Coaching for Improved Work Performance, Revised EditionManaging employees in today’s rapidly evolving workplace can sometimes feel like negotiating a minefield. Such recent new trends as flextime, telecommting, 360-degree feedback, the flattening of hierarchies, and the increased use of temps and contract workers present tough new challenges for supervisors in every field. This timely, completely revised and updated edition of Ferdinand Fournies’s classic management coaching "bible" shows you proven ways to get workers to perform at the highest level while eliminating the self-destructive kinds of behaviors that have become increasingly prevalent in recent years. In this book, you’ll be taught specific face-to-face interventions you can use to enhance performance in every kind of workplace situation--from sales to creative brainstorming. There are also interventions uniquely suited to resolving problems ranging from low productivity to absenteeism to conflicts between individuals. You’ll learn precisely what to say and do so that each person you supervise will want to give you his or her best work--even when that person was previously thought to be a "problem employee." Packed with brand-new case studies from Fournies’s latest research into the dynamics of the modern workplace, this classic guide takes all the guesswork out of becoming the kind of inspired, "hands-on" manager that every company today is looking for! |
Contents
Chapter 1 Why Managers Fail as Coaches | 1 |
Chapter 2 So What Does All This Mean? | 12 |
Chapter 3 MotivationThe Theories You Can and Cant Use | 29 |
Copyright | |
13 other sections not shown
Other editions - View all
Coaching for Improved Work Performance, Revised Edition Ferdinand Fournies No preview available - 1999 |
Common terms and phrases
action agree alternatives answer appropriate assigned assume attitudes behavior modification believe boss bowling called coaching analysis coaching discussion coaching process communication complain conse containerized correct employee knows employee's example expect failing failure feedback FERDINAND F finished fire follow-up Frederick Herzberg frequently George Kelly give going guess happens Herman hire human resource idea important improve influence Jack late learned lifeboat logical look machine manager's mance ment motivation negative consequences nonperformance obstacles occur okay old product people's percent performance problems personal problems Pete positive consequence positive reinforcement priorities problem employee psychologist quences question reason recognize reinforcement reports response self-destructive behavior selling the old seminar solutions someone sounds specific step stop successful supposed talk tell termination of employment Theory Y things thought transmission tion told unsatisfactory performance week worker workstation wrong yell