Conceptual skills refer to the ability of a manager or supervisor to view the organization as a unified whole, while also understanding how each part of the overall organization relates to other parts . Lots of luck. lol.
Human relation and relations skills are “people ” skills . “People who like people are the luckiest people of all”. These “management h.r” . or ” human relations skills” involve the manager’s ability to work effectively with and through people. They involve communicating with . leading and motivating workers to accomplish assigned activites. In addition they involve the ability to interact with superiors and others outside the immediate department or work area.
Human relations skills and the skillset can be said to be the ability of managers to work with and through people . In communicating , leading and motivating workers to accomplish assigned activities.
The ability to create a work environment in which organizational members will contribute their best efforts to achieve objectives is a crucial managerial skill at each level.
A guy phones up his Boss, but gets the bosses’ wife instead.
“I’m afraid he died last week.” she explains.
The next day the man calls again and asks for the boss.
“I told you” the wife replies, “he died last week.”
The next day he calls again and once more asks to speak to his boss.
By this time the wife is getting upset and shouts, “I’VE ALREADY TOLD YOU TWICE, MY HUSBAND, YOUR BOSS, DIED LAST WEEK! WHY DO YOU KEEP CALLING?”
“Coz,” he replied laughing, “I just love hearing it…”
Sphere: Related ContentWhen you’re in a job that makes you unhappy, it can be easy to start thinking about making a move elsewhere. Maybe the work’s not as fun any more, or you’re not advancing when you should be. While there are plenty of good reasons to leave, there’s one that shouldn’t enter your mind: Not liking the people you work with, even if it’s your boss.
It doesn’t seem like something you’re likely to be able to get past. You deal with them every day. But don’t think that you can go to a new job that will be jerk-free.
The jerks of the world follow you around. Remember how there were people in school you didn’t like? And then in college there were people just like them? And then your first job, you get a new set of people, most of whom you like, but some are jerks, too? They are everywhere. What’s more, they move around. You can be in a perfectly swell department, with a great boss and great co-workers, and out of the middle of nowhere - some horrible racist comment or worse! In comes some socially stunted goober that screws it all up. Or who can’t code his way out of a paper sack. Or maybe your boss decides to take off and gets replaced by some micromanager who calls you Imagine working at a worse place. Yes it can get worse. Imagine you are working as a slave at Bosh Auto. Never get paid. Labor board sides against you. Or you have 27 years at Chrysler - a union guy - you come off of disability, 1 year to go for pension. Company screws you.Union screws you - tells you to shove off, Lawyer screws you - instead of the 60 % he bargains down to 40 %. You have to sell you house and van. Bank will not give you a loan as the mortgage, taxes and hydro take all. Wally ” everyone f…. me “!!It’s not that so much that Michael Scott is a terrible boss, but that he’s allowed to keep his job in the face of his egregious shortcomings. Michael has problems, but the company doesn’t care, or doesn’t seem to care. You take pride in your work, but why doesn’t the company show the same pride?
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Sphere: Related Contentjust got back from lunch with my friend Doug Jacobs.
Doug just got another promotion. He works for a software company in Indiana, and over the last 14 years, he’s had a wide range of jobs. For the first seven or eight years, Doug was in business development and sales. He handled the Microsoft account for a while, flying to Redmond, Washington, every six weeks or so. It was hard on his family, but he’s really focused — and really good.
Two years ago, Doug got a huge promotion. He was put in charge of his entire division — 150 people, the second-biggest group in the company. Doug attacked the job with relish. In addition to spending even more time on the road, he did a great job of handling internal management issues.
A month ago, for a variety of good reasons, Doug got a sideways promotion. Same level, but a new team of analysts report to him. Now he’s in charge of strategic alliances. He’s well-respected, he’s done just about every job and he makes a lot of money.
So, of course, I told him to quit.
“You’ve been there a long time, my friend.”
Doug wasn’t buying it: “Yes, I’ve been here 14 years, but I’ve had seven jobs. When I got here, we were a startup, but now we’re a division of Cisco. I’ve got new challenges, and the commute is great –”
I interrupted him before he could go on. I couldn’t help myself.
Doug needs to leave for a very simple reason. He’s been branded. Everyone at the company has an expectation of who Doug is and what he can do. Working your way up from the mailroom sounds sexy, but in fact, it’s entirely unlikely. Doug has hit a plateau. He’s not going to be challenged, pushed or promoted to president. Doug, regardless of what he could actually accomplish, has stopped evolving — at least in the eyes of the people who matter.
If he leaves and joins another company, he gets to reinvent himself. No one in the new company will remember young Doug from 10 years ago. No, they’ll treat Doug as the new Doug, the Doug with endless upside and little past.
Let’s look at it from the perspective of evolution: Species that evolve the fastest are the ones that don’t mate for life. By switching mates, swapping genes with someone new, you continually reshuffle the gene pool, making it more likely you’ll create something new and neat and novel and useful.
Our parents and grandparents believed you should stay at a job for five years, 10 years or even your whole life. But in a world where companies come and go — where they grow from nothing to the Fortune 500 and then disappear, all in a few years — that’s just not possible.
A man says he was unjustly fired after spurning the advances of his boss - who bared her breasts to him repeatedly, tried to touch his genitals and offered to help him quit smoking by substituting “real” kisses for cigarettes, according to a blockbuster lawsuit. “She’d leave [her blouse] unbuttoned lower than the cleavage area,” said José Carrion, 46, who has a common-law wife and two kids. “Basically, keeping herself on display.”
Carrion says that his former supervisor, Rose Medina, kept propositioning him while he worked as a chief technician for Bronx River Nephro-Care, a kidney dialysis unit, from November 2006 through May.
“Although [Carrion] told Ms. Medina that her actions made him feel extremely uncomfortable, Ms. Medina refused to stop,” says Carrion’s lawsuit, filed at Bronx Supreme Court.
After Carrion filed a sexual-harassment complaint in April, he says Medina “became more aggressive in exposing her breasts” by lowering her neckline.
He says she tried to touch his private parts in January. Carrion recalls Medina put him in a bear hug, put her hands on his chest, placed the side of her face on his back, and proceeded to slide her hands toward his genitals.
Carrion says he grabbed Medina’s hands and exclaimed, “What are you doing?” to which the supervisor replied: “It’s just that you are so big,” the papers say.
Opening her arms to pull away, Carrion says he told Medina he wasn’t interested in anything but a professional relationship - to which she said, “Don’t be silly.”
And in February, Carrion says Medina told him she’d give him a “real” kiss every time he did not smoke a cigarette.
Carrion is seeking an unspecified amount of damages from Nephro-Care, for sex discrimination, which he says caused him to suffer humiliation, embarrassment, lost wages and benefits, as well as other injuries. A request for comment from Nephro-Care went unanswered.
In May, Carrion says he gave 30 days’ notice of his resignation but was fired the following day by the medical director, who told him, “Company policy is that you get terminated for making sexual-harassment complaints,” according to court papers.
Just as the working poor may not be fooled by management on the ” work is wonderful” routine , many are t trapped in jobs that are demeaning and / or physically harmful. Imagine the workers who are trapped in coal mines and coal mining jobs.
Just tell the former asbestos worker dying of cancer that his job was a loving provision from an all wise God , and he might be entitled to tell you to screw off. Far too many other workers who have been poisoned on the job by toxic substances, sickened by radiation, maimed by machines , sexually harassed or discriminated against by coworkers, management or their boss or supervisor. All in all is an abusive high stress level situation of disregard for human life and values.
Sphere: Related ContentIn singing the praises of work and calling it first class service to God it is a little like telling little children ( or employees as well as that of slaves) that liver and brocoli are good for you . It is hard to be convincing and truthful at the same time.
People in difficult work situations find the work is wonderful idea similarly very hard to swallow. Many single women in today’s work force are trying very hard to maintain a home while they work long and longer and still longer hours slaving away outside the home for low wages - often described as “Mc Jobs”. The interesting thing to note is that Mc Donalds is now held up as a very good exployer with good working conditions and management. Imagine what the other employers / abusive slave drives have come to. Despite all their efforts these workers / mothers / spouses / homemakers / slaves / abused employees under incompotent bosses still cannnot afford decent housing , food and medical care for their families.
More and more men are also part of the “working poor”. They hold full- time jobs but still cannot make ends meet.
Sphere: Related ContentChrysler LLC is discouraging white-collar employees from applying for jobs at former parent Daimler AG or its Chrysler Financial unit in a bid to keep jittery workers from leaving the automaker during its transition under a new owner and a new chief executive.Requests to interview for positions at Chrysler Financial and other Daimler units, including Mercedes-Benz USA, “are currently not advised,” Rita C. Rinner, Chrysler’s manager of global staff, wrote to senior Chrysler employees Monday in an e-mail obtained by The Detroit News. “Any exceptions must receive prior approval and should be channeled through HR.”
While the note was sent to senior-level employees and aimed primarily at them, the directive applies to all white-collar employees and their staffs.
The move came the same day new parent Cerberus Capital Management LP announced it had named former Home Depot chairman and CEO Bob Nardelli chairman and CEO of Chrysler, replacing Tom LaSorda, who will remain as president and become vice chairman. Cerberus’s $7.4 billion purchase of Chrysler was finalized Friday.
Nardelli is known for aggressive cost cutting and has vowed to quickly improve efficiency at Chrysler. His hiring has prompted nervousness among some employees, who took note of his record of cutbacks at Home Depot and General Electric Co. Nardelli earned his management stripes at GE, then moved to Home Depot after losing out on the top job at GE.
Chrysler spokesman Jason Vines said the “moratorium” is temporary and motivated by Chrysler’s status as a company in transition.
“Hold still,” he said. “We have a lot of other things to worry about. We are a new company with a new boss. Let’s get through the next few months.”
Dave Elshoff, another Chrysler spokesman, said the memo was aimed largely at people in the financial and accounting departments at Chrysler. “The idea is to build some stability while we are in a transition period,” Elshoff said. The move is to “hold them to their current responsibilities until we get through the beginning of the new Chrysler.”
The e-mail said exceptions to the policy could be made “when there is a good business reason to do so,” such as when a department must cut a job and an employee wants to leave. Also, employees “not succeeding in their current assignment” could pursue a job that “is a better fit” at Daimler or Chrysler Financial, Rinner wrote.
The transition is moving quickly at Chrysler.
Nardelli will take LaSorda’s old office at the top of Auburn Hills headquarters. LaSorda will move into the office of Eric Ridenhour, who was chief operating officer until he resigned Friday.
Nardelli returned to a family vacation in Mexico after the announcement Monday. LaSorda had delayed the start of a vacation in California meant to celebrate his 30th wedding anniversary. Both will be back at work next week.
On Monday, Chrysler also announced it had promoted a long-time financial employee, Ronald Kolka, to chief financial officer. Chrysler has made accounting and cash management a key priority under Cerberus. LaSorda said Monday that the firm instituted “daily cash” accounting after Cerberus announced it had agreed to buy 80.1 percent of Chrysler in May.
Daimler, said spokesman Han Tjan, had no policy barring Chrysler staff from applying for jobs. “We don’t have a policy of discriminating,” he said. “We try to get the most suitable employee.” Daimler, which retains 19.9 percent ownership in Chrysler LLC, wants to maintain a “collegial” relationship with Chrysler, Tjan said.
“From a collegiality standpoint, you wouldn’t try to poach key people from each other, but I think everybody would look for a mutual solution” if someone wanted to move from one company to the other, Tjan said.
Human resources experts questioned whether Chrysler would be able to enforce its requirement that employees seek prior approval.
Dave Ulrich, a business professor at the University of Michigan, said the memo could lead to good employees leaving. “What they need to do is create a clear process for dealing with all employees,” Ulrich said. “In the face of employment ambiguity, bad thing happen. The best employees who have choices elsewhere, leave and take jobs with another firm.”
“It behooves leaders to design a clear process for jobs and to communicate and then over-communicate what is happening to employees. If talented employees walk out the door, Chrysler is in trouble.”
You can reach David Shepardson at (202) 662-8735 or dshepardson@detnews.com
It was after all a poor business decision and choice that i would not of preferred in any management sense. Is there a profit ?
Is three money or time to be made ? I do not consider it work , profit or management expertise lost. Apart from the biblical principles that affirm the good inherent value of work and proper management I would believe that my jerk boss- god in his own mind dressed up the garden of eden all for himself and god’s visions.
“The Lord Shall Reward Everyone for Whatever Good He or She Does ”
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Because God and righteous you cannot do good work to God’s garden and not get paid : “God is not unjust : he will not forget your work and the love you have shown him as you have helped his people and continue to help them ( Hebrews 6:10).
While this verse speaks directly about work done on behalf of Christian brothers and others , the principle applies more broadly . Paul makes it clear in Colossians 3:23-24 that any good work we do , no matter what the circumstances serves God and will be rewarded by God.
This principle can help you. If you recently have “lost” more than three months of diligent labor it may just appear as payments to you or money that you can borrow from your jerk boss.
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We all know that employees and bosses have two different perspectives when it comes to work. Bosses want productivity while employees want higher pay. Despite these natural differences in the workplace many employers and employees have good relationships. These relationships happen because bosses are willing to treat their employees fair and give them the tools they need to succeed.
Leadership IQ who is a strong provider of leadership skills and training conducted an interesting study of approximately 7,200 executives, managers and employees. Their findings may actually shock some business executives on how low they actually rank with their employees.
Trust of Management is an Issue:
Trust of Executives: 20% of the people surveyed trusted their executive management, 36% only mildly trusted them and another 44% didn’t trust them at all. That means that nearly half of all employees did not trust the motives of their executives, their skills and their ability to treat people fairly. The country lacks great leaders and this phenomenon plays out in our corporate world.
Trust of Manager: 34% of people strongly trust their boss, 35% mildly trust their boss and 31% of people don’t trust their boss. Middle managers fare better then their executive management when it comes to employee trust. Thus these employees are more likely to work with and work harder for their bosses.
One of the major reasons why employees trust their direct boss more than they trust the executive management is because they have the ability to work with them on a regular basis and see their human side. Thus proximity helps people to trust other people’s motives. Yet even with this close proximity many managers and executives have not earned the people’s trust.
When employees don’t trust their bosses they aren’t loyal. 32% of all employees say that they will make a decision to keep working for the organization or leave the organization based on whether or not they trust their bosses. Thus resentment can either lead to high turnover or it can lead to accomplishing great things.
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Jerk Bosses I Have Known
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