ADMN 2010H Chapter Notes - Chapter 9: Difficult People
21 Feb 2017
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Chapter 9 developing people with coaching, delegation, and deliberate. One-on-one interaction between a manager and a person being coached for the purpose of helping the individual improve and enhance his or her organizational contribution and career. The coach(cid:495)s role is to actively listen, observe, question, and provide feedback. Just like sports coaches, managerial coaches develop players and the team as a whole to win. Clarify what results and performance outcomes are needed. Communicate feedback based on an accurate assessment of performance. Develop a working relationship based on mutual benefit and trust. Know the junior manager(cid:495)s strengths and weaknesses. Understand the context, pressures, and demands of the junior manager(cid:495)s job. Support the junior manager in solving work problems. Help the junior manager prioritize and stay focused. Traditional management: telling followers what to do, directing and controlling their behaviour, acting as an authority figure to meet immediate task needs.
