Here's practical help for the day-to-day concerns that keep managers awake at night. Written in an informal, first-person style, this useful book fills the gap between the legal and policy issues that are the mainstay of human resources and supervision courses and the real-world needs of managers as they attempt to cope with the human side of their jobs. The author is a noted scholar in both cognitive psychology and organizational studies, and has drawn from extensive personal experience as well as careful observation of good and bad managers. ''The Human Element'' is organized around six fundamental commitments that good employee managers make in order to succeed. It is filled with practical examples and step-by-step guidelines for performing important tasks and dealing with common problems - everything from how to conduct a meeting, to how to write a code of conduct, to how to diagnose the cause of performance problems. ''The Human Element'' is designed to reduce the stress of management by providing insight into why employees do what they do, and what to do about it. It is an ideal supplement for any course in ''people management,'' including supervision, HRM, and applied OB courses.
Author(s): Lee Roy Beach
Publisher: M.E. Sharpe
Year: 2007
Language: English
Commentary: 31300
Pages: 209
Contents......Page 7
Preface......Page 9
1 Introduction......Page 13
Some Expedients That Look Like Employee Management,But Aren ’t......Page 14
Lessons Learned......Page 20
The Plan......Page 21
Managerial Units......Page 22
Culture......Page 34
Ethics......Page 46
Summary......Page 47
Exercises......Page 48
Sources and Further Reading......Page 49
What Expectations Do......Page 50
“Hot Buttons ”......Page 54
Expectations in the Workplace......Page 57
Beliefs,Values,and Ethics......Page 63
What Employees Expect of You......Page 67
Summary......Page 71
Sources and Further Reading......Page 73
Drama and Trauma......Page 74
Fear......Page 76
Anger......Page 77
Stress......Page 88
Grief......Page 92
Lust and Love......Page 93
Summary......Page 97
Exercises......Page 98
Sources and Further Reading......Page 99
Communicating Standards......Page 100
Setting Standards......Page 103
Your End of the Bargain......Page 117
Summary......Page 123
Exercises......Page 124
Sources and Further Reading......Page 125
6 Evaluating Problems......Page 126
Evaluating Performance Problems......Page 128
Common Causes of Problems......Page 138
Getting Your Story Right......Page 147
Summary......Page 150
Sources and Further Reading......Page 152
Changing the Situation......Page 153
Changing the Employee......Page 159
The Importance of Fairness......Page 167
The Ultimate Test of Fairness:Downsizing......Page 173
Summary......Page 176
Sources and Further Reading......Page 178
Introduction......Page 179
Leadership......Page 180
Expectations......Page 183
Emotions......Page 186
Standards......Page 187
Problems......Page 189
Solutions......Page 190
Summary......Page 193
Sources and Further Reading......Page 195
Appendix: An Example of a Culture Inventory......Page 197
Part II.Big Bank ’s Retail Division Culture: Focus on Customers......Page 198
Part IV.All Three Parts Together Big Bank ’s Retail Division Culture:Overall......Page 199
Part V.For the Manager: Computation of the Results......Page 200
Index......Page 201
About the Author......Page 207
