Partnerships in management: employee involvement gets results

Article Abstract:

Businesses can benefit from the partnership between supervisors and employees by implementing a mutually agreed upon performance management system that will improve morale and productivity. This system may be viewed as a cycle consisting of six phases: defining performance objectives; tracking improvements in performance; evaluating results by using a commonly accepted base of comparison; giving specific, and appropriate, types of feedback on performance; being consistent and fair in all administrative decisions; and carefully creating plans for improvement for any employee who does not perform as expected.

Employee motivation

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When you think the boss is wrong

Article Abstract:

Managing disagreements with supervisors and choosing the best techniques for presenting an idea to them involves deciding when to fight, adapt, or withdraw and wait. The steps in the escalation of managing a disagreement with or presenting an idea to a supervisor include rational persuasion, documented persuasion, and adapting to supervisors. Before approaching a supervisor with an idea or criticism, employees should determine whether the supervisor is really wrong, whether the mistake is serious enough to mention, and what steps can be taken to correct the mistake.

Labor relations, Interpersonal relations, Executive ability

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Managers: torn between two roles

Article Abstract:

Supervisors in organizations must act as bosses as well as subordinates. This duality of the managerial role can lead to organizational conflicts unless the potential negative effects of hierarchical relationships are understood. When an unfair agreement takes place at one corporate level, a chain reaction of unfair agreements will probably happen all the way through the organization. The best way to reach self-empowerment within this context is to empower subordinates.

Management

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