BSBWOR41A Presentation 4
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Transcript of BSBWOR41A Presentation 4
PRESENTATION OUTLINE
At the end of this presentation you will be able to:
• Manage difficulties into positive outcomes
• Manage poor work performance
• Manage conflict constructively
MANAGE DIFFICULTIES INTO POSITIVE OUTCOMES
Identify and analyse difficulties/Guide and support colleagues
Managers or staff members may adopt an attitude of ignorance when
it comes to situations that create or cause difficulties.
Some of the reasons why these situations are ignored
include: Lack of confidence from management in resolving situations
Lack of training for staff members on how to handle difficult situations
Some managers do not like confrontation
Managers or staff members may be too busy to address a situation
Managers may feel the situation is not that serious and resolution can wait
Some managers may be worried that confronting the problem could make it worse
If managers or staff members are concerned about addressing situations for any of the above reasons, then it is likely that further training is required in these areas.
MANAGE DIFFICULTIES INTO POSITIVE OUTCOMES
Further training could be provided to help staff members to
further develop their skills in resolving or addressing
situations:
Conflict resolution Leadership skills
Supervisory skills Managing conflict in the workplace
Handling difficult people Assertiveness and coaching skills
Any negative conflicts or situations need to be managed immediately and appropriately - they can often increase in severity quite quickly.
MANAGE DIFFICULTIES INTO POSITIVE OUTCOMES
Where there are high levels of conflict in a workplace, it is likely the
workplace itself is not functioning in an effective or productive
manner. Some situations which could be considered difficult
and could create conflict include:
Conflict between staff members that is not addressed immediately
New technology implementation and staff members are not fully training in
how to use it
Under staffing creating the need for some staff members to work long hours
Bullying or harassment in the workplace that is not addressed immediately
Unclear goals and direction
Personality issues
Budget restraints
Resource availability
MANAGE DIFFICULTIES INTO POSITIVE OUTCOMES
As a direct result of the above mentioned situations, the following can
occur:
• Customer complaints may rise
• The organisation may lose customers
• Staff turnover may increase
• Staff will be less motivated to work
• Staff will no longer feel loyalty towards the organisation
• Staff will begin to operate in less ethical ways
• There will be increased conflict between other staff members and
management
• Inconsistency in job role and job function definitions
• Staff members will not be working in alignment with mission and vision
statements
MANAGE DIFFICULTIES INTO POSITIVE OUTCOMES
Managers must learn to deal with conflict or difficult situations in an
appropriate and fair manner to everyone involved. People may
have conflict with others for a variety of reasons, and some of
these reasons are:
• When we meet someone, they may have been having a bad day
which sets the scene for how we react to them in future
• We may be reminded of someone we dislike already
• We have a gut feeling and just don’t trust them
• We perceive them as unfriendly
MANAGE DIFFICULTIES INTO POSITIVE OUTCOMES
An effective manager needs to ensure that they guide their staff
members to help resolve any conflict or difficult situation as soon as
is feasible to do so. Some of the ways in which they can do this
include:
• Providing coaching to staff
• Encourage staff member to act as mentors to other staff
• Further training
• Providing sessions on conflict resolution
• Offer relevant training on legislation
• Provide regular meetings to encourage staff to communicate
REGULARLY REVIEW AND IMPROVE WORKPLACE
Workplace outcomes relate directly to productivity and output of
work produced by staff members. Benchmarking and providing
standards are a good way to measure whether or not work goals are
being achieved and results are as expected. Once a manager has a
benchmark with which to set the standards, they can compare
outputs based on:
• Quality of work produced
• Cost to produce the work
• How many units have been produced or what service is being
offered
• The time it has taken to produce the units/ service that is being
provided
REGULARLY REVIEW AND IMPROVE WORKPLACE
Managers can develop -> Performance Management Plan (good
way to check for consistency in the job function)
Þ Check on work output and quality
Þ Referred to Performance Review and Performance Appraisals
Most PMP programs will give the staff a considerable amount of
input whereby they can rate themselves first and their manager
will then agree or disagree, based on their performance (can
incorporate development objectives)=> Reviews.
These reviews are an effective way for managers to be able to give
staff members’ feedback. When a review is done properly, it can be a
very powerful tool to help motivate staff.
REGULARLY REVIEW AND IMPROVE WORKPLACE
Within any organisation there are procedures relating to how
employees are monitored in terms of work performance, Performance
Management Plans or Reviews will be one of these.
Continuous improvement practices that can be implemented =>
Increase staff productivity and encourage staff development
An effective continuous improvement process is one where everyone
in the organisation gets involved. By involving all staff, they are given
an opportunity to take ownership and responsibility for the
continual improvement within the organisation.
Open and honest communication by way of transparency in
dealings with staff is a good way to get feedback on the
process itself.
REGULARLY REVIEW AND IMPROVE WORKPLACE
Staff members need to be aware of the processes, changes to
procedures and any other changes that can impact their jobs or
job roles, and can be advised by any of the following means:
- Company face-to-face meetings
- Emails
- Blogs
- Newsletters
- Regular conferences
- Tele-conference or video conference
REGULARLY REVIEW AND IMPROVE WORKPLACE
Feedback needs to be sourced from relevant staff to ensure that
performance is monitored and the information collected and collated
is utilised to the best advantage of the organisation.
Feedback can be obtained in any of the following ways:
- Questionnaires
- Surveys
- Anonymous staff surveys
- General feedback forms
- Suggestion boxes
- Brainstorming sessions
- Meetings
MANAGE POOR WORK PERFORMANCE
When employees are not working to the standards expected by the
company, it could be for a number of reasons:
- Lack of job knowledge
- Lack of confidence in their ability to perform the job
- Personal issue at home/in the workplace
- Conflict with other staff members/with management
- Financial problems
- Drug and alcohol or gambling problems
- Divorce or illness
- Inability to cope with job stress
MANAGE POOR WORK PERFORMANCE AND CONFLICT CONSTRUCTIVELY
When any of issues are present in the workplace or with an
employee, a manager needs to take action.
If it is a personal issue out of the control of the manager, perhaps
the employee can be given some time off work, leave without pay,
take some annual leave, or be referred to a counselling service
or another specialist service that can help.
Organisations offer Employee Assistance Programs (EAP) where
employees can utilise free counselling if required.
If the issue is work related, the manager needs to take immediate
action to attempt to rectify the problem to prevent it from escalating
out of control.
MANAGE POOR WORK PERFORMANCE AND CONFLICT CONSTRUCTIVELY
Managers have a responsibility to their staff to make sure that:
Issues that need resolution can be resolved in a confidential and appropriate manner
Support services are available if and when required
They offer performance counselling to their staff when appropriate
They detect any issues and stop or control them before they get out of hand
They are fair when dealing with situations related to their staff
They agree on future actions with staff members
Some of the ways in which a manager can offer performance counselling to staff include:
- Maintaining confidentiality at all times
- Performance manage the staff member
- Document meeting discussions
- Follow-up on all conversations and meetings
For more details, please refer to the eBook.