Ch. 19, Conflict Ch. 20, employees with problems Ch. 21 Managing difficult employees

In dealing with "snipers," those who would like to be in control but lack the necessary courage:

After an episode of snide or negative commentary, take the person aside to make a direct accusation

Most of the confrontations a supervisor encounters daily will require a degree of __________ on the part of the supervisor.

Assertiveness

______________ cannot be directly addressed with any of the normal corrective processes available to the supervisor.

Conflict

In addressing the problems presented by the marginal performer:

Consider actions such as job enrichment, cross training, or special projects.

In dealing with employees whose appearance you regard as questionable:

Determine whether their appearance violates any rule or policy.

Negatives attitudes may be reflected by:

Diminishing productivity; all of the above

Concerning organizational ethics:

Ethics represent what we should do but not necessarily always what we must do.

A messy work area is always an indicator of greater than average confusion and error.

False

And attempting to cope with an angry person it is recommended to respond to that individual in kind

False

Avoidance of a conflict is never appropriate under any circumstances.

False

Conflict is least likely to result when the perceived objectives of two different groups are generally inconsistent with each other

False

Disagreements of any kind are rarely, if ever, healthy and appropriate.

False

Every supervisor needs to be constantly aware of the common disciplinary actions that are used in dealing with poor attitude.

False

For the sake of long-term organizational survival, the individual supervisor should do you whatever is reasonable to avoid confrontation.

False

From time to time the supervisor will have to make some personnel decisions based on an employee's marital or family status

False

Healthcare is regarded as a work setting that is generally free from stress and strife.

False

If someone who frequently explodes resigns during a rage leave the door open to a change of mind when the person cools down.

False

In general the marginal performer is one of the lesser sources of frustration for the supervisor.

False

It is appropriate and to your advantage to mentally always keep your employees labeled according to "types" of individuals.

False

It is generally incompetent employees who cause their supervisors the most ongoing frustration

False

It will sometimes be appropriate for the supervisor to transfer some of the work of a marginal employee to one of the better performers

False

Lack of true motivation is really a problem for the typical marginal employee.

False

Most older workers necessarily slow down in terms of performance and productivity as they continue to age.

False

Nearly all under performing employees are simply bored with their jobs, so applying a bit of job enrichment should solve such problems.

False

Negativists -those who harbor a bleak outlook in general - are almost never competent productive employees.

False

No degree of anger of any origin is ever useful in interpersonal exchanges with others.

False

One way to inspire a marginal employee to shape up is to give that person the responsibility for orientating and training a new employee.

False

Passive aggressive employees are likely to challenge your authority openly in an intimidating manner

False

The best way to deal with know-it- all personalities is to do your homework concerning what they claim and argue them down

False

With all of the downsizing and restructuring occurring in healthcare it is often advisable for the supervisor to cut corners just to get the job done

False

In dealing with an employee whose work appears to be affected by a personal problem:

Hold a counseling session during which you tell the employee you believe there is a personal problem affecting work.

As compared with the healthcare industry in the 1950s, today's healthcare industry:

Is felt to be considerably more stressful

The supervisor who is attempting to achieve a collaborative confrontation should:

Let the other party save face by leaving with something of value.

The surest way to start positively affecting the problem of absenteeism is:

Pay visible attention to matters of attendance and make sure all employees know you are doing so.

And addressing the frustrations presented by the silent and apparently uncooperative employee:

Recognize that touching on a sensitive area in conversation can cause the employee to go silent

A focus on job standards and performance objectives works better with goof off employees that attempting to address their alibis and excuses.

True

A small amount of gossip can be harmless but when gossip involves potentially troubling misinformation, something must be done

True

Conflict that is suppressed or ignored is more likely to get worse that is to go away on its own

True

Confrontations are seldom as bad as anticipated especially when one goes into them having thought out the situation and prepared for it

True

Every organization is well advised to have a published policy and procedure for dealing with employees whose work is affected by personal problems.

True

For a considerable period before the mid-1960s healthcare attracted numerous workers who are seeking escape from stresses and pressures of other businesses.

True

Incompatibilities or disagreements stemming from differences in temperaments or attitudes often prove to be complex situations.

True

Once in a while it could be appropriate to conclude a conflict by simply surrendering.

True

One way to deal with incessant talkers and socializers is to try isolating them from most of their potential listeners.

True

The most potential he successful strategy for dealing with Sherman tank personalities is stand up to them family without fighting

True

The practice of ethical behavior is always of importance in relationships between and among employees and their superiors

True

The supervisors primary frustration-producers are not those who openly and brazenly violate rules and policies

True

Turning a substandard performer into an acceptable producer is one of the most difficult tasks a supervisor can face.

True

When an individual returns from an absence of more than one day it is best to send the person to employee health for clearance to work

True

When their behavior seems to be effective, supersensitive employees will often make use of this to manipulate others

True

You do not want to carry an underperforming employee indefinitely but you need to ensure that you have made every reasonable effort to help the person succeed

True

The more significant causes of conflict are likely to include:

Unclear expectations, instruction, policies, or guidelines.

When dealing with an employee who has an apparent personal or job related problem:

Use only job performance to initiate corrected procedures.

The supervisors primary frustration-producers are the employees to:

Usually do standard work but make life stressful with their annoying behavior.

It is advisable to avoid making a decision when:

You are emotionally upset or seriously distracted.

Some conflict situations get murky because multiple___________ are involved so that the central conflict is difficult to identify.

causes

Every new supervisor should quickly recognize the distinct line between negative attitude and out right disloyalty.

false

When a supervisor receives a complaint, one of the first steps to be taken is deciding whether the complaint is ______________.

legitimate

If you and other employees are exposed to __________ long enough you become infected.

negativists

Certain __________ employees may adjust poorly to organizational and procedural changes.

older

Ethical behavior is one of the most important areas of conduct in which a supervisor can serve as an employee _______________.

role model

If there were fewer employee complaints to address, healthcare might legitimately need fewer ____________.

supervisors