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Dealing with Counterproductive People Chapter 12

Learning Objectives: 1. Understand the nature of the influence process; Acquire insights into how to confront and criticize counter productive (or difficult) people; Appreciate the role of recognition and affection in dealing with counter productive people.


Dealing with Counterproductive People
A. The influence process:
Five concepts to consider in trying to influence or change people: 1. 2. 3. 4. 5. It is an emotional process; Recognize your motives; All change is self-change; Change is uncomfortable; Responsibility for change should be shared.

Attempt to relax during the session.Dealing with Counter Productive People (Cont…) B. Confronting and criticizing the difficult person Confrontation techniques: 1. Show that you care. Avoid being apologetic or defensive. Quickly get to the core topic. Be non-hostile in your confrontation. 3. Confront job-related behavior. 6. . 2. 5. 4.

3. Confronting and criticizing the difficult person (cont…) Suggestions for constructive criticism: 1. Express your criticism in terms of a common goal. 5. Base the criticism on objective facts.Dealing with Counter Productive People (Cont…) B. 2. Avoid playing boss. 4. When criticizing your boss. relate to your work performance. Be sensitive to the setting. .

Dealing with Counter Productive People (Cont…) C. By giving them recognition and attention. their counter productive behavior sometimes decreases. Giving recognition and affection Counter productive people are sometimes seeking attention. .

3. . Understand the difference between a formal and informal group. Explain some advantages and disadvantages of group effort. Understand the importance of groups.Working within a group Chapter 13 Learning Objectives: 1. Understand how decisions are made and problems solved by groups. 2. 4.

Why are groups important? • Building blocks of a larger organization. • To accomplish a task. .Working within a group A group is a collection of people who interact with each other. are aware of each other. and are working toward some common purpose. I.

. Formal versus Informal Groups • A formal group is one deliberately formed by an organization to accomplish specific tasks and achieve objectives. • An informal group is one that evolves naturally in an organization to take care of people’s desire for friendship and companionship.Working within a group (cont…) II.

4. 5. 3. Reduction of tension. Satisfaction of psychological needs. Increased job satisfaction. 6. .Working within a group (cont…) Advantages of group effort: 1. Assistance in solving problems. Feeling of safety. 2. Economic power.

3. 4. 2. Pressures toward conformity.Working within a group (cont…) Disadvantages of group effort: 1. Breeding of conflict. Pressures toward mediocre or average performance. Avoidance of individual responsibility. .

Working within a group (cont…) III. Group decision making and problem solving: Types of group decision making: • • • Consultative – the group leader consults with members before making a decision. . Consensus – the leader shares the problem with the subordinates and together they generate and evaluate alternatives to reach on a solution. Democratic – the problem is turned over to the group and they delegated the authority to arrive at a decision themselves.

Group think.Working within a group (cont…) Advantages of group decision making: 1. Individual dominance. . 2. A greater variety of alternatives and solution is considered. Helpful in gaining acceptance and commitment. Potential problems with group decisions: 1. 2.

Edit the alternatives generated to avoid duplication. 4. Take notes during the session. 6.Working within a group (cont…) IV. Group size: five to seven people. 5. Rules for effective brainstorming session: 1. Group Brainstorming: A method or way of generating multiple alternatives for solving a problem. 2. Encourage combinations and improvements. No criticism allowed. Encourage freewheeling (unrestrictive). 7. . Quantity and variety are very important. 3.

.Leading and Influencing Others Chapter 14 Learning Objectives: 1. 2. Identify the characteristics and behaviors of effective leaders. Be aware of some of the potential satisfactions and frustrations in being a leader. To describe three key leadership styles. Understand the meaning of leadership and power. 3. 4.

Management is a process of working with and through other individuals and groups to accomplish organizational goals in a changing environment. It can be exercised by a person whether or not he has the official job title of manager or supervisor. Supervision is essentially a first-level management. • What is leadership? How does it differ from Management and Supervision? Leadership is the process of influencing the activities of an individual or a group toward reaching a goal in a given situation.Leading and Influencing People I. • • . It involves overseeing the work of others with a particular emphasis on leadership.

discretionary) The goals and objectives of the organization in a changing environment ATTAIN FEEDBACK THE MANAGEMENT PROCESS .Conceptual Framework of Management Organizational Resources: • Human • Financial • Material • Information Functions of Management: • Planning • Organizing • Leading • Controlling INPUTS Manager uses through in order to Effectively and Efficiently Produced Goods Render Services Profit OUTPUTS/ SOCIAL RESPONSIBILITY The organization’s obligation to benefit society aside from profits (Eco. legal. ethical.

Management Skills TOP MANAGEMENT MIDDLE MANAGEMENT Human Skills or Interpersonal Skills Conceptual Skills Technical Skills BOTTOM MANAGEMENT .

2. Feeling of power and prestige. High income. Frustration of leaders: 1. Too much politics. Chance to control money. Too many “headaches”. 3. Chance to help others. 4. 5. 3. Too many personnel problems. 5. 6. 4.Leading and Influencing People (cont…) Satisfaction of leaders: 1. Feeling of “being in” on things. Loneliness. Too much paper works. 6. Too much casual overtime. 7. Not enough authority to carry out responsibilities. 7. 2. Respect and status. Good opportunities for advancement. .

Leading and Influencing People (cont…) II. . How leaders use power to influence others? Power is the ability to get others to do things and to influence others.

b) Reward power – refers to the leaders control over rewards valued by the subordinate.Leading and Influencing People (cont…) Two Types of power: 1. Position Power – when power stems from the formal position occupied. Three subtypes of position power: a) Legitimate power – is the legitimate right of the leader to make certain types of requests. . c) Coercive power – refers to the leaders control over punishments.

Leading and Influencing People (cont…) Two Types of power (cont…): 2. Personal Power – when power stems from your personal characteristics. b) Referent power or Charismatic power– refers to loyalty to the leader and the subordinates desire to please that person. Two subtypes of personal power: a) Expert power – is the leader’s knowledge relevant to the job at hand perceived by subordinates. .

Need for achievement. .Leading and Influencing People (cont…) III. Characteristics and behaviors of effective leaders 1. High expectations for subordinates. Motivation and energy. 7. 8. Stability of performance. 4. 5. Human relation skills. 9. 6. Good work habits. Ability to size up people and situations. Self-confidence. Sensitivity to people. 2. 12. 11. Problem solving ability. 3. Technical competence. Need for power. 10.

Participative leadership (consultative and democratic styles) – shares decision making with members of the group. 3.Leading and Influencing People (cont…) Three key leadership styles: 1.attempt to retain most of the authority. 2. Autocratic leadership (boss-centered) . . Free-rein leadership (subordinate-centered style) – referred to as “laissez-faire” (allow them to do).

End of Presentation .