11.3 Too nosy...

One of my bosses is a little nosy and wants to know everything about everyone. She always asks me personal questions such as: salary, who we voted for, who we're dating, etc. I think she's just trying to be friendly and thinks that by discussing personal information, she can get close to us. It's always an awkward situation for me because I know that she expects an answer, but at the same time I don't feel comfortable sharing this information with her. I wish I could just tell her that I don't want to share information with her sometimes, but she's also the controlling type and I know she will take it personally. So it's a difficult issue. Managers need to make sure that their actions don't make employees feel uncomfortable and that they're not overstepping their boundaries.

11.2 Motivating workers during hard times...

With the economy being so down right now, it's certainly difficult to keep employees' spirits up and to keep them motivated. We were recently told that we may not get our big bonuses and salary increases this year and that's definitely the last thing anyone wants to hear. In times like this it's important for managers to make an extra effort to keep their employees motivated. There was a recent article in the WSJ that discussed this as well. The article mentions that that managers tend to criticize employees during tough times because they are under so much pressure to perform well. However, managers should try doing the opposite. They should provide recognition and encouragement. Communication is also important in times like this. Of course, everyone is worried about their jobs and management can make an effort to communicate that everything will be ok, etc.

11.1 I hate performance reviews!

Our company has decided to do 360 reviews this year and I do not like it! The reviews are to be done online and I am required to submit a review for myself, two colleagues, and my boss. The process overview indicated that comments would be compiled and included on a report verbatim, which would then be given to our boss. Of course, if my boss can see comments verbatim then she would be able to figure out who said what. So my frustration is that I cannot give honest feedback for fear that it would be traced back to me. I also know that my feedback probably doesn't matter.

There was a recent blog on the Wall Street Journal website that discussed why performance reviews do more harm than good and I really agreed with it. Yearly performance reviews are a waste of time because they often reflect your most recent performance. Often the good things and hardwork done at the beginning of the year are forgotten and a recent mistake can hurt your review. I also think that performance reviews contradict teamwork. Shouldn't the emphasis be on how the team performed as opposed to how the individual performed? The WSJ blog suggests that bosses should get together with their employees several times over the year to discuss goals and progress - known as "performance previews."

Our 360 reviews are a series of survey-like questions and rating scale of 1 to 5. I don't think employees should be rated this way, and one set of questions and ratings may not fit every employee. Managers should sit down with their employees and provide actual verbal feedback and encourage discussion. To me, performance reviews do the opposite of what they should: lower morale and discourage communication.

9.5 Degree of Change

Pages 323 through 327 discusses the dimensions of change.  I think that the degree of change can sometimes be the biggest factor.  As the book points out, first-order changes happen almost every single day and most people find a way to deal with it.  First-order changes are expected and people find it easier to adapt.  Second-order changes such as lay-offs are much more difficult for people to handle because they are unexpected.  Second-order changes can disrupt the system and create uncertainty, which makes it harder for employees to adapt to.  Of course, there will always be those who resist change regardless of the degree of seriousness.  

Although change does not have to be negative, it is sometimes perceived as negative initially until the benefits are seen.  We were recently told at work that there would be some changes in our budget due to the economy.  Our company takes its employees on a ski trip every January and this trip has been cancelled for 2009.  This change has been extremely difficult for most of us to accept.  Although this is probably the best decision for the company in the long run, it's being met with resistance.

9.4 Making organizational change a success...

On page 328, there is a discussion on what makes organizational change successful. This section highlights the importance of looking at the initial goals of the change and the unintended consequences. At the company I work for, there had previously not been an HR department. This year a new HR department has been implemented with 3 or 4 new employees and it has not been a big success so far. I think one of the major problems is that the intended goals of establishing an HR department were not communicated properly. Before the HR department, there were several employees that took care of the HR functions and now these employees feel like their responsibilities have been taken away. Their morale has been low and there has been some feelings of resentment. I think some of this could have been predicted and handled better, instead of the poor way in which it is being handled right now. There have been other unintended consequences and most of company has been showing resistance to these changes. Although it may be too early to judge the success of this change, so far it has not been going well because goals and consequences were not properly assessed or communicated.

9.3 Technology changes everything...

I never knew an organization existed just to teach those above the age of 55 how to use computers -- that's great! Box 11.3 discusses the changes that the organization SeniorNet must cope with. Any change in society affects organizations and people and everyone must make adjustments. I think ever since technology took over, all organizations and people have been forced to rapidly adjust and adapt to all these new technologies. Technology has changed many things in organizations; employees and managers alike must be open to these changes. There are still people that insist on doing things the "old-fashioned way" and it's not beneficial for the organization because there are more efficient ways of doing things now. For example, one of my co-workers still insists on filing everything as hardcopy papers instead of scanning and saving. It's a waste of time to go through her files and dig out documents. So I think in cases like this, companies should step in and make a rule and insist that the new method be adopted.

9.2 Managing Conflict

I really like how our authors emphasize that there is no one best style for managing conflict on page 291.  This is very true and it highlights the importance of a manager being able to adapt to the situation.  I think managers that approach every situation with the same style and outlook will run into trouble.  It is especially important that when there is conflict, the manager is able to adjust to the situation and use the appropriate approach to deal with the situation.  Box 10.7 shows five basic styles for managing conflict and a manager may have had to use every one of these styles at some point in their careers.  I think a successful manager should be able to identify the type of conflict and use the appropriate approach.  I see managers trying to use power and authority when they are faced with difficult situations and this may not always be the best approach.