MGT274 - Week Five

1. MGT274 Basic Supervision
Week Five
Building and Developing Teams

2. Problem Employees – Discipline
 Discipline
 Actions taken with the purpose of correcting problems and improving performance
 Punishment
 Actions taken with the purpose of causing pain or embarrassment to someone in
retribution for some perceived error

3. Problem Employees – Discipline
Guidelines for Effective Discipline:
 Do not wait to act
 Focus on learning about and resolving the issue at hand
 Keep emotions in check
 Make it a private matter
 Be consistent in administering discipline
 Keep a record of disciplinary actions taken and the basis for the discipline

4. Problem Employees – Discipline
Positive Discipline:
 Effective discipline should end problem behavior as well as prevent problems from
occurring
 Make sure employees know the rules
 Make sure employees understand the consequences.
 Supervisors should create conditions under which employees are least likely to
cause problems
 Be aware of and responsive to employees’ needs and ideas
 Discipline problem behavior but also reward desirable kinds of behavior
(Remember….Skinner?)

5. Managing Conflict:
Cost of Conflict
According to Cloke and Goldsmith (p. XVI, 2011), employees at all levels spend 20
percent to as much as 80 percent of their time resolving or “dealing” with conflict.
 Let’s quantify the costs of conflict…
 Average % of Time Spent: ~35%
 Hours Scheduled per Week: 40
 Number of hours per week spent: 14
 Average Salary: $40,000 per year
 Cost of Conflict (per year, per person): ~$14,000

6. Managing Conflict

7. Conflict to Collaboration
 Ignore: We could put off doing anything at all.
 Win-Lose: We may choose to exert control and “win” over our opponent.
 Lose-Win: We may choose to acquiesce and “give in” to the other person.
 Lose-Lose: We could agree on a compromise, where both parties give something
up.
 Win-Win: We could choose an option where those involved in the conflict work
together to discover a win-win solution—a collaborative solution.

8. 10 Strategies for Resolution
 Understand the culture and dynamics of conflict
 Listen Empathetically and Responsively
 Search beneath the surface for hidden meanings
 Acknowledge and reframe emotions
 Separate what matters from what gets in the way
 Solve problems paradoxically and creatively
 Learn from difficult behaviors
 Lead and coach transformation
 Explore Resistance and Negotiate Collaboratively
 Mediate and Design Systems for Prevention

9. Training and Development
 https://www.youtube.com/watch?v=K51VfNZTZsA
Group Discussion:
What motivates you at work?
 Break into groups
 Discuss and come up with at least 5 things that motivates or would motivate you
(write down all motivators, and then decide your top 5 as a group)
 Share with the class

10. Benefits of Employee Training & Development
Boosts Employee Retention
 When team members feel your company is investing in their careers, they are more likely to stay.
Develops a Strong Leadership Pipeline
 Training and developing talent also touches senior leadership. 89% of executives rate the need to
strengthen, re-engineer and improve organizational leadership as a priority
 More than half said their organizations weren’t ready to meet current leadership needs
 Training…
 Helps grow employees from within
 Develop strong future leaders who are invested in the company
 Nurtures succession pipelines
 Helps promote exceptional talent from within the organization.
Increases Productivity
 Learning new technology and skills sparks innovation and new ideas.
 High-performing companies spend more on learning and development.
 Training can also help employees perform their current jobs more efficiently, improving productivity
and performance.

11. Effective Learning and Development
 Identify Skill Gaps – Most training requests start with a problem.
 Select the Appropriate Training Methods –the subject matter isn’t the
only item to consider. The training method also affects their retention and
ability to implement newfound skills.
 Considerations also include budget, location, the number of students
 Internal Training Methods
 Traditional Instructor-Led (ILT) - traditional classroom setting (internal)
 Cross-Training, Job Shadowing, Mentoring, Guest Speakers/Experts, etc.
 Online LIVE training courses
 Custom Training – Internal or external custom training built from the ground
up.
 On-Site & Private Group Training (PGT) – Consultant-led onsite training
 Online ANYTIME training courses

12. Effective Learning and Development
 Measure the Results – The best way to demonstrate the value of an employee
training and development program is to show training ROI.
 Assess and improve (continuous improvement)
 Follow-Through on Action Items – Success hinges on the debrief.
 Make sure employees take time to process what they’ve learned.
 What are the takeaways?
 What questions do they have?
 What are the action items they’re going to implement as a result?
 This step ensures employees follow through and apply what they’ve learned.
 Make Learning & Development Part of the Company Culture
 Employee training and development programs go beyond offering a few classes
 Weave it into your company culture
 Involve every level in the organization
 Promote and market training opportunities

13. Effective Learning and Development:
Other Considerations
 Start employee development before it’s necessary
 Align with overall business goals
 LISTEN TO YOUR EMPLOYEES!!!
 What do they need?
 How do they best receive information?
 What do they take away from training?
 When do the learn best?
 What else????

14. Employee Selection

15. Entitlement
 What role does entitlement play in obtaining employment following graduation
from college?
 Why do students believe they are entitled to employment?
 Why do employers believe they are entitled?
https://www.youtube.com/watch?v=8cPuH8jg5nQ

16. Supervisor’s Role in
Employee Selection
 In small organizations, a supervisor may have great latitude in selecting
employees to fill vacant positions.
 Some organizations have formal procedures that require human resources to do
most of the work, with the supervisor simply approving the candidates
recommended.
 Supervisor should be clear about what jobs need to be filled and what kind of
people can best fill those jobs.

17. Job Description & Specification
Job Description:
A listing of the characteristics of a job, including the job
title, duties involved, and working conditions
Job specification:
A listing of the characteristics desirable in the person
performing a given job, including educational and work
background, physical characteristics, and personal
strengths (i.e., Knowledge, skills, abilities)
https://www.youtube.com/watch?v=Zr6cnQfDtjk

18. Job Description & Specification

19. Recruitment
 Recruitment
 A process of identifying people interested in holding a particular job or
working for the organization
 Recruitment Processes
 Internal Processes
 External Processes
What processes does your company use to internally and
externally recruit?

20. Recruitment – Selection Process

21. Recruitment – Selection Process
Screening Process:
Review the applications and resumes to screen out
candidates who are unqualified or less qualified than
others.
Usually done by the human resources department
Compares resumes with the job description
Does not usually screen out a person recommended by the
supervisor

22. Recruitment – Selection Process
 Interviewing Candidates:
 Objectives of the interview:
Assess each candidate’s interpersonal and communication skills
See whether the supervisor and employee are comfortable with one
another (Goodness of Fit)
Learn details about the information the candidate has provided on the
application or resume (Verify)
Allow the candidate an opportunity to learn about the organization
Does your company have other objectives?

23. Recruitment – Selection Process
Preparation for an Interview:
Review the job description
Review the applicant’s resume or job application
Arrange for an appropriate interview location
What have you done to prepare for an interview you
conducted?

24. Recruitment – Interview Process
How can you make the candidate more
comfortable?

25. Recruitment – Interview Techniques
Structured Interview
An interview based on questions the interviewer has
prepared in advance
Unstructured Interview
An interview in which the interviewer has no list of
questions prepared in advance but asks questions on the
basis of the applicant’s responses
https://www.youtube.com/watch?v=M0zyf05GlIg

26. Recruitment – Selection Process
Background and Reference Checks:
Many resumes and job applications contain false
information:
Former employers and length of employment
Past salaries
Criminal records
Why is it important to verify information and do
background check on applicants?

27. Recruitment – Selection Decision
The final decision of whom to hire is usually up to the
supervisor
Supervisors should consider not only the technical
requirements of the job itself but also such strengths
as the employee’s enthusiasm and desire to
contribute to the team

28. Job Offer
Once you have decided on your ideal candidate it is time to lock it up with a job offer. In
order for a job offer to be effective it should at a minimum contain the following:
 Job Description: Review the job description. Make sure the candidate and you are on
the same page.
 Speed: Once a candidate is selected don’t waste time thinking about it. Make the offer
quickly. Remember that candidate may also be getting an offer from your competitor.
 Competitive Compensation Package: Don’t be cheap. Offer the going rate for both
salary and benefits. Too small an offer may cause the candidate to look
elsewhere.
 Written and Oral: To avoid confusion back up an oral offer with a written one. The
written offer should also contain the duties of the position.

29. Job Offer
Help, Guidelines and Templates:
 https://www.indeed.com/hire/c/info/how-to-write-a-job-offer-letter-email
 https://www.indeed.com/hire/c/info/job-offer-letter-samples
 https://www.thebalancecareers.com/job-offer-letter-2061695

30. Midterm Assignment
Two Parts
a) Write a job description for the position of Quality Assurance Manager. This
position will have 10 hourly team members reporting to the manager. Research this
position and list a minimum of 5 duties the manager must be able to perform.
Include educational requirements, determine experience necessary.
b) Write a formal job offer for the position of Quality Manager. Offer must include at
a minimum, job title, duties, salary, dress code, company drug policy, and benefits.
Due Week Six