By Scott G.G.
All managers get saddled with ''problem'' staff now and then; what units nice managers aside is how they take care of them. Drawing from real-life tales, this beneficial and funny consultant presents readers with useful recommendation for dealing with a variety of tricky kinds, together with: * The most unlikely ''I''s: Incompetents, Idiots, and Imbeciles — clueless staff who easily don’t recognize what they’re doing * The Bull within the place of work China store — the usually offended employee able to confront someone and everybody * The Party-Time Performer — the worker who, even supposing nice with humans, continually turns work-time into fun-time * I’ve bought an issue — staff whose paintings is compromised via any of a number own demons, from drug and alcohol difficulties to emotional matters From whiners and wastrels to the needy and nefarious, this publication offers readers the instruments they should deal with any form of tough worker.
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Additional info for A Survival Guide to Managing Employees from Hell
Other? The basic problem here is that Douglas did not set clear enough limits from the get-go. He was the one who thought he would be helping someone out. Ignoring the person and offering no coaching or managing is not helpful. For one thing, he might have more clearly indicated to Cindy his expectations and what the job entailed so she had no illusions of the glamour associated with entertainment. Also, even while Cindy might be a good typist and could work alone, he should have monitored her more closely in the beginning, checking that she was doing the right thing and was focused on the job.
She didn’t understand how her negative attitude could be a problem and considered herself blameless. Looking back, Laurie wished she had sought to fire Noreen during her own honeymoon period when she was first hired and was given more leeway to reorganize the department. But when she did raise the issue to her peers in management—the controller, purchasing manager, and manufacturing manager—they expressed their concern that Noreen had a very important and difficult client, and she was the only one who could handle that client.
She could diplomatically explain that she knew Hilda had had problems with staffers in other departments, but now she hoped to be able to deal with these issues to make it a better working experience for Hilda and the others in the department. Then she might have explained some of her expectations for the job, such as describing what tasks Hilda had to do herself and not expect support staffers to do, rather than waiting for this to become a problem when staffers complained. Also, she might have gone over Hilda’s limitations and found ways to work around them.