There is no doubt that the pace of work everywhere has increased. We’re all expected to do more in less time. So what do you do if you have a tortoise on your team? How do you diagnose why he takes so long to get his work done? And how do you then help him understand the importance of picking up the pace — and support him in doing so? What the Experts Say Find the source of the sluggishness Set clear, specific expectations Eliminate roadblocks and hurdles Avoid weaponizing data Divide large assignments into smaller ones Find projects they enjoy Don’t forget to offer feedback Principles to Remember Do:
Don’t:
Case Study #1: Support your perfectionists and look for time-saving tools “Our ‘tortoise’ was neither lazy nor lacked understanding of the expectations,” says Catania. “She was unquestionably the most skillful of our team, which was why getting her to simply work faster was so crucial.” Catania sat down with the employee several times to get her to work faster, but it was always a difficult conversation, because the quality of her work was beyond reproach. “I enabled her to some degree,” he says. “She was so good that I figured, why should I jeopardize her performance or micromanage her? So we tolerated it.” A breakthrough came when the company invested in an internal system that could validate a lot of the data entry work automatically. After a few months, the employee became confident enough with the new system to let go of her tried-and-true routines. “Even now, she’s still one of the slower data entry people,” says Catania, “but having a system that supported her work improved her speed by about 30 percent, enough to push her speed into an acceptable range.” The bottom line, Catania says: “Make systems that support your best people as soon as you know they’re your best people.” Case Study #2: Set clear expectations and check-in regularly Rather than calling out the assistant’s lagging performance, Larissa instituted a new policy, under the guise of getting more organized. It involved a brief one-on-one Monday morning meeting to go over that week’s case load and tasks. “I would go down the list with her about what was pending for each client, and I’d give her a deadline for each one,” Larissa says. By the end of the first week, the assistant’s performance had already markedly improved. She still wasn’t as familiar with the details of cases as some of the other employees who had been working in the office longer, but she was working faster and meeting deadlines. Larissa made sure to compliment her performance and tell her she was a valued member of the team. “I realized that she probably didn’t even realize she was lagging at first,” says Larissa. Without clear expectations, “how could she know?” When employees deliberately work at a slower pace than their capabilities it is called?'Soldiering' refers to the practice of employees deliberately working at a pace slower than their capabilities. According to Taylor, workers indulge in soldiering for three main reasons: Workers feared that if they increased their productivity, other workers would lose their jobs.
Which of the following best define the term theory?A theory is a carefully thought-out explanation for observations of the natural world that has been constructed using the scientific method, and which brings together many facts and hypotheses.
What refers to a normal process leading to system decline?Synergy refers to: a normal process leading to system decline. the failure of an organization to monitor feedback from its environment. two or more subsystems working together to be more successful than working alone.
Which type of management focuses on improving the performance of individual workers?Scientific management was concerned with improving efficiency and work methods for individual workers. Administrative management was more concerned with how organizations themselves should be structured and arranged for efficient operations.
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