Several years back I managed a group of very high-energy, spirited, vocal managers. One of the managers was particularly vocal on just about every issue. This manager, who I'll call "Vox", frequently complained to me about other managers, about how Vox's organization wasn't being rewarded appropriately, and how Vox's organization needed more people than Vox's peers. I did a lot of discussing with Vox about the issues that Vox faced but found that I would frequently give in to Vox's demands. Vox's peers became very frustrated not only with Vox but also with me because I was showing preferential treatment to Vox. We would be in meetings and Vox would start complaining about something which would lead into how Vox's team was more important than peer teams, and how Vox's team should be given more in compensation because they were more talented than the rest of the team. Vox was the squeaky wheel, and I would grease it just to stop it from squeaking. I not only allowed Vox to rant and rave, but unwittingly encouraged it because I gave Vox what Vox wanted. Everyone was frustrated with me. Bad on me. As leaders we've all had that one employee who was overly vocal about any number of issues and saw to it that you were going to hear every detail about his plight. Many times, just as with a crying baby, the tendency is to …show more content…
As leaders it is important that we listen to our employees but that we don't show favoritism or preference toward a particular employee simply because he whines the most. Listen to the squeaky wheel's concerns, make rational decisions regarding his concerns, and explain not only the "what" behind your decision but also the "why" behind the decision to the squeaky wheel. Most importantly, don't just give in. If you reward the squeaky wheel, you'll not only reinforce his behavior but you'll create other squeaky wheels in your organization because they will see that you respond to complaining and give
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Have you ever worked for a company where you felt you had no voice? Perhaps you didn’t feel valued, which ultimately led to your leaving the organization. Employees have needs and there are consequences if those needs aren’t met. Although important, it goes beyond salary and benefits. Employees have voices and want to make a difference in their organizations. Machine operators want to be more than just button pushers and human resource professionals, more than paper pushers. Regardless of the role, employees want to feel valued. It is important for leaders to make their organization a great place to work by encouraging their employees to voice their opinions, thus allowing great ideas to flow and be heard, and then
Ideally, his decision must maintain the firm’s no-layoff history, encourage the tight-knit company atmosphere, and draw as little negative attention as possible. As a new employee in his grandfather's business, he must prove himself worthy of the position he was recently controversially given. His first challenge is dealing with the declining performance of veteran employee, Russell Campbell, a strong-minded subordinate with a significant amount of influence within the firm. To make his dealings even more complicated, Russell is a
Employees are an important part of any organization and organizations need to treat them as thus. In the 21st Century, as a result of changes in the labor markets, organizations are more responsive to worker conditions and this might have resulted in the
For instance, if he tries to micro manage when he vents his frustration and wants to skip senior leadership and task a junior person within a division I intervene with a comment, “recommend you just task the division officer and have him report back his or her findings.” Chaleff (2000) proclaims, “to stand up and remove the blinders from a leader’s eyes is a daunting task when the leader is convinced he possesses X-ray vision (p. 87). By stopping him from going around the design and structure of the department makes processes more manageable and unwanted
Within any organization those in positions of leadership/management form personal relationships with employees they supervise, when issues arise the supervisor must put those personal relationships aside and act in the capacity of the
As a professional, it can be very challenging when dealing with an individual who enters your office with a ball of rage brewing inside of them. From the text, I have realized that the
There is a plethora of issues that I have identified within the situation presented. Serving as the seminar leader, it would be of the utmost importance that I ensure adherence to the promises made to these individuals. The displaced employees are unexpectedly dealing with the stress, uncertainty, and betrayal of losing their jobs, security and health care. Therefore, these individuals feel completely out of control and angry. In order to receive their final paycheck, the affected individuals are required to attend a mandatory 3-day job search seminar, additionally they are guaranteed to be able to speak freely without Human Resources knowing what they say, whereas, all information they divulge within the seminar has been guaranteed to be confidential. On day two, of the three-day seminar human resource representatives arrive to observe.
The case study by Hasson et al. (2007) advises that employees could contact their supervisor or manager without censor or retaliation (p.3). The additions of the hotline and ethics officer were supposed to be encouraged. However, employees bypassing the hotline and reporting process showed evidence of passive group traits. Engleberg and Wynn state that when group members lack confidence, they will follow directions regardless of whether they go against their own judgment, and they also experience high stress levels with group communication (p. 68). Harry Mart, Galvatrens COO who was first informed about the possible misconducts, didn’t act as a responsible leader. Instead of taking Mike Fields message seriously, he ignored his message. According to Engleberg and Wynn (2007), effective leaders who are proactive listeners “don’t wait for disputes to escalate into destructive conflict; they intervene at the slightest hint of hostility” (p.195). Harry Mart’s reaction to Mike Fields message also indicates that the changes brought under new management to advance the company’s procedures and to prevent misconducts and conflicts didn’t transmit effectively to the company’s leadership. the new leadership, the company was transforming to adopt an open door system that encouraged employees to raise their concerns to their superiors. However, Harry Mart’s disregard for Mike Fields’ concern indicates that the
It's difficult to create a "Speak up" environment that is deemed safe by all employees. Principal four: the organization protects, values and encourages of the report of reporting concerns and suspected wrongdoing. ( 1, ECI) Principal four is the most difficult to establish and maintain in the compliance initiative that was written by blue-ribbon panel. Diversified organizations, fear, and lack of care from employers are reasons why it would difficult. These threats are reasons why it would be difficult to create an openness in an organization.
I would like to express my concern addressing the importance of emotions in the workplace culture that I believe we should remain aware of. I am concerned about a recent situation with Bob Sanderson and it is being handled. Unless there is additional information I am unaware of or documentation relating to this matter, my expression of concern is that by Bob’s supervisor telling him that he may not express any negative emotion in any way either verbally or nonverbally, that a mistake is being made. I, therefore, do believe this needs immediate action taken.
To begin, while covering for kitchen staff and delivery drivers, reports, payroll, and inventory were due. When something did not go like the coordinator wanted it, she would yell in front of the staff, decreasing my authority. An employee will work hard with passion if their emotions at work do not interfere with performance. “Emotions are a quintessential part of the human condition, and as such, they are relevant to the work of public managers; emotions affect managerial judgment, interpersonal relationships, and job performance,” (Berman & West, 2008, pg. 742). Instead of yelling to get a point across, they received training on how to do the job and received positive reinforcement; the staff had a higher performance regardless of the hours and amount of work because of
Dundon, Wilkinson, Marchington and Ackers 2004 journal article entitled ‘The meanings and purpose of employee voice’ presents a framework for exploring the different practices and meaning of employee voice. The article puts forward a model to conceptualise the different meanings of employee voice and the mechanisms for putting the meanings into practice, articulating four different
Silence can creates negative results both for employees and the organization. Silence from the perspective of the organization means not gaining from the intellectual offerings of employees, feedback not provided, problems not being identified, information not acquired directly, and solutions to problems remaining insufficient. All the elements to hinder constructive decision-making, as well as constraining change, performance enhancement and development (Morrison and Milliken 2000; Premeaux 2001). From the aspect of the employees, by remaining silent, they are overload with communicating problems in the workplace themselves. It can also effect job satisfaction, commitment, trust, and lead to a disposition of job resignation. It will be very hard to remain silent for employees on the issues, mainly, if they feel capable in the matter. As a result, they feel unappreciated, demoralized and stressful (Detert and Edmondson 2005; Milliken and Morrison 2003).
Throughout the last decade there has been a growing interest in the notion of employee voice, from both those seeking advanced levels of organisational performance and also from those who desire better systems of employee representations (Marchington, Dundon, Ackers, & Wilkinson, 2004). There are several different meanings to employee voice however, employee voice can be broadly defined as the cognitive, emotional and behavioural energy and employee directs towards positive organisational outcomes (Shuck, & Reio, 2014). Some authors claims that contribution
Most employers are often tasked with conducting weekly meetings to increase employee awareness.However, only 56 percent of their meetings are actually productive and that 25 percent of them have been replaced by a phone call or a memo. A ubiquitous reason for an employee’s lack of interest in weekly meetings is information is presented in a mundane manner, and employers tend to deviate from important topics. In this case,One has noticed there has been an increasing amount of problems pervading the work environment at the software company I currently oversee.One can deduce my team’s weekly meetings are inconsistent and ineffective; there are breaches in communication between myself and the employees; Lastly, employee insubordination is becoming and office norm. These anomalies affect our team’s readiness, work efficiency, and cohesion. As as supervisor, It is important to address these issues in a neutral tone and in a cordial manner.In addition, one should remain assertive during his/her admonishing; consequently, employees will more effectively understand insubordination is not tolerated in the work place.