. An employee who wants to do well can do well- they can refer to the guide, follow it, and know they can do it. They can have confidence doing the task this way because that it exactly what the manager wrote down. ii. It can be used during an evaluation: managers are no longer critiquing employees. Instead they are a coach asking why an employee chose not to do step #... The focus is then on the operating procedure and not the employee. This makes the criticism less personal. TO top it off the employee now has an exact picture of how to do the job correctly.

1. How are personal power and personal performance correlated?

A manager with low personal power tends to rely on authoritative power and is bossy rather than a leader. This creates an ineffective manager that is petty, and rules minded. A manager with too much personal power tends to be abusive. This also leads to ineffective management.

1. Describe the Listened to principle of supportive communication.

A supportive communicator is spending time hearing and actually comprehending and understanding what a person is saying. They are making eye contact and staying focused. The mark of a supportive listener is the competence to select appropriate responses to other statements. Listening involves giving people your time and attention. The response of a supportive listener is not evaluating or judgmental at first, it is either: i. Advising- this response provides direction; it helps clarify things for communicator in need of direction. Advising should not be your first response because it doesn't teach the employee anything too except to ask more questions. A downside to advice is that the communicator can become dependent on you for advice. ii. Deflecting- this changes the focus from the communicators problem to a different subject. The listener may talk about a similar experience they had for the purpose of letting the other person know they understand. Sometimes solutions are easier to see if people are not personally attached to the situation. These solutions can then reveal themselves as plausible for their own problem. iii. Probing- is all about questions. It allows the listener to get more information and have the communicator answer some of their own questions. This is very empowering to the communicator. iv. Reflecting- is simply restating back the information that you hear and maybe even what you think it means. This lets the speaker know you understood their message.

1. Describe the Two-Way principle of supportive communication.

A supportive manger practices 2 way communication with subordinates. Subordinates are given airtime and encouraged to participate. Managers will find areas of agreement between them so they have common ground.

1. Describe the Not Extreme principle of supportive communication.

Along the lines of flexible, avoid extreme statements. Words like never, always, yes, no, wrong, right leave room for discussion and don't lead to positive conversations. They are god for lectures, manuals, research results, and standards, but not for supportive communication. Ultimatums are another form of extreme. Either this occurs or that occurs. By leaving no other alternatives the person you are communicating with has very little options; fight or flight. A manager who makes these statements is counting on the subordinate to back down. A subordinate who backs down will have lower self-esteem and less commitment to the team. A subordinate who fights is a real problem. If the manager doesn't win or follow through with their threat, then they are open to attack by all other employees and lose all respect. Either way this has become a battle of wills and the original issue is forgotten. Ultimatums set managers up for lose lose result.

1. What is the manger's role in turning motivation into performance?

Begins with establishing goals between the subordinate and manager; goals should be challenging yet achievable. Next, managers should focus on facilitating accomplishment. The managers role is to ensure the employee has the necessary aptitude, training, and resources to be successful. Managers get broken equipment fixed, take the difficult clients, get supplies to the job site; they make it, so all employees have to do is their job.

1. Explain the position characteristics necessary to have power in an organization.

Centrality- access to information via communication networks. A manager's social capital is based on who they know. Who they know determine what they know not vice versa. Flexibility- the more freedom a manager has to exercise judgement, the more power they will have. A manager who wants to build power will not accept positions that require a superior's constant approval of decisions. Visibility- positions that perform tasks seen by influential people will be quick. Movers. Before accepting a position be certain to be prepared because these quick movements can be both up and down. Relevance- managers associated with task that are directly related to their organizational priorities will have more power. Who has more power, the head landscape designer or the technology manager, at IBM/ Bland landscaping?

1. What is the difference between a coaching and a counseling situation?

Coaching: usually necessary when a subordinate is lacking abilities, skills, or knowledge. Managers must pass along advice or set appropriate standards for employees to follow. The subordinate must clearly understand the problem and the information managers pass along must be accurate. A manager's approach should be "I can help you do this better" Counseling: is about the attitude adjustments, conflictive personalities or other problems related to emotions. This is not always an employee who is lazy. Employees who need counseling sometime believe they are doing what is best for the company. In this case, a manager's approach should be "I can help you recognize a problem exists"

1. Describe the Congruent principle of supportive communication.

Congruent confirmation is simply stating what you mean. Make sure your verbal, non-verbal and feelings all line up. Congruency is important, otherwise the relationship between two people will be superficial and distrusting. Subordinates will spend time always figuring what the manager means or their hidden agenda.

1. Describe the Conjunctive principle of supportive communication.

Conjunctive communication means messages flow smoothly between people. A supportive communicator will ask questions based on what a subordinate has said. They will also pause after 3-4 sentences to ogive the subordinate an opportunity to interject their feelings. Communication can become disjunctive if managers i. Change the topic with no reference to what was just said: this basically says I don't care what else you have to say on this matter, so we aren't going to talk about this. ii. Has extended pauses during a speech or before giving response: long pauses are a great way to control and manipulate an audience during a speech or presentation. Control and manipulation are not part of supportive communication.

1. Why is change so hard to implement?

Consistency is healthy for humans. Many employees need ot be on the edge of failure or beyond before considering change, so the change needed is too significant or too late.

1. Explain the Vision element of change.

Create a vision of change- the vision must include emotions, inspiration, and be realistic. A vision based on calculations will be adjusted downward as times get tough. Plan- managers must have a plan to reach the targeted change. This plan must be reasonable yet challenging with short term goals. People like to be proud winners. A plan that is impossible will be avoided by employees who don't want to fail, easy goals are nothing to be proud of. When employees reach short term goals, they see that progress is being made and are more motivated to put in the effort because winning seems possible. Include your change agents in the planning of goals. Not a perfect plan- too much time and effort spent on planning the change will cause employees to be tired, disinterested, and demoralized by lack of progress. The opportunity for change will be gone, and employees will learn attempting to change leads to failure. Victory is the goal not the plan.

1. How can a manager establish credibility?

Demonstrate integrity- do what you say, be the vision you are preaching Be clear and consistent- have confidence in your decisions Create positive energy- be optimistic and complimentary. Do not criticize past leaders or those outside the team. Use commonality and reciprocity- express views that are mutually agreed upon first to get consciences, then begin to interject new ideas. Manage agreement and disagreement- if a group tends to agree with you, then present a one-sided argument. If the group tends to disagree then present both the positives and negatives in your argument.

1. Performance=Ability + Motivation. Ability problems are generally associated with what four things?

Difficult tasks, low individual competence, strong effort by employee, lack of improvement.

1. Why do humans have such a hard time working in groups?

Humans are driven to dominate each other while working as a group.

1. Describe the Egalitarian principle of supportive communication.

Egalitarian managers treat subordinates like the important people in the company they are. They know the company would not run without the maintenance workers.

1. Thoroughly describe the first step of the performance appraisal review.

Employee and manager need to plan. Have the employee do a self-evaluation. Have them state if and how their capital value to the company has increased in the past year. Ask them to write their goals or plan of action for the coming year. Have them submit this to management enough in advance that it can be read and evaluated before the review. The employee's self-evaluation is an incredibly useful tool. Often the managers concerns are brought up on the employee's evaluation such that the manager doesn't have to be the mean person. Managers check to make sure the employee's goals are appropriate. The process is also a good gut check for the employee.

1. Explain the Need element of change.

Establishing a shared need- a reason or "need" for a change must be clearly established. This need is what drives the vision and builds momentum among change agents. A common mistake during this process is to assume the need for change is obvious. If the current state will allow employees to continue to be successful, then marketing the change becomes more important. Often the real costs of continuing on the current path need to be explained. A lasting need- without an acceptance that the need is lasting, then there will be no change. A lasting need cannot come from a manager's desire for greater profits, or the CEO's new idea initiative. These are all passing, and employees will feel they can just wait until management gets bored with the concept of the year. Even the economy cannot be used as the reason for a long-term change. Many employees will feel that it will eventually turn around. A lasting change is driven by outside forces such as customer expectations, new competitors, and industry changing technology. Employees can be shown these types of needs that will not go away. Listen- managers need buy-in from employees. Listen to employees concerns and ideas for improvement. Start the change from there. By getting employees involved in the process less time will need ot be spent on convincing them that the change is necessary. As you work in your changes with their ideas, the visions become a team's desire not a manager's decree. Timing- timing the required change is crucial to success. Pushing for change during holidays, busy times of the year, or when other distractions are present is a set up for failure.

1. Explain the personal attributes necessary to have power in an organization.

Expertise- a person with knowledge is readily given power. Expertise based knowledge can be a great equalizer practically in the world of technology. New college graduates often have more applicable production knowledge than their bosses. To be successful a new graduate or subordinate with expertise will make information available to their boss but not threaten a boss right to make a final decision. This will make the subordinate a valuable tool to covet and not a potential threat. Effort- a manager who can be counted on to arrive early and stay late will begin to earn the trust of superiors and subordinates. Charisma- an ability to inspire followers. Many feel managers are either born with this characteristic or not. Research shows that some basic traits cause people to feel someone has charisma. These traits can be learned and duplicated; therefore, managers don't have to be born with them. i. Express a vison that is inspiring ii. Incur personal sacrifice in pursuit of their vision iii. Recommend unconventional approaches to achieving a goal iv. Uncanny feel for what is possible with a great since of timing v. Demonstrate sensitive to follower needs. Legitimacy- a manager's actions must be acceptable in the culture of their particular organization. Individuals who fail to conform are ineffective at communication and interactions with others.

1. What are the rules of engagement for resolving conflicts?

Focus on the facts- agree on common facts for which there is no debate. If a fact is questioned, then move away from it and refocus on the issue. Develop multiple ideas t enrich debate- don't discuss ideas until all have been laid out otherwise the idea process will be stiffened Share commonly agreed upon goals- find a common goal. Profit or end of arguing. Inject humor into decision making Maintain a balance of power- everybody should get a say. Step in and allow less assertive team members to be heard. Resolve issue without forcing consensus- allow team member to say, I disagree with the solution, but I'm willing to implement it if that is what the manager wants.

1. Explain the main difference between the old motivation model and the modern motivation model.

For years manager believed workers began at a level of happiness which set the level of motivation which in turn influences the individual performance level. Happy worker à motivated worker à performance à More recent studies have shown the modern motivation model begins a level s motivation that generates the performance. The outcome a manager gives in response to this performance then determines the employee's happiness level which sets the next motivation level. Motivation à performance à outcomes à happiness à The difference is worker usually start out motivated, lack of motivation is learned from response

1. Describe the basic strategies to approach conflicts?

Forcing- one person asserts their needs using formal power or threats to get their way. Another form is to ignore proposals and claim they were lost in the mail. After so many times a subordinate gets the picture. This approach creates hostility and resentment. Accommodating- one person satisfies other groups requests while neglecting their own. The end result is failure to both parties. One group loses self-esteem from being walked on and eventually backlashes at the other group. As a manager you may have to stop an employee from accommodating others to maintain a long-term team environment. Avoiding- the issue is sidestepped, and solutions are postponed. Frequently done by managers ill prepared to handle stress and confrontation. Frustration occurs as mothing gets done and leadership role is challenged. Compromising- both parties get half of what they want. This easy approach is overly used. Both parties always end up losing halfway. Subordinates respond by doubling their requests and viewing the manager as more concerned with conflict resolution than problem solving. Collaborating- both parties work together to find solutions to the cause of the conflict and develop the best solution. This strategy provides the most benefit because it encourages teamwork and problem solving without the manager. A collaborative solution is the one which is best at achieving the pre-determined goals. It Is not necessarily a tough decision that makes one person look better.

1. Explain the 4 stages of team development?

Forming- at the start a team is simply a collection of individuals with no unity. Most are afraid to interact with no sense of security having been established. Interactions are usually formal, guarded, and brief. Speaking out feels risky without knowing the groups boundaries or rules. Norming- after establishing trust and clarity of purpose the team can begin to develop norms of a unified group. Storming- once the ground rules have been laid and a sense of security established, conflict can occur. This conflict is either form individual members wanting to expand their role or too much agreement leading to stalled progress. Performing- the team is fully functioning with all members accepting their roles and working toward the group vision.

1. What was Warren Bennis able to conclude about power?

He conducted a survey of individuals who had been nominated by their peers as the most influential leaders of society. One significant characteristic all of these individuals had stood out. They made others feel powerful. They used their powers to help peers and subordinates accomplish tasks. A manger with the goal of increasing the size of the whole pie, will find more allies than a manager focused on increasing the size of their slice.

1. Explain the Leader element of change.

Identify change agents- certain employees are more likely to accept change. Recognize the employees who is looking to take on exciting new projects. Select those who have time and passion to put in extra effort. Look toward new graduates trying to prove themselves or established personnel who felt they benefited greatly from the last change. Use this change team to help influence the social leaders in the organization. Identify social leaders- social leaders are those who others go to for guidance or see as having the same values as themselves, but more information on an issue. Employees follow their voting style on an issue when they don't have enough information

1. Why is a performance appraisal very important to a small business?

If done well an average employee can be made great and if done wrong, then a great employee can go sour. It is more important if you only have 5 employees because if you mess up with 1 employee, that is 20% of your work force, and it doesn't take much for them to all get together and quit/revolt. If you act like a small company, you will always be a small company.

1. Explain the Finishing element of change.

Implement- at this stage employees have recognized a change is going to occur, the work has been performed, but nothing has happened yet. Begin implementing changes immediately while employees are excited, and before the crisis gets worse. Train- use effective training to target your largest audience first. Once employees realize that the unchanged resistance is the minority, then there will be a strong desire to be caught up. Beta- before going 100% live with the new process allow some beta testers a chance. These employees will be able to shake out the bugs of the system. Beta testers must be, made aware they are working with an imperfect process. There is a danger of too many bugs followed by beta testers spreading a bad reputation before the programs launch. Reward failure- implementation and results are made possible by attempts. At the beginning reward attempts nearly as equally with results. It is illogical to punish a failed attempt and then reward the person who learned from it. This will encourage employees to attempt changes. If only results are rewarded, then employees may be unwilling to change until others have proven success. If no "others" exist, then the change is dead.

1. Explain the attributes of effective teams?

Independence- productivity of the entire group is dependent on the coordination and efforts of all members. Synergy- collective efforts of the group outperform individual efforts. Two people collaborating can produce the efforts of 3 individuals. Magnetism- outsiders desire to be affiliated with the team because of the advantages of membership Protection- members care for each other and are all appreciated Encouragement- those bearing the load of the moment are driven forward by the support of other team members. Trust- members trust each other and understand the success of one individual promotes the entire team including themselves.

1. Explain the attributes of ineffective teams.

Individual recognition- by rewarding individuals with MVP's or special treatment for their contribution, all members become self-motivated to receive individual rewards. The result is wasted energy on competition among team members. Instability- why should a member sacrifice for a team today if they will not be around to receive rewards later. Forced consensus- not allowing individual members to create their own thoughts and be autonomous when desired can cause resentment. Failed orientation- expressing the group norms, values, and goals can cause confusion. New members can feel unimportant if the values they bring to the group are not acknowledged by others. Decision processes- taking too long to make a decision or forcing out effective action with groupthink can cause frustration.

1. Describe the first three steps in the positive discipline approach.

Informal discussion- this is a friendly reminder for a minor issue; point is to let the subordinate know that you know they are not conforming to company policy. They can simply correct issue with no major worries. Verbal warning- obviously the employee didn't respond to your polite comments on performance so now you need to set a different tone using the REACH method. i. Create a serious and formal atmosphere that is private ii. Address the specific unacceptable behavior iii. Listen to employee for reasons iv. Communicates the specific behavior changes v. Express confidence that the employee will improve Written warning- at this stage you know you have stuck to the principles of justice and can step up the repercussions with confidence in your morality. i. In your office provide the employee with written documentation of the unacceptable behavior and corrections that need to occur with a timeline. ii. Ask for employee's suggestions and get commitment to change. iii. Make it clear that this warning is very serious. It is important to not threaten the employee. Threats lock down to either give a certain response or lose respect of the employee. iv. Note that his document will go into the employees file for a period of time. If performance has improved than documentation will be removed. Make it clear you think the employee can improve and you look forward to that day.

1. Explain the actions necessary to have power in an organization.

Intercede favorably for a subordinate- tell your manager/customers the team failed instead of pointing out an individual. You are the manager. If an individual fails, then you are to blame because you didn't manage them correctly. Since you are not going to gain anything by calling them out, use the opportunity to gain power by protecting them. Get early information about policy shifts- everybody likes to be in the know. Don't try to feel powerful by knowing something nobody else does. Share information. Soon word spreads that your team is the informed group. This is about new procedures, documentation, and clients. Find desirable placement for talented subordinates- good employees will move up. There is not much to stop this. Use this as an opportunity to gain power by recommending them for promotion in your company instead of losing them to another. It will not take long for lower people in your team to learn they can get promoted. When the next batch of replacements come in everybody will want to work for your team, so you get the pick of the litter. By getting the best employees your group doing well is high and the process self feeds. Soon you are promoted and can bring along a select team and the process repeats. Approval beyond small budgets- everybody likes money. It is easier to excel when you have little more than others.

1. Explain why a manager should not judge's a person's worth. Include an example of a slight rewording of a statement away from judgmental.

It only leads to confrontation. Focus on behavior and actions, not the person. Employees are who they are, there is nothing a manager can say that will change them. Even if they wanted to change themselves it would be very difficult. Behaviors and actions can be changed, so focus on these. Bad-: your work is unacceptable" good- "this document is unacceptable" ... replace you with this

1. Discuss some non-verbal actions to help with supportive communication.

Location- don't stand while they sit, don't place a barrier between you and your subordinate, don't hang on the door and talk through the window. Facial expression- this is the most important of all. A bad facial expression can override all the good supportive communication you have done. Just try nodding your head yes while saying "no" to somebody. Not only is it difficult to do but the other person will be totally confused. Body position- try to maintain a very open stance when you are talking and listening. Crossing your arms is a sign that you have shut off and are not open to new ideas. Never look at your watch unless you are trying to convey the message you are done with the conversation and have more important things to do

1. What is the main lesson a manager can learn from combining the Herzberg and Maslow motivation theory?

Lower level basic needs must be met first. As a manager focus on the basic, physical, safety, and maintenance factors. Once this has been done then and only then will the other stuff have a meaning. There is no such thing as an effective motivation day. It is a 365-day process

1. Explain the Commitment element of change.

Management- beyond giving a speech and hanging posters, the manager must allocate additional resources. Manager should begin with their personal time and effort. The pacesetting method takes time to have effect when change is being requested. Employees will often wait to begin working on the change until they have seen the manager become invested in the process. They want to confirm this is not a flash in the pan idea. Managers are not judged by what they say, but what they do. Stakeholders- identify who is to gain, lose, and or be affected by this change. This includes political ties with employees that are not directly affected. Give these stakeholders particular attention to gaining commitment. Resistance- all change will bring some resistance. A manager must acknowledge resistance openly and ask for doubts without trying to negate them. If a manager instantly negates a concern for employees will learn to keep concerns to themselves. It will be difficult for a a manger to address concerns once they begin to be kept internally.

1. Explain the Monitored Progress element of change.

Monitor- managers cannot fix what they don't know is broken. Create methods of feedback, and checkpoint. Feedback empowers stakeholders and change agents with the ability to influence the process. Checkpoints allow managers to know if teams are on track for goal completion and identify problems early. These must be in place before change take place. Prepare to compromise- the change you are trying to manage was probably only accepted after the situation was on edge of failure or in crisis. Therefore, resources are lacking, and problems are built up so high that the light at the end of the tunnel has been snuffed out. Now is not the time for manager to implement all the changes they have been wanting. Managers must make compromises in relation to solving the other problems and allocating scarce resources. Abandoning a previously established targets to meet the goals of the change is a solid sign to employees of your commitment. While making compromises do not lose sight of the vision. Managers cannot plan for everything. Be willing to adjust your plan after implementation has begun as new information is presented.

1. Describe the Owned principle of supportive communication.

Owning means taking responsibility for your own words and actions. Saying things like "I" and "me" are effective. If you speak making statements like "they say" or "one might say" then you are disowning. People you are communicating with don't know who to respond to. Manager really need to encourage subordinates to take responsibility for their words by having them restate disowning remarks.

1. Describe the main sources of conflict between coworkers?

Personal differences- these are the toughest and can quickly turn from what is factually correct to what is morally correct. Employees come from different educational, cultural, and social backgrounds. Note that personal difference can come out in an issue focused conflict. Information differences- important messages may be missed or instructions from the boss misread. These are easy to fix, if they don't get out of hand. Simply make sure everybody has the same understandings. The potential for informational differences to lead to a personal conflict is present so act quickly. Resource distribution- typically involve two people trying to figure out how to distribute scarce resources. The people involved usually represent their departments, companies etc. this conflict can be beneficial if resolved properly. Role incompatibility- this occurs when two units with different responsibilities have different goals. Quality manager vs. productivity manager. Both parties are usually correct. These are best solved by a mutual supervisor.

1. Completely describe the REACH method of feedback. (Answer should be lengthy and go into detail)

Rapport: build rapport by asking "how are you doing". Do not spend a lot of time doing this. Managers do not want employees guessing if they are giving feedback or having a friendly conversation. The easier the manager is to read, the better the relationship they will have with employees. Establish purpose: let your intentions be known. State exactly why you are having the conversation. This will focus the discussion of both parties. Only state the topic. Should only require one or two sentences. Do not criticize. Be specific. Get to the next step quickly; the speed at which we get to the next step determines the effectiveness of this technique. Ask: ask the employee to explain their situation. Get them to talk after only a few seconds of approaching them. So far you have done 7 things; you have not criticzed them, they are not bottling up their anger, you are collecting information, there is no time for them to come up woth a cover story, if you're predictable and consistent then your employees may bring up the situation right away, keep asking questions so they can express everything, with luck they may make corrections themselves. Create a plan: create a plan for the future. Once the employee has described the situation, then focus on how to handle the situation differently next time. Develop the plan with the employee by asking them how they would be different next time. Nobody can change the past so the plan should be future focused. If an event is more serious this plan should be written down, corrective and preventative action plans (CAPA) Highlight and Commit: Review what the problem was and what will be done in the future based on the plan. Make it clear next time the employee must follow what was discussed, in more serious cases a penalty may need to attach with failure to follow the plan. You want the employee to be committed to the plan and know they are the ones with the power to control future outcomes. In the case of a written plan have them sign it along with you. By having this plan; if the event occurs again this conversation can focus on why the employee didn't stick to the plan. This is yet again removing you from the situation and focusing on the employee's actions while leaving them in control.

1. Describe the three categories of outcomes a manager can provide.

Reprimand- should occur immediately after offensive behavior. Employees will associate the negative outcome with the behavior not an overall evaluation. Redirect- state how employees can change to receive positive outcomes in the future. Otherwise they become lose feeling they can't do anything right. Reinforce- provide positive outcomes when correct behavior is demonstrated. This doesn't have to be money. It can simply be saying "I noticed your effort today, thank you"

1. Performance=Ability + Motivation. To enhance ability of poor performers what are the 5 "R" steps you should follow?

Resupply- ask "do you have what you need to do this job?" provide more personnel, budget, etc. Retrain- next try to retrain the subordinate in skills you think they need Refit- change components of the job to make the job more meaningful or free up some of their time Reassign- place subordinate in a job with less responsibility or that requires fewer of the lacking skills; demote. Release- if none of the above work then termination should be considered.

1. What are the reasons for giving severance pay?

Retention company secrets and skills. Corporations often exchange severance pay for an employee agreement not to work for competitors. In exchange for returning company property the next day. If property is not returned the employee can be taken to court to recover the assets and be given no severance pay. This motivates the employee to just return company property. Make this as simple to understand as possible.

1. Explain the Anchoring element of change.

STICK IT- after all of that great effort to establish new employee attitude, process, or product; make certain it sticks. Employees will return to the old methods and behaviors for comfort at the first sign of problems. This is particularly true if bumps occur shortly after the change. The new method must be anchored in the culture and reinforced by managers actions.

1. When setting performance standards goals must be SMART. Explain SMART.

Specific: expectations should list specific metrics and areas that will be evaluated. The next section will discuss expectations that attribute, behavioral and results based. Measurable: there is no point to have something due in the future or correctly. Employees need to have measurable terms like Tuesday at 9am or 98% error free. There should be no grey area of whether the employee was successful, sets stage for easy performance evaluation. Aligned with team culture: goals should relate to success of the company. Then how the success of business relates to employees' goals. This gives the employee a reason to meet expectations. Realistic: a goal needs to stretch employees' abilities. If too easy, it is not something to be proud of, if impossible employees will not try. Timed: All expectations and goals should have a deadline. If deadlines are always followed by a performance review, then employees are expecting it and planned reviews are less stressful for employees.

1. Describe the Descriptive principle of supportive communication.

Supportive communication should be descriptive not evaluative. Evaluative conversation places labels and makes judgements about people. Descriptive communication involves 3 steps. i. Describe your observation of the issue that needs changed. At this stage you are not saying it is wrong/right. You are clearly identifying the topic of discussion. See REACH method. ii. Describe the consequences or reaction on others. Discuss it using your feeling not their attributes. This lessens defensiveness and they cannot argue your feelings. iii. Suggest alternatives

1. What are key aspects to performing a performance appraisal review?

The annual review should be not substitute frequent meaningful feedback when issues arise i. Issues should never wait ot be discussed at the review even if it is only a week away. Keep an open door to discuss at least raise/promotion/performance 365 days a year. Preparation signifies importance. i. If you don't require preparation by employee or yourself, then you are indicating it is not important. Without preparation you cannot set objectives and the conversation can stray. If you forget all other aspects of the step by step process remember step 1. Reviews need to be done every 6 months. i. By having reviews annually employees can quickly lose commitment after a minor event because they don't see a fresh start anytime soon. If employees only get one shot per year at a raise, then it becomes too important. Bad news will be hard fought and greatly demoralizing. By having a chance at a raise/promotion/review every 6 months then employees are likely to accept that they must wait until next review when they have more experience, the economy is better, or can redeem previous actions. Review must state objectives ahead of time. i. Without clear objectives people have no clue the reason to listen or attend.

1. What is a critical incident form?

The basic premise is a tally of good and bad events. It is helpful when giving feedback after time has passed and memories are weak. By stating an event will go on an employee's critical incident form, a manager can indicate the severity. During the performance appraisal review, the critical incident form can be used as a fact sheet to provide the manager with specific information to discuss improvements, concerns, promtoions and demotions

1. Describe the "Conflict Cycle". What is the most important part to focus on?

The cycle begins with an underlying issue followed by a catalyst event i. The underlying issue can be from one of the sources previously discussed. This issue could have been around for a long time before a catalyst event occurred and continue to exist a long time after the conflict appears to be dissipated. ii. The catalyst event is often small. iii. The conflict behavior is obvious. The team argues with each other and consequences are usually lost time and hurt feelings. Sometime the issue is solved and sometimes only the catalyst is addressed. The problem is that often only the catalyst is addressed, and the underlying issue is left to grow which the agitated feels they were treated unjustly by the manager. The conflict will occur again shortly but even more intense as frustration builds. The person who asked for help last time may choose to take matters int their own hands since the manager was unable to solve the real underlying issue; now the manager focuses their attention on the person with the issue as an agitator not the agitated.

1. Why is interpersonal communication so important?

The meaning people get from communication is based on the relationship. A lack of this relationship makes communication very difficult.

1. Describe some common mistakes made by manager during a performance appraisal review other than judging a person's worth.

They are never good- if reviews are always bad, then the employee is upset before they even get there, not a good way to start. Only correct a few things- people can only handle so much criticism then they shut down. Pick what is most important to discuss Manager surprises the employee- negative behavior should have been discussed when it occurred. Now is not the time, don't save things up. Concept applies to large bonuses/raises. A surprise this period can lead to expectations next period followed by hard feelings form a slightly above normal raise. As a manger you will be confused why an employee was unmotivated

1. Completely discus the Coaching approach to leadership.

This is high task, high support. Best used when the employee still needs training to master the task, and support to become committed to the team. Feedback is important because the employee doesn't have all the info and is not quite committed to your vision. Information power is used with a pacesetting style. i. Pacesetting style: management through example. Managers don't mind doing the worst job with the employees. This manager works very hard and fast and subordinates feel the desire to keep up. This style of management works when employees have a sense of partial responsibility. The downside is If you remove an employee from a task saying "just let me do it you're slowing me down" then this style becomes demoralizing. ii. Information power- this power is gained through having valuable information. By being prepared at meetings with information and facts you can convince people to see things your way. You may have this power as a superintendent talking to a greens committee. They have formal power but only you know what it takes to make the fairway look good.

1. Completely discus the Directive approach to leadership.

This is high task, low support. Best used when the employee first starts or is in a crisis situation. The goal is to simply get a task done not too focused on having them be a part if the team. This approach is often used with formal power and authoritative style. i. Authoritative style- management through clear instructions. Motivation is achieved through both disciplines and rewards. There is no doubt who is boss. Firm but fair. ii. Formal power- this is the power given due to relative rank. A person has the hierarchal right to influence your behavior because of their position. Formal power will not stand on its own or last a long time.

1. Completely discus the Delegating approach to leadership.

This is low task high support. Best used when a team member has mastered the task and the confidence to work on their own or begin to manage other employees. This employee may have recently been promoted to manager. Delegating is often used with personal power and empowering style. i. Empowering style- management allows employees to make their own decisions. This is done through delegation of authority and by giving flexibility in goal and time frame setting. A lot of trust in the subordinate must exist. If they mess up, you are still responsible. This style is not best for every employee. One major disadvantage is that it is a huge loss if the employee leaves after you invested the time to build an employee up. These investments need to be cared for. ii. Personal power- this comes from your personality and charm. When you put in a little extra effort because you admire or like your boss or when friends get you to drive them to the mall because you simply enjoy being with them.

1. Completely discus the Supportive approach to leadership.

This is low task, high support. Best used when the employee has mastered the task but needs to build enough commitment and confidence to work on their own. You are training this employee to become an assistant manager. Connection and power with a democratic style is often appropriate. i. Democratic style- management through staff participation. You give few instructions and little supervision. Employees try their own ideas with your approval. This gives employees the opportunity to show what they can do while building a teamwork environment. Unfortunately having to listen to ideas and approve them instead of barking commands is very time consuming. ii. Connection power- this is networking. Being able to influence someone simply because you know them or someone else. Your current boss may have a lot of connection power over you in terms of your next job.

1. Describe comparison-based performance measurements.

This measure ranks employees relative to each other. Avoid top is best, bottom is worst comparison as it is bad for team moral.

1. Describe behavior-based performance measurements.

This measures employee based on behaviors or actions they have taken. The behaviors elected should be those necessary to achieve the results a manager desire. This is great for new employees. Behavior rating using a critical incident form and BARS can be very effective for a small business.

1. Describe results-based performance measurements.

This measures employee based on profit, sales volume, crop yield, and mortality ratio. This identifies if they are earning wages. Results is a good measurement for an experience employee that was previous measured based behaviors needed ot get results. The downside is validity can be an issue as often outside factors influence an employee's ability to achieve. Result measurements should be considered accordingly

1. Describe attribute-based performance measurements.

This measures employee based on their knowledge, creativity, judgment skills, interpersonal skills, ingenuity, and loyalty. This method of measuring performance doesn't have the issues comparison measurements have, but it does have reliability issues. Two managers may have a different opinion of what is excellent creativity.

1. Explain the appropriate timing and location for feedback.

Timing: complements and criticism must be done immediately after an event has occurred. Location: Don't ever give criticism publicly. This is the set up for a confrontation not a conversation. Managers never want to embarrass the employee in front of others. If this occurs, employees will be focused on saving pride and could publicly criticize the manager in response. Now the manager is forced to assert they are the boss and the whole situation goes downhill with no winners. Give most complements publicly, it gives employees pride. Other employees will see what a good job is and know that you recognize and appreciate quality work.

1. Explain the decision day step in the positive discipline approach. Provide great detail.

When the employee continues to perform poorly, give them the day off with pay. Explain to the employee that you have already stated their actions were unacceptable. They are to go home and spend the day deciding if they wish to continue working for the company, if they do they must make the change by the dates written on the document you give them. They are to come back with commitment to change or a decision to leave. State that they will be paid for a full days wage. Notice at this stage the employee still has control. They can still happily continue to work for you if they simply do what is directed.

1. State several guidelines to follow when terminating an employee.

a. Get help. As an inexperienced manager it is a good idea to get help from a veteran. b. Stay calm. You are the only person in the room with something to lose. c. Come to the meeting prepared. You want the process to go as smoothly and quickly as possible. d. Clearly state that it is the employee's last day. Make it clear the decision is final and there will be no more discussion. e. Avoid December. If the date can be chosen, avoid the emotional holiday season. f. Put everything in writing. Ne copy for them and various for you. g. Avoid termination soon after giving them a raise. It sets you up for a wrongful termination lawsuit. h. Don't give references. A reference could be used in court against you. i. Select a neutral and private site such as a conference room. You are not d=firing them, the company is. j. Throw money at the problem. Any earned pay, vacation time, unused sick days, should be paid for in the next pay cycle and mailed to the former employee's home. The total amount should be agreed upon at time of termination.