tailieunhanh - Golf and the game of leadership 19

Golf and the game of leadership 19. Sách tham khảo học hỏi kỹ năng tổ chức lãnh đạo. Trong cuốn sách này, Bill Haupt, cựu quản lý điều hành phát triển tại General Motors, một người bạn lâu năm và đồng nghiệp, cung cấp đầu vào, cái nhìn sâu sắc. Ông là một niềm vui để mọi người làm việc với, một''lãnh đạo thực sự,''và rất con người. Ann và Bill tham gia từ đầu đến cuối trong thực hiện cuốn sách có giá trị, dễ đọc, và thú vị này | 170 Golf and the Game of Leadership is needed. It also tells people someone cares how they are doing and that what they do is important. By the Numbers The management of a large manufacturing unit was concerned about increasing production and quality problems. They determined that the cause was a high level of both tardiness and absenteeism. Supervisory efforts to get people to show up for work were largely ineffective. Punishing tardy employees caused them to not come to work at all if they were going to be late. They would rather turn around and go home than be punished. A young supervisor recently returned from charm school a leadership class asked his boss if he could try using a basic feedback technique he had learned in class to reduce the absences. The boss said yes with the usual caveat you can t spend any money. The supervisor obtained some large sheets of chart paper. He began to write two numbers on a chart taped to a support column in his department. Each day the numbers changed. He said nothing to the employees about the chart. After a few days an employee asked what the numbers meant. The supervisor told him that one was the number of good parts produced in the department the previous day and the other the number of employees who showed up on time that day. Word about what the numbers meant soon got around the department. Employees were seen checking the chart. One employee observed Look when more people are on time for work our production and quality numbers go up. Soon it became a game for the employees. They encouraged one another to be on time so they could see if they could continue to make the production and quality numbers go up. In a few weeks employees in the next department asked to post their information. Soon all the departments had posted their performance feedback charts and enjoyed competing with each other to see who could perform the best. The young supervisor had removed the curtain across the Provide Constructive Feedback 171 .