Evaluating Your Employees

Evaluating Your Employees

Evaluating process is one of the most important process of manage art.

One of the most important thing a manager need to remember is that people want to be recognize! He want to be identify by another people and he want his records are identified, rewarded.

Another reason, if a person who have great record in his work but the company doesn’t identified and he isn’t rewarded, he will thinks “Hey! Why do I need to try so hard? I receive nothing finally!”. And he will not try to have great record any more. Or if a person who made a mistake, or his record is not so well. But no one identify it. He will thinks: “Haha! I can go on this way. I don’t need to try harder or try to avoid the mistakes because no one identify it and I’m fine so far”. If your employees have the same attitude with him, you business will run slower, slower and finally stop!

For the manager, the evaluating process will help him gain information so that he can make a good decision. He can not manage well if he don’t know how his employees are now. Such as you can not drive a car if your eyes don’t see anything or you don’t know if the fuel is empty!

Controlling Your Employees

Controlling Your Employees

Controlling process is the daily task of every manager in this world, event though you are a CEO of an international organization or you are running a small business. When you think about a manager, your mind will link to the words “controlling people”. Every day, when a manager come to his office and sit down his chair, he will start thinking about what he and his employees need to do today.

In basic, the controlling process are:

_ Sep up the goal: There are two kind of goal, they are the long term goal and short term goal. The long term goal is setted for ten years, five years or one year. The short term goal is setted for six months, one month or event one day.

_ Controlling your employees to reach the goal. And how to controlling your employees well? I will tell you later in another articles. Because the art of controlling people is huge and can not be presented in one article.

There are so many techniques to help you to controlling your employees. In this article, I just focus on two main controlling style, the Europe – US style and the Asian style.

The EU – US style:

The manager doesn’t need to know what are you doing now, they just give you the task, the deathline and they will review your task when you finish.

The arrangement of the EU- US office is tend to keep the workplace personally. You can see the separate sheeps are used very popular in the EU –US offices.

The Asian style:

The manager have to know what are you doing everytime. He need ot be informed as more as possible.

The arrangement of the Asian office is quite simple. A long table will be pit in the middle of the office and the eployees will sit along the table. The manager will sit at the top of the table. He can see what are the employees doing clearly at his position. When you are working for an Asian style company, especially the Japanese copany, you have to work every time, event when you have nothing to work .

How to Work Better and More Efficiently

How to Work Better and More Efficiently

If you think something has taken more of your time than it is worth, act on it promptly. Make an appropriate decision at that moment you are dealing with the issue and move on. Never let procrastination eat up your precious time and cause you to lose many golden opportunities.

Never engage in unnecessary meetings as they can be big time wasters. Prior to reserving a conference or meeting room and clearing your calendar and that of your constituents, ask yourself whether the meeting is essential to solve the present situation.

Do not waste valuable time by reading anything more than once. Try to scan/skim routine documents quickly but take time to go through important documents or complex reports carefully. It is always better to highlight the important points to focus on, rather than wasting time re-reading unnecessary articles. Rereading material daily can be very time-consuming.

Plan your day wisely and use your time beneficially. An hour planning ahead will avoid four hours blown away later on. Check your calendar for appointments, errands and phone calls being made by always updating your to-do list to help set priorities on specific tasks that need immediate attention. Next, reschedule, reorganize and review your previous day’s workload to avoid time-consuming tasks. It is always better to cut through unnecessary confusion by clarifying it in order to head into the right direction from the outset.

Do not just let your problems go, but be specific about their deadline and task by examining back early and often, while you still have time to easily change the course. Whenever you point out the problem, be considerate to suggest a solution. By doing so, you are saving your boss’s time and yours, and you are also able to portray your ability to handle the problem by thinking ahead.

Keep your reply short and simple. You could just type “go for it” and this short reply will not only save your time, but also your recipient’s. If you need to discuss the issue, then do it by phone or by person to person to avoid endless trails of replies and misunderstanding.

Do not set your goal so high that you cannot achieve it. Please know that your aim is to get a task/project done and then you should get it off of your desk. Perfectionism can be very dangerous as it can raise the urge to tinker indefinitely. When you have accomplished your task, stop. If you find the problem is overwhelming you and causing you to feel stuck, put it out of your mind for at least 8 hours and get a good night’s sleep. You will definitely think clearer and better the following morning. Please also know your body clock, and when you cannot figure out something, as you are not at your peak. Try doing your toughest task later.

Helpful tips for Managing Team Conflict

Addressing issues before they arise.

Addressing issues before they arise.

Many organizations are team based organizations that focuses on the strengths, ideas and experiences of a culturally diverse group of members to face the challenges of the global market. In using a diverse team setting it is inevitable that you find conflict at times or in the ways that some address situations or handle issues. Communication is vital aspect that keeps many issues from becoming permanent problems, but in order for good communication to overcome issues every team member must be open to communication and a diverse set of ideas.

The team settings provide a proven approach that improves productivity, creativity, and positive growth. However, as with any venture, the addition of numerous personalities
is likely to complicate the unity of the group if all members are not open to the diversity of the group as a whole. “Conflict arises from the clash of perceptions, goals, or values in an arena where people care about the outcome” (Alessandra, 1993, p. 92). When communication break downs occur it is important to understand how and why they occurred so they can be addressed the first time and not become recurring issues that will hold back the team success.

Single Member Issues

In these types of situations, the issue is being caused by the communication of only a single
member. The first priority of any problem is to identify and understand what the root of the problem is. If there is a miscommunication, you must locate what was misunderstood and find the solution. Often times if the issue is being caused by only one member on a repetitive basis, a manager will be able to discern that that individual has communication problems that may require training.


If these issues are recurring from a single member, the whole team may have already become aware of the issue. If the group is designed as a leader-driven team, then the leader or manager should be notified and intervene to stop recurring issues from forming. If the group has no designated leader role, then it becomes the responsibility of the group to address the issue as a whole and correct the misunderstandings in order to move forward with good communication and properly received information.

Multi Member Issues

Occasionally conflict arises between two team members in issues that have little to do with other member of the team. This may be due to cooperative work or just personal issues, but the conflict of those members can still affect the progress of the group. Issues of a personal matter should be swiftly dispelled and the focus shifted back to the workplace. If the members have cultural issues among themselves it will be up to the company to determine if either side is an improper fit for culturally diverse teams.

“Many people and organizations view conflict as a negative, or something to be avoided. Yet conflict, differences, or disagreements are a natural result of people working together. Also, without conflict, teams can become complacent and not perform at optimum levels.” (Alessandra, 1993, p. 92). Defining the issue and then working together to address and correct miscommunication that will help each member of the team understand and give them a new perspective on the focus of the team. Communication is the key, and many problems can be solved by simply talking them out.

How to Deal with a Screaming Boss

Screaming Boss: How To Deal

The rule of your boss is to be bossy. It's his job to become one. When you are under the supervision of someone, this someone else has a right to correct, guide and instruct of what you need to do. But when your boss becomes pain in the neck, your day is not only a bad day but a terrible one. Things becomes so hectic at your side.

There are two type of boss. The professional one and the unprofessional one.


* A professional boss is someone who directs, guide, protect, teach and oversee your works and performance. He is somebody that will push you to improve yourself professionally. Also, he's the one who will crack you up towards productivity and improvement.


* A unprofessional boss is someone who will never see your work ethics. He will always let you do an extra job without raise. He will not appreciate your good performance but give you more work loads. He's the kind of boss that would push you to update your resume and find another establishment to work.

It's really bad when you work under an unprofessional boss. Dealing with such manner is difficult, especially when what he likes to do is to yell and scream in front of everyone whenever the result is not to his liking. Eventhough he knows that screaming is unprofessional, he still continue to do so because he doesn't want to be lacking in performance. Oftentimes, this type of boss thought that you are a super employee that whenever he wants coffee, you can also do it for him. He manage to boss around you even delivering Tim Hortons and Starbucks are not part of your job.

* If your boss start to scream in front of you. Do not scream back. Wait for him to calm down and start talking about the problems professionally. Though, it must have been hard to not scream back, especially if your ego and anger burse out like a liquified petroleum gas. Do everything you can to control your emotion. The best response to someone who's screaming is to look at him like a lunatic person. Trust me, after he's done screaming, he will realized his own behavior.

Do apply what works for you. Just remind yourself that work ethics is very important in the working environment. If your boss acts like a lunatic person screaming at the top of his lungs, it's his behavior that needs improvement not yours. Control your reflex, your urge to scream back. Let him realize that what he did is very unprofessional.

Skills needed to become a successful leader

Introduction

There has long been a debate about whether leaders are born or created through learning. In truth, there is an element of validity in both arguments. Nevertheless, irrespective of which school is followed, there is no doubt that to be a successful leader means that the person in question has to possess or learn certain key skills. Identifying the unique leadership skills that are needed to ensure a business will achieve its aims and objectives is more complex than most people believe. The reason for this rests upon the fact that there is both a psychological as well as practical aspect to leadership skills.

Pyschological skills

The very concept of the term leadership indicates that there are those who need to be led, namely the followers. This suggests there is an element of truth in the term "leaders are born not made" and that not all of us can be leaders. Nevertheless, such a statement does not preclude anyone from owning a business. It is simply a question of identifying the business leader and what attributes they require. Within this section, it is intended to concentrate upon these psychological issues.
Self-assessment
In the view of the author, the most important skill relating to leadership is the ability to be able to assess with honestly ones own capabilities and limitations. You need to ask yourself whether you have the abilities and skills to be a leader. There are countless instances where business innovators and its main drivers have recognised that, although they possess the skills to create a unique product or service, their ability to lead and manage the business is lacking. In such cases, although they have maintained ultimate control over the business direction, these people have understood the need to employ leaders who can deliver the skill qualities needed to make the business successful.
Leadership style
The second psychological skill is apparent in understanding the style of leader you are. Leadership style has a significant influence upon the organisational cultures and sub-cultures that develops within a business.

Although every individual is unique and a number of different leadership styles have been identified by various academics over the years, the most commonly recognised styles within a business environment can be deemed the authoritarian, innovative and team leadership styles. Part of the process of assessing whether your leadership style is appropriate for the achievement of business success is to assess which of these attributes most apply to your own personality.

Whilst the above leadership definitions might not apply definitively to an individual, one of these styles will be a dominant force. For example, some people may want ultimate control over the decision making process and expect those who work for them to abide by their instructions without discussion or input. The innovative leader will expect their employees to respond positively to the ideas they are creating and to become committed to seeing these ideas becoming an integral part of the business ethos. Team leadership on the other hand relies heavily upon the ability of the leader to create a situation where employee involvement within the business is important. In this case, the leader will take notice of the input and ideas that are generated from the people they employ and, where appropriate, incorporate these as part of the business strategy.
Integrity
Many people would not consider integrity to be a leadership skill, but the author would disagree with this view. However, although it can be argued that the basis concept of integrity is instilled in us because of our upbringing, when a person becomes a leader of an organisation often these traits become secondary to our desire to keep our intentions secret from those involved with the business and other external forces such as competitors. This can result from a fear that others, particularly those we employ, will steal our ideas or become better than us.

However, employees are perceptive and will soon see whether their leaders are acting with integrity or not. Therefore, it is important for a leader to be open and honest with their employees, and indeed every other stakeholder who has a connection with the business.

Practical skills

As stated at the commencement of this article there are practical skills that a leader can learn to enhance his or her natural abilities, which include those, discussed in the following sections.
Competence
Competence is an important skill factor. Employees might forgive leaders the occasional error but they will not follow someone who does not know, or is lacking in competence in the skills needed for his or her role in the business. Leaders are expected to know about the main products or services provided by the business and should be aware of the art of management and control. Lack of these skills will soon manifest itself in poor performance, which in turn will threaten the livelihood of all the employees.
Knowledge skills
Knowledge skills are not exclusively related to a leaders competence level, although there is a connection between the two. Nevertheless, knowledge extends beyond the internal workings of the business and its operations. A good leader will have the skill to be aware that he and the business requires knowledge about competitors, the physical and political environment, target consumers and the local community where the business is located. The skill in this respect is in understanding what knowledge is required and how to gain access to it. Furthermore, this skill extends to being able to use that knowledge to the advantage of the business and its employees.
Communication
Great leaders are invariably great communicators. All leaders should aspire to become good communicators because this skill will directly influence the motivational needs and productivity levels of the workforce. A direct path of communication between the leader and their employees will reduce the chance of misunderstandings that could lead to costly mistakes being made. Furthermore, it also makes the employee feel valued. For example, an employee will be far more receptive to a change in corporate policy or strategy if this is communicated and discussed with them properly rather than just being ordered to make the change.
Relationship and teamwork
Building a relationship and teamwork environment with the workforce is another important skill for the business leader to show. Every employee has certain needs and desires that need to be satisfied and one of these is the need to feel part of the business team. Research conducted by experts such as Mitzberg in the early part of the last century showed that, if employees were involved within the business team, which included their having a say in some of the decision making processes, they would be more willing to commit to the business. Teamwork leads to loyalty and this improves the business performance by a) increasing employee retention rates and b) improving productivity and quality. It requires a skilled leader to create the appropriate relationship with employees and therefore encourage a culture of teamwork within the business.

Summary

As has been demonstrated within this article, recognising the unique leadership skills that are required to achieve business success requires a combination of understanding ones own capabilities and the needs of those that work for you. If you do not understand yourself or understand how to effectively manage those who look to you for leadership then success will not be achieved.

How to Befriend Your Boss

How to Befriend Your Boss

Employees create a virtual wall from their bosses. The main reason is fear. They fear their bosses. One of the best ways to break this wall is by making friends with your boss. Here are some of the tips to befriend your boss:

a. Be visible. Make yourselves always available. Show to them that you are willing to be on their sides all the time. Even at times they need someone to talk to, you have to be there.
b. Be a secret keeper. Your boss has personal problems too. Sometimes, they need someone to talk to regarding lots of things that bother them. If your boss shares his personal problems with you, make it as an opportunity to be his confidante. Don’t share them to others! Don’t be like a red-butt deceitful gossiper who spills everything he heard. If you do that, you’re just ruining your own little reputation. If your boss finds out, he will doubt you as a person.

c. Learn his likes and dislikes. You will develop this eventually by being with him both in and out of the work place. It could be difficult sometimes but if you give ample to jive with your boss, you will sooner find his favorite movies, sports, food, etc. He may also share with you some of his disliked things.
d. Be excellent. Nothing beats winning your boss’s friendship than by being excellent in every assignment given to you. Being excellent includes giving quality work and submitting accurate data as quickly as possible.

e. Be on Time. This is one of the ways to show your respect to your boss. By being late to work, you are giving your boss a clue that you take him for granted or you are not taking him seriously.
f. Talk. In Toastmasters, the only way to break the ice is by starting to talk. Talk to him how feel about your job. As much as possible be honest to your boss.
g. Maintain professionalism. This sums it all. Despite you have a good friendship with your boss, you must not show carelessness in your work. You still have to give your best to make your job done.
It sounds so easy but it takes a lot of effort and guts to befriend a boss. Being a friend to an ordinary friend means a lot of things. That also applies to being a good friend to your boss.

People at the right place

We can improve them

King of the jungle

People at the right place
This is not that the people, that is all the people are incompetent and need to be fired immediately, it could be some need to be told what’s is expected of them and that would do wonders for and from them. Some people are required to be shifted from the present assignments, and some of them need some sort of consultation or refresher courses that would help, and yes a little bit of appreciation by the top management puts things in to right gears and help the movement smother and that gives another boost up to the company, I can tell this with my personal experience of more than thirty years in the field of marketing and other related experiences.

Another aspects that may help is communication amongst the seniors and juniors, in fact we learn about the communication skills when in business schools but when we reach to the actual place where we work, most of the people try to keep it from others as if this could be taken away from them or may be stolen if they tried to show it, I believe if you give it to your juniors not only would he be your fan for ever but would be far more better asset to the company and not to talk about a friendly atmosphere it gives to the company you are working and all these measures work in making to help keep mismatching away and lesser shortage of skilled employees.

Although human resources departments in every companies are supposed to be doing this but they are better engaged in employment and solving the employment related problems more than they should be sorting the problems related with already employed people, but we shall have to overhaul our human resources programs and departments to really cater to the needs of the hour and don’t let this problem bug us any more.

Office Wisdom

Do you Need it? Or Do you have it?

Work Desk: Where the Work stays........... forever

My friends, office goers and co-denizens... Transition from college life to working life is a huge one, as a great gentleman had stated, in one single day, a guy or gal turns into Uncle and Auntie.... next time you go to a shop, shopkeepers become dadas and didis from kakus and mashis... casuals start emptying the wardrobe and formals (the mundane checks and stripes) become your taste... stub-borne look is no longer "coooooool"... and low hips... well lets's forget it... they were never there.

If your trousers help your socks take a peek of the outer world, well there you go... that's "shorts" for you... You wear ties even when the mercury bursts out of the thermometer... cigarettes become your soul mate, to share your grief after a meeting with your boss... and coffee, if it's free, it's your staple drink... you come to office on time... and if you leave on time... it's a crime... you might even be demoted... you have got one boss and that's not sufficient.... you are answerable to his boss and his boss and his boss.... if you are at the bottom of the ladder, the buck stops on you... if in the middle... don't meddle with the rhythm.. pass it on! Days come and days go... you stay... staring at the computer screen as if a wad of cash would pop out of it any minute... every now and then you end up paying for his marriage... her baby... his birthday present... her funeral... You start with a file and soon your desk is so full of them that you shift to another desk.

Tips for the Dummies

Office Wisdom for Dummies

About 2 years and I've seen it all... many of you must have as well. So for the freshers, why don't we help them with some great tips.... lucky you... I never got one when I were in your place.... so here you go:

1. Never work: The more you work, the more pending work decreases, people around become happy, the word spreads like fire, customers (your colleagues) return and bring new ones... you end up with more pending work... soon you fail to keep up and people start complaining... to start prioritizing then... priority: Normal, suddenly becomes priority: Urgent... soon you end up with all pending Urgent work... why? because you worked... Hence the proposition... chill dudes and dudeleys... people want the work to move.. if you don't, others will...

2. Never bring a pen: Yup dude, because if you ever bring one.. you'd be the only one with it... ppl start borrowing and after 10 cycles... as a law of nature... the pen dissapears... (didn't hear about shrinking and disappearing charms cast by the Death Eaters in the Great Harry Potter series?) You run the risk of getting bankrupt, spending on pens (and why else do you think the Wall Street and now the European Union got bankrupt.... pens) Further, by not using pens, you'll be using more of your keyboard, saving pens, ink, papers... trees... Nature... Planet Earth... it's high time buddy, GO GREEN! And... if you really need to use a pen... ask thy neighbour in office, afterall, why else did he bring one, huh?

3. USE THE NEW MOBILE SERVICE IN TOWN (LIKE UNINOR, VIDEOCON, TATA DOCOMO, MTS ETC.): The connectivity is so good, that if you put the cell inside your pocket, you'll stop receiving calls, and instructions you didn't get are instructions you don't know...

4. Now some positives, in office with checks and stripes, the nerdy and the geek look as cool as the coolest guy n gal in town... the world has flattened and the bore has an opportunity to stand beside the heartthrob at ease... so don't feel shy, you are as unique as everyone else, blimey...

5. Never wear a polished shoe... else people will know... you didn't work at all.

Well for now, that's what I've got.

Please feel free to suggest points. Let's help the freshers cope up with "the big bad world". Afterall they are the future of the corporate world.

The Responsibilities of a Team Leader

• Organizing and planning are linked in many ways and mutually dependent.
• A unity of purpose produces the most productive working climate.
• Managers must be sensitive to the needs of people.

Organizing and planning are linked in many ways and mutually dependent.

The main difference is that planning concerns itself with deciding what work is to be done while organizing concerns itself primarily with the arrangements for getting it done.

From a human resource utilization viewpoint, it is necessary for managers to raise a number of questions: What needs to be accomplished, and why? When must it be done, and where is the best place to do it? What are the logical classifications into which the work must be divided? What form of organization will provide the best arrangement of human resources to accomplish this job? What positions are needed? Who will do the work? What relationships, formal and informal, need to be integrated and communicated to insure cohesive teamwork and interrelationship of goals?

Every manager wants to have a good working climate - to have a group of employees who are motivated to achieve business goals and accept them as their personal goals. The creation of this environment is largely dependent upon the manager's interpersonal skills; in such a climate each individual assumes complete responsibility not only for doing his own job to the best of his ability, but also for integrating his efforts with those of all other individuals who affect his work or are affected by it.

A unity of purpose produces the most productive working climate.

Every act of management requires a cooperative relationship between two or more persons for its successful consummation.
The organization structure itself has a profound effect on people attitudes toward their work. Organization structure, in its broadest sense, includes all the working relationships within the organization - all the individual and collective responsibilities, whether specifically indicated or not.

To a given manager, the formal organization represents what is expected from his personal output. He relates to others in terms of who works on what, when, and why as well as who is dependent on whom for the flow of work. Even a position title implies an understanding of duties, responsibilities, and relationships.

All this serves to stress the fact that every manager needs to plan his segment of the organization in accord with the overall structure. If it is allowed to evolve by itself, many of the concerns expressed earlier will become real problems. When the organization is well planned, more work can be done at less cost because people will know what is expected of them as well as why it needs to be done.

Every manager has a natural tendency to concentrate on short-term results; this is usually the primary basis on which he is compensated and promoted. The human resources executive must convince top management that by giving balanced attention to the future through development of human resources; today work will not suffer, but will actually improve. If tomorrow is not planned for, it may find everyone unprepared when it comes.

Basing an organization on sound planning helps to prevent the crises of unforeseen personnel needs and the sudden unexpected shortage of some specialized talent.

Managers must be sensitive to the needs of people.

The difference between making things happen and just allowing them to happen is accounted for by good organization planning. When people are confused as to what is expected of them and of others with whom they work, they miss opportunities and are slow to react to problems. Both situations are dealt with more quickly when everyone knows what is expected of him and what to expect from others.

It has already been stressed that most people want to do a good job; they want to learn, to grow, to improve their lot. But their viewpoints must be respected. The right organization structure helps to provide this climate of motivation in which people do the excellent work that they want to do anyway.

How to Handle Emotional Employees Effectively

• Every organization comes with its own organization style.
• The local communicators manage their own media
• Management tool concept
• Informing all employees

Every organization comes with its own organization style.

Some organizations are quite formal, some quite informal, even casual. The tone or style of employee communications is a reflection of organizational style, and the effectiveness of communications is a reflection of overall organizational effectiveness.

Employee communications are not an end in themselves; they are a means of achieving and improving organization results. They may, in fact, be thought of as another "management tool" to aid employees in achieving job anEvery organization comes with its own organization style.d organizational goals.

When used as a management tool to help improve employee effectiveness, employee communication programs have these characteristics:

• Communication efforts are carried out in a decentralized fashion at specific sites and or in organizational units.

• Oral and written media are used on an ad hoc basis-are quick and dirty rather than formal-and are standardized as little as possible.

• Corporate media are aimed more at the supervisory audience than at all employees.

• Corporate media are used as a backdrop to employee communications, which are carried out through the supervisor-employee relationship.

• Supervisors are trained in oral communication techniques and in conducting effective group meetings.

• Strong emphasis is placed on employee communication channels to management.

• Emphasis is on informing rather than persuading. The above characteristics might be translated into the following situations:

• A corporate communications group does not publish any news for the general employee audience. Rather, a periodic news service forwards material, suggestions, and ideas to communicators in various units or at various sites.

The local communicators manage their own media

The local communicators manage their own media, be they bulletin board postings, employee newsletters, or small group meetings and discussions.

1 Certain items in a supervisory newsletter are marked for transmittal to employees.

2 Special communication channels or mechanisms allow employees to bypass the regular reporting system with questions, complaints, or comments, e.g., tear-off coupons in employee news sheets which can direct a question, complaint, or comment to a central management point or in-house telephone call-in numbers, for a central communications point where an employee can record his question or comment. Items of broad interest are reported and or answered in written media or in group meetings. The employee submitting the item can remain anonymous or he can identify himself, in which case he receives a response or acknowledgment.

Management tool concept

An organization intending to use the management tool concept must be committed to an open style of management. Supervisors and employees will be involved in a lot of conversation about the job on the job, and controversy will be unavoidable. But even controversy can be fruitful in an open environment based on mutual trust. Candor is the key, even when it causes the supervisor and management some discomfort. An open management style is workable only if there is the will to follow through and to take action which is appropriate.

If supervisors are expected to carry the major burden of employee communications, their jobs must be structured to allow time for the task and specific goals in the area of employee communications must be included among their job objectives. Moreover management must fully support the supervisors in their tasks. Going to employees to explain a layoff, to announce a tightening of work rules or to discuss a major change in work procedure is not easy. However if the organization is committed to informing its employees fully on those things which affect their jobs, whatever the news-good, bad, or merely news-the discussion of a specific situation is generally less traumatic to both the supervisor and the employee.

It is important to note a distinction between nuts and bolts employee communication and attitudinal employee communication. The former is clearly the province of the immediate supervisor. The latter, while still a responsibility of the supervisor, is an area in which the supervisor needs and should have help from above.

Informing all employees

Informing all employees of organization goals, progress toward those goals and the reasons behind successes and failures is the proper role of management. Management should, first, inform supervision of its goals, etc., and, second. Build a communication backdrop - by use of decentralized oral and / or written media-against which an employee's immediate supervisor can present a specific communication.

A general announcement by management in advance of a major event helps the supervisor do his job. Oral and written statements which put out advance signals give both the employee and supervisor a chance to adjust to possible or pending events. By letting this general "backdrop" communication do its job first, the supervisor can get a head start on handling ensuing developments and potential problems.

The following are some examples of good backdrop communications:

• Routinely reporting a unit general business conditions makes good sense. An upswing requiring overtime or work hours change should be forecast as early as possible. It is even more critical to report a downswing requiring a drop in overtime or a potential layoff. Employees can sense a business swing as well as anyone-inventories, orders pressure on deliveries, etc.... Communicating the facts as facts early, keeps the supervisor from having to respond with and I do not know, or from having to be evasive.

• Promulgating a rule making safety glasses mandatory is the kind of thing which can test any supervisor-employee relationship. If the supervisor begins enforcing the rule without prior notice, something just short of a revolution may occur. Explanation by management, perhaps months in advance is in order. This is the communication backdrop in which factual reasons can be given the safety value to employees highlighted and the schedule of forthcoming events announced. Supervision can be asked to solicit employee questions and to hold small discussion groups - after being prepared with information and anticipated questions. By the day the requirement goes into effect employees should have talked out their concerns to the point that the event itself may be anticlimactic.

Human Motivation for Work

Most modern managers would recognize that motivation of their personnel is a critically important factor to successful human-resource management. Yet, despite this recognition, most managers know very little about human motivation and how it can be more effectively channeled toward, instead of away from, organizational objectives.

One of the earliest attempts to explain motivation used the concept of instincts. According to this explanation, individuals had automatic, unlearned predispositions for certain patterns of behavior. As the number of human instincts identified by researchers grew to nearly six thousand, it soon became evident that this was not an adequate explanation of human behavior. Many patterns were shown to be learned; and gradually researchers saw that although animals seemed to have predisposed patterns of behavior (birds flying south in the winter or salmon swimming upstream to spawn), humans did not. Today, very few behavioral scientists recognize instinct as the motive force behind human behavior. Many do believe that there are certain unlearned primary drives (e.g., for food, water, and sex), but such drives are not predisposed patterns of behavior.

Out of the dissatisfaction with the instinctual explanation of motivation evolved the drive theories. The term drive was used to represent the energizing influence that determined the intensity of behavior. Habit, on the other hand, reflected past learning and in particular the reinforcement concept this incentive factor was future oriented (as opposed to habit, which was past oriented).

The incentive factor is anticipatory in nature

The motivational cycle means that needs set lip drives to accomplish goals. Needs are deprivations-either physiological (e.g., food, water, sex) or psychological (e.g., affiliation, achievement, power). Drives, on the other hand, are needs with direction. Drives are the behavioral manifestation of needs. Goals are what the drives are aimed at. Goals will decrease the intensity of the drive and alleviate the needs.

A thirsty man can provide a simple example of the motivational cycle. The homeostatic balance of his body has been upset because his body cells have been deprived of water. This creates a motivational need. The man will attempt to restore the balance by setting up a drive-in this case, to search out a water fountain. The fountain is the goal. The thirsty man is much like the employee in an organization who has a need for achievement. The employee may set up a drive of working hard in order to achieve his goal, promotion into a responsible position.

Life in general and organizations in particular, do not always provide a smooth progression from needs to drives to goals. There are many barriers that prevent goal attainment. There are many stuck doors in life from the broken handle on the water fountain that denies us a cool drink of water to bureaucratic rules and job designs that block opportunities for achievement and growth. When motivated behavior is blocked, the result is often frustration. Behavioral manifestations of frustration include: aggression (attempting to physically or symbolically injure or do harm to the barrier), withdrawal (backing away from the barrier and becoming apathetic, or in some cases regressing to an earlier state), fixation (pretending that the barrier does not exist) or compromise (choosing a more difficult path to the goal to circumvent the barrier or choosing an alternate but less desirable goal).

Frustration

Much dysfunctional organizational behavior can be attributed to frustration. The worker who gets in fights hits his boss or sabotages the operation may be exhibiting aggression. The apathetic worker who daydreams and is a motivation problem may be experiencing withdrawal. The employee, who keeps plugging away, knocking his head against the wall, may be doing so as the result of a fixation. The employee who quits or becomes a union organizer or lives outside the job may be experiencing compromise. The challenge for the practitioner concerned with effective human-resource management is to remove some of the barriers that prevent employees from attaining goals. Of course, management must be careful to make sure that the goals ill the motivational cycle of individual employees are compatible with the goals of the organization.

Motivating staff

One of the key skills for a manager is motivating staff to perform highly in their job role. One of the simplest forms of motivation is to actively encourage them by taking and interest in what they are doing and asking for their opinions and ideas.

This shows that the tasks that they are doing and the role an employee performs has significance in your eyes and by asking for their opinions and ideas that significance is also transferred on to them. This helps boost self-esteem and confidence for the employee and increases the desire to perform well.

Sadly, many managers have the idea that being paid for a job is all the encouragement that should be needed. This can result in the manager becoming detached and distant from their staff as they are expecting them to function in a machine-like way. They fail to realise that humans and life does not work like this and unexpected situations may arise that deflate and de-motivate staff through no fault of their own.

Motivating by encouragement

In such situations the manager needs to take a lead by showing an interest in their staff by taking the time to talk to them to show support and uplift their spirits. Simple words and acts of encouragement can be priceless in such situations, boosting confidence and winning their loyalty. In turn loyal staff tend to support their company, especially their supportive and encouraging manager, when times are tough.

Using praise as motivation

A wise manager will show recognition to a member of staff, or a staff team, for a job well done. Giving well-earned praise gives the employee a sense of achievement and fulfilment. These are pleasurable rewards which they will strive to experience again and again by continuing to produce their good performance. Even a simple off the cuff remark, such as ‘Well done!’ or ‘I like that!’ as long as it is well timed and genuine can be valuable.

When an employee, or team, has genuinely achieved something good, praising them in front of others can boost their self-esteem and motivation. This, in turn, also motivates other employees to similar achievements when they see effort is rewarded.

Of course, ‘Thank you’ costs nothing, but can give so much. Yes, staff are paid for what they do but they will think more of you and the organisation if they are thanked as it shows an appreciation and recognition of their efforts, and anyway, it is simply good manners.

All of the above ideas are free and simple but can really pay dividends in terms of improving staff performance and motivation.

Defuse Different Types of Bosses

Ballistic Bob - ruled by anger and need for power.
Look him in the eye while he's in the middle of his tirade and let him firmly know but kindly that you have too much self-respect to be addressed or treated in such a manner.

Backstabbing Betty - insecure, critical, and covert operator.
Approach her directly but gently. Use a calm tone and avoid accusations that cause defensiveness. "I'm uncomfortable with the things you've been saying. Feel free to tell me directly if you've got concerns or issues."

Lifeless Lynn - cold, suffering from burnout, and scarred by office politics.
It's up to you to breathe life back into the workplace. You might organize weekly staff meetings to encourage feedback or even a morale-building holiday retreat for the entire department.

Spineless Steve - lacks courage or spunk, and always seeks the safe middle ground.
Be persistent while honoring the chain of command. Give him many opportunities to respond to suggestions and requests, and perhaps respectfully suggest that higher-ups might need to be consulted.

Leadership

Talking about leadership ? you don?t have to lead a large group of people (like leading a work-group, a political party, a brotherhood or anything like that) to call yourself a leader ? we can talk about being a leader at home (in your family), with your friends or even with your girlfriend (well, you don't have to take this just as it is), but the facts are that to be a good leader you've got to follow and learn how to follow, a few set of rules; these are not difficult to learn and apply, in fact if we think deeply (after reading them) we'll find out that many of us are following them but don't know it because no one has explained and show them to us. So here they are:

Be careful to the ways you behave.
Don't criticized, don't condemn and don't complain other or to other people.
Be honest and sincere in your comments.
Make the others want to do the things they have to.

Be agreeable.
Smile
Show your interest to the people surrounding you
Memorize and don't forget the name of the people you are interested in
Be a good listener and encourage the others to talk about themselves
Make your words to follow the people's interests.
Make your people to feel important, but don't forget to be honest in what you said.

Make your point of view ? THE POINT OF VIEW.
Don't argue - the most profitable way to avoid a dissension.
Respect the others people point of view - never said to him he's wrong
If you are wrong - recognize the fact - don't try to avoid the reality.
Be gentle - don't try to scare the people - let them have their opinion
Let your people speak freely - don't stop them and listen to them
Let the people think they are doing things their own way or by their will.
Try to see things through the others peoples eyes
Show your interest in the other peoples ideas.
Show your own ideas and bring them to live
Challenge the other people and make them challenging you

Be a true leader
Always start a dialogue with sincere appreciation
Show the people their mistakes indirectly
Before criticize the others, review your own mistakes
Don't give direct orders - you better ask
Appreciate the smallest improvement your people make
Encourage your people - let them know that every mistake can be fixed

So, those were the rules I believe a good leader has to follow; I'm sorry I can't comment each one, but it would make this review to long - anyway, to take a better look at what I was trying to say, I'll comment a few of these rules:
*Don't criticized, don't condemn and don't complain other or to other people.
- If you criticize or condemn your people they will lose the faith in themselves and so they will start making mistakes; if you complain to others they will lose the faith in you, and who's the one to follow the leader they don't trust in.
*Smile
- Look at the people surrounding you and at yourself and see if you would like to work (or live or play, or anything else) together with a grumpy or with a smiling one.

Introduction Of Huma Resource Management

Human resources are by far the most important resources for any organization. Needless to say then that making the best possible use of these resources is crucial to the fate of organization, and hence once of the most important priority for the managers of that organization.

What makes Human Resource Management different ?

What makes it different from other streams of management is the fact that Human resources management or HRM cannot be defined by simple thumb rules, nor can it be taught or explained by simple theories, without a grave risk of oversimplification. It requires keen observation of human traits, sensitivity arising from emotional intelligence, and understanding of human nature like a psychologist.

Different sub-streams of Human Resource Management

Human resources management originally began as personnel management, but today it encompasses many well defined sub-streams of functions that can be listed as under:
(1) Workforce planning
(2) Recruitment
(3) Orientation & skills management
(4) Personnel administration & compensation
(5) Time management
(6) Employee benefits administration & personnel cost planning
(7) Performance appraisal

Each of these sub-streams is a more or less specialized function, yet one can say that HRM itself is more than all of these put together.

The greatest challenge of Human Resource Management

Unlike managing other resources like machines, real estate and finance, managing human beings is a totally different ball game, simply because unlike other assets, each employee has his own goal and will work first to attain that goal, even if it is at the cost of the goals of the organization. Thus, no employee can ever be made to provide his optimum output for the organization unless the goals of the organization are closely aligned with his own goals. This, in short, is the greatest challenge for all HRM experts, and in every organization, the need is to go about it in a way which is unique and specific for that organization.

Evolution of Human Resource Management

Literature on Human resources management is fairly rich in terms of academic theories. Success of Henry Ford and his Ford Motors in early twentieth century gave rise to the term 'Fordism' consisting of the theory that high corporate profitability can be achieved by high wages to the employees. Even before Ford, Fredrick Winslow Taylor had propagated the 'scientific management theory' or 'Taylorism' wherein scientific studies of processes were believed to lead to optimum human resource utilization. These 'modernistic' theories suffered from one grave drawback - they treated human beings as homogeneous, ignoring the individual differences in them. Later academic theories, often referred to as 'post-modernism' attempted to correct this folly by admitting that human beings are complex and solutions to their problems cannot be obtained by simple thumb rules.
In recent times, the academic theory has given place to practical applications and HRM experts today specialize in resolving individual problems of the organization in a step-by-step pattern. This means focusing on one of the several human resource management processes enumerated above, beginning from recruitment and ending with performance appraisal. These days, one of their greatest challenges is managing the process of collective bargaining, or the 'contract' between employee and the organization in a way that ensures commitment of the individual towards organizational goals. Another focus of modern HRM practices is to provide the employees a clear understanding of these organizational goals.