Unit 6 Change Difficult Employees

Slides:



Advertisements
Similar presentations
Georgia Department of Technical & Adult Education
Advertisements

Organizational Teams Chapter 12. Overview n Preponderance of Teams n Organizational Small Groups n Characteristics of Groups n Relational Communication.
Listen UP! The Pitfalls of Failed Conversations A Workshop for the Public Risk Management Association September 12,
Management and Leadership
Leadership styles By: Gabija Pelikšaitė.
Chapter 12 Manager as Leader
United States Fire Administration Chief Officer Training Curriculum Human Resource Development Module 6: Managing the Workforce.
Army Leadership “Be, Know, Do”  .
Law Enforcement Organization and Administration Chapter 3.
RIGHTS AND RESPONSIBILITIES
Succession Planning Who will replace your leaders? Presented by Jacquelyn Thorp, MSHR/SPHR -CA.
Building and Managing Human Resources
Chapter 12 The Manager as Leader.
Teams Dale W. Bomberger D.ED. ACSW Community Services Group
1 Chapter 12 The Manager as a Leader. 2 Lesson 12.1 The Importance of Leadership Goals Recognize the importance of leadership and human relations. Identify.
10/25/2015 IENG 471 Facilities Planning 1 IENG Lecture 08 Teaming and Effective Meetings.
1 Chapter 7 Dyadic Relationships, Followership, and Delegation Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage.
©2013 Cengage Learning. All Rights Reserved. Business Management, 13e Management, Supervision, and Decision Making Increasing Management Effectiveness.
The Manager as a Leader Chapter 12. The Importance of Leadership Definition: Leadership is the ability to influence individuals and groups to cooperatively.
Directing Definition of directing: Directing is the fourth element of the management process. It refers to a continuous task of making contacts with subordinates,
New Supervisors’ Guide To Effective Supervision
Effective Teamwork Team Building
1 Chapter 19: Evaluating Performance Coaching Essentials of Performance Evaluation Making the Evaluation The Appraisal Interview Follow-Up Legal Aspects.
CJ 345 Supervision of Police Seminar 6 Tom Piotrowski.
Organizational Culture & Environment
Chapter 7 MANAGEMENT AND LEADERSHIP.  Who is a Manager?  In charge of success or failure of a business  Management– process of accomplishing the goals.
TEAM BUILDING. WHY IS TEAM BUILDING IMPORTANT? YOUR ABILITY TO GET ALONG WITH OTHER PEOPLE, AND USING TEAMWORK WILL LARGELY DETERMINE HOW SUCCESSFUL YOU.
Leadership Styles "All of the great leaders have had one characteristic in common; it was the willingness to confront unequivocally the major anxiety of.
Management, Supervision, and Leadership in Law Enforcement.
Marketing Principles CHAPTER 11 SECTION 2.  Management decisions affect all employees.  Communicating and motivating people are two of the most important.
Unit 155 Understanding how individuals and teams contribute to the effectiveness of a retail business.
Prepared By :ANJALI. What is a Team? Two or more persons work together to achieve same goal or complete a task. Teams make decisions, solve problems,
© 2012 Delmar, Cengage Learning Section V Getting the Job Done… Through Others Chapter 16 Measuring Performance: Assessment and Evaluation.
Performance Management
Chapter 8 Management Essentials.
CHAPTER 9 Leaders in a Changing Environment
MANAGEMENT RICHARD L. DAFT.
MANAGEMENT RICHARD L. DAFT.
Prepared by Miss Samah Ishtieh
TEAM MANAGEMENT AND CONFLICT
Interpersonal Strategies and Skills
Section I Management, Supervision and Leadership: An Overview
Entertainment & Hospitality Management
Leadership.
Chapter 7.
LEADERSHIP STYLES.
Developing Decision-Making Skills
Coming together is a beginning. Keeping together is progress
Business Principles and Management
MGT 210 CHAPTER 13: MANAGING TEAMS
Monitoring Performance
Do-now Why is there more to leading than just giving orders?
7-2 Leadership Goals Describe the need for leadership skills and the characteristics of an effective leader. Identify the human relations skills needed.
What we say and how we act matters! Attitude in Action.....
Groups and Teams: Managing Teams NNA
Roadmap to an Organizational Culture of QI
The Manager Chapter 12 as Leader Chapter 12 The Manager as Leader
EDU5813 HUMAN RELATION IN EDUCATION
New Supervisor: Skills For Success
EDU5813 HUMAN RELATION IN EDUCATION
Leadership Chapter 7 – Path-Goal Theory Northouse, 4th edition.
Team Leader Training Human Factors
STAFF RELATIONSHIPS AND EMPLOYEE CULTURE
PowerPoint Presentation by Charlie Cook
Understanding Work Teams
Performance Management and Appraisal
Chapter 18 Managing Change
Decision Making, Character and Other Health Related Skills
Key Areas of Organizational Training
Great Managers —What They Know and Do
Presentation transcript:

Unit 6 Change Difficult Employees Kaplan University

Change

What Causes Change in Police Work? Legal System Changing laws Select enforcement Social Values Selection of supervisors from department “the way it has always been done” Technology Record management, report writing, DNA, patrol car video, GPS, etc. Police Unions Have great influence Estimated that 73% of police officers represented by union Collective bargaining Recommended changes should be discussed with union leadership and checked for conflict with contract Can you think of other causes of change?

Today’s Officers Likely to be better educated Rigorous selection results in highly qualified candidates Increased diversity (age, gender, race) Not used to no-nonsense leadership style Need job satisfaction What are your experiences with employees from different ages?

Two Types of Change Planned Change Unplanned Change Which type of change goes more smoothly?

Accepting Change Change will be more readily accepted if those affected are involved in the decision making process Tell them the alternatives Show how it will enhance things Empower them with knowledge about the change Show how it will meet needs When possible, plan for the change Phase in change over time Will these steps guarantee acceptance?

Resistance to Change Ambiguity (doubt, uncertainty) The Police Culture Controlling discretionary powers How doe$ thi$ affect my $alary and benefit$????? Habits Relationships (shift changes, breaks) Unpopular decisions Other reasons for resistance?

Nature of Resistance Rational resistance Emotional resistance The change creates more problems than it solves. This type of resistance can be positive. Emotional resistance No basis in reason. Harder to deal with. Conflict should be worked through not overreacted to

Working for Change Know the issues. Communicate. Then communicate some more. Involve the employees. Work with, not against. Work through informal leaders. Maximum involvement. Mandated change. Inevitable, but the supervisor must make it work.

The Difficult Employee

Employees as Individuals Each officer has their own personality, needs, and strengths Supervisors must develop knowledge about specific skills of subordinates When an employee does not accomplish tasks or engages in unacceptable behavior the supervisor must take corrective action

Types of Employees Ambivalent Ascendant Work-oriented, success driven, recognition, promotion, belief in self, goal orientation Require little supervision Indifferent Perform at minimum acceptable level, earn money to concentrate on nondepartmental activities, never seeks promotion, status quo, just get by Requires close supervision and documentation to correct unacceptable performance Ambivalent Most officers, intelligent, knowledgeable, oppose routine work, Requires new assignments and praise Do these descriptions remind you of anyone?

Expectations Essential that every employee know the acceptable level of performance High expectations result in high performance

Types of Problem Employees Erudites Opinionated, use expertise as power, Supervisor acknowledge them but not allow them to take over leadership Tyrants Control orientated, do not respect others, intimidation Supervisors needs an authoritarian response Defeatists Resist every idea, cynical, never have solution, Confront with issue ask specifics

Types of Problem Employees Manipulaters Do anything to gain advantage, play officers against each other, create conflict Supervisors must investigate action taken and find facts Indecisives Avoid making a decision, procrastination, remain neutral Supervisor ask for specific response Do these descriptions remind you of anyone in your organization?

Marginal Performer Performs just above acceptable level No reason to work harder than necessary Late for work, sick leave is a right Never volunteers Does not seek promotion Blame management for their problems

Supervisor Response to Marginal Performer Goal setting with plan to achieve them Give responsibility Praise when perform effectively Encourage training and volunteering for new assignments If employee fails to meet performance standards –documentation and corrective action

Work Stressors Organizational stress affects organization and individual Productivity decline Moral decline Sick leave use Personal problems Alcohol abuse, hypertension, depression

Task Stressors Danger Boredom Role conflict and ambiguity Control over pace of work Heavy work load and low control more stress Shift work Use of Force

Dealing with Organizational Stress Early Warning Systems Employee Assistance Programs Critical-Incident Stress Management Fitness for Duty Evaluations

Thanks for Your Attention