NELSON =THE MANAGEMENT BIBLE=

292

INDEX

Performance evaluation (Continued) linking to areas of personal

development, 166 management preparation,

175–176 manager/organization assessment

quiz, 177 meeting/discussion with

employee, 165–166 need for, 175

negative, 237 (see also Discipline and corrective action)

process, steps in, 164–166 reasons for, 162–164, 176 traps, 166–167

comparing, 167 halo effect, 166 mirroring, 167 nice guy/gal, 167

recency effect, 166–167 stereotyping, 167

Performance monitoring, 143–158 cases, real-life, 150–155 delegation and, 138, 139–141 examples of goals and

measurement, 146–147 feedback:

obtaining immediate, 148–150 performance measuring and,

147–148

goals and, 121, 145, 146–147 graphical representations,

155–157

bar charts/Gantt charts, 155–156

f lowcharts, 156–157

key performance indicators, 145–148

manager/organization assessment quiz, 158

MARS model: Milestones (setting

checkpoints), 148–149 Actions (reaching checkpoints),

149

Relationships (sequencing activity), 149

Schedules (establishing time frame), 150

using numbers to positively impact performance:

comparing results to expectations, 157

praising, coaching, or counseling employees, 157–158

recording results, 157 Performance problems. See

Discipline and corrective action

Personal power, 123 Personal referrals, 45

PERT (program evaluation and review technique), 157

Physical violence, 253 Planning (classic management

function), 5

Political environment. See Office politics

Position power, 123 Power:

positive/negative, 122–124 putting into hands of people

doing the work, 9 (see also Empowering)

sources of (five), 123–124

TEAM LING - LIVE, INFORMATIVE, NON-COST AND GENUINE !

	INDEX	293
Praise, 63–64, 157–158	Retirement, 250
Presentations. See Public speaking	Rewards for performance. See
Prioritization, 121–122	Motivating employees
Processes, emphasis on (versus	Risk taking, 42
functional departments), 212	Robinson, Chuck, 41–42
Professional associations, 46	Roles, clarity of, 10
Progress reports, 138	Rumor mill, 15
Public speaking, 188–192, 219
getting audience’s attention, 192	S
greeting audience, 191
listening to your introduction,
192	Sampling, 138
making presentation, 192	Schedules (MARS model), 150
outlining speech, 189	Sears Roebuck, 67
practice, 189–191	Self-managed teams, 208–209,
steps, 191–192	211 See also Teams
training programs, 219	Show-and-tell coaching method,
transitions, 189	82–83
writing introduction/conclusion,	SMART goals, 113–117, 118
189	Specific, 115
	Measurable, 115
R	Attainable, 115
	Relevant, 116
	Time-bound, 116
Recency effect (evaluation trap),	Soviet Union, 21
166–167	Speaking. See Public speaking
Recognition. See Motivating	Stereotyping (evaluation trap), 167
employees	Sugarcoating the truth, 32
References, checking, 52–53	Sugarman, Aaron, 168
Relationship(s):	Supervising former coworkers, 28
MARS model, 149	Supervisor, bypassing, 276
power source, 123	Supporting employees:
team discipline and, 239	delegation and, 133
Resignation, encouraged /	management function, 6–7,
unencouraged, 250	10–12
Resistance to change, 22	Support people, estimating number
Responsiveness, 201	needed, 52
Resumes, 48	Suspension, 239

TEAM LING - LIVE, INFORMATIVE, NON-COST AND GENUINE !

294

INDEX

T

Tardiness, repeated /unexcused, 253 Task(s):

that should always be delegated, 134–135

that should not be delegated, 135–137

Task forces, 206 Task power, 123 Taylor, Bill, 24

Teaching (coaching function), 81 Teams, 197–213

ad hoc, 208

coaching for success of, 81 command, 206–207 committees, 206

common goals, 203 communication and, 203 cooperation versus competition,

202–203 cross-functional, 208 culture, 206–211 downsizing impact, 200–202

empowering, 203–204, 209–211 formal, 206–207 high-performance, 208 importance/prevalence in U.S.

companies, 171–172, 199 informal, 207–208 knowledge sharing, 203

manager/organization assessment quiz, 213

meetings and, 217–218 reasons for success of, 204–205 self-managed, 208–209

staff problems, 85, 234 superteams, 208

task forces, 206

technology and, 211–212 traditional hierarchical

organization versus, 199–203 types/categories, 206

Technology:

communication advantages, 195–196

downsizing, and greater utilization of, 202

impact of, employee accountability, 172–173

information, 212 teams and, 211–212

Telecommuting, 172 Temporary employees/agencies,

45–46

Termination, employee, 231, 237, 239, 247–263

avenues for appeal, 260 criteria for avoiding lawsuits,

259–260 discipline before, 231

documentation, 164, 259 fair warning, 259

firing, 251, 255, 258–259 involuntary, 251–252

job applications and prior firing, 255

as last resort, 231, 249 layoffs, 251, 255–257 legislation, 252

manager/organization assessment quiz, 263

postponing/avoiding, 254–255 reasonableness, 260

reasons for, 237, 239, 252–254 falsification of records,

253–254 incompetence, 252–253

TEAM LING - LIVE, INFORMATIVE, NON-COST AND GENUINE !

INDEX

295

insubordination, 253 intoxication on the job, 253 misconduct, 239 performance problems, 237 physical violence, 253

repeated, unexcused tardiness, 253

theft, 253

verbal abuse of others, 252 resignation, encouraged /

unencouraged, 250 response time, 260 retirement, 250

script, 262

steps in process, 260–262 tips, 258, 259, 261–262 types of, 249

voluntary, 249–250 Theft, employee, 253 Thomson, John, 230–231

Town gossips (key players, office politics), 274–275

Toyota production method, 21 Tracking system, task, 138, 140 Trigon Healthcare, Inc., 185–186 Trustworthiness, 280

Turning points, leveraging, 84

V

Values, goals and, 116 Verbal abuse (employee

misconduct), 252

Vetoers (key players, office politics), 275

Violence, 253 Vision, 33, 88, 112

Voluntary termination, 249–250

W

Want ads, 45

Web sites, 28, 67. See also Internet Welch, Jack, 217–218

Wellpoint, Inc., 185–186 Whiners (key players, office

politics), 275

Work arrangements, alternative, 172

Written communication, 192–195

X

Xerox Corporation, 205

U

United Technologies Corporation,

20–21

Unruh, Jeanne, 169

TEAM LING - LIVE, INFORMATIVE, NON-COST AND GENUINE !