text_TITL pruh_TITL N:\work\projekty\šablony\sablony\logoC.wmf Interaction Strategies Jan Řezáč 04/04/2016 www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi • Teamwork • Personality communication types • Appraisal interview Lesson outline Personal opening Opening statement: take 30 seconds to think of the last times you had to present something. How was it? how did it go? What would you do better? Then slide questions extra questions: Why www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi I Teamwork www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Teamwork lHumans are social creatures, build to work with others lEvery time you are in group with someone, you start liking the person more lWhole is more, than sum of its parts n www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Groupthink lIt is very easy for groups to make a wrong decision n lExamples of faulty thinking of teams are called Groupthink lGroupthink was researched after the decision of J.F. Kennedy to invade Cuba www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Group polarization lAn example of groupthink lPeople in groups reach more extreme decision, than a single person would choose lExamples are groups of teenagers, that do things they would not do alone n www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Outgroup homogenity effect lExample of groupthink lTendency to believe, that members of other group are all the same lCan make negotiation more difficult n www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Social laziness lImagine an easily measurable task to do, such as pulling a rope lThen single person pulls with higher force (80Nm), than if this person is in group with other people (5 people - 300Nm) lThe ways to fight social laziness include motivating everyone to a goal, and by giving everyone his own part on the task www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi How to deal with social laziness nThe ways to fight social laziness include motivating everyone to a goal, and by giving everyone his own part on the task www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Game lCommon cents (15 pennies) lThere are 20 pennies on the table lYou can take 1, 2 or 3 pennies of the table at once. Than plays the other team lGoal – to take the last penny www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Stages of groups lGroups follow very similar patterns of forming lForming, storming and norming come before performing stage (where Team does most of work) lAnd finally, transforming stage, where roles are reassessed. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi II Personality types www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi David Kantor´s Four-Player Model Move Bystand Follow Oppose www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi 6h-14 Potential Impact of the Four Player Model n nWithout movers, there is no direction n nWithout followers, there is no implementation n nWithout opposers, there is no correction n nWithout bystanders, there is no perspective n n www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi 6h15 ROLES of the Four Player Model nMovers are not necessarily leaders n nFollowers are not weak n nOpposers are not devil’s advocates n nBystanders can be called “Big Picture Synthesizers and Team Paraphrasers” www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi 6h-16 nIndividuals get locked into a single form of action nOpposers are punished by the group, or they dominate nThere are no strong Movers, or no one ever Follows a move nThe Bystander is disabled nIndividuals attach double messages to their moves nThe team is unable to reach closure and produce results nLack of capability or flexibility to engage in all four action behaviors Stuck Groups www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Personality communication types n Dominance n n Dictator Performer n nHostility Affiliation n n n Bureaucrat Socialite n n Submissivenes MPV_COMA Communication and Managerial Skills Training www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi III Performance appraisal interview www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Performance appraisal  a method by which the job performance of an employee is documented and evaluated. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Performance appraisal - Benefits  Facilitation of communication,  Enhancement of employee focus through promoting trust,  Goal setting and desired performance reinforcement,  Performance improvement,  Determination of training needs. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi How performance appraisal interview should not look like?  https://www.youtube.com/watch?v=09b p 4Muh8 www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Preparation. Manager nChoose neutral territory, nLet employee confirm date, time, place and content, nGive employee at least 1 week for preparation, nPrepare a comprehensive overview of employee’s performance, nFacts, concrete evidence. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Preparation. Manager nPay attention: nGoals, stated during previous appraisal interview, nReal successes and failures and their consequences, nConditions of successes and failures, nAny changes in job description, nRelationship with other employees, nPersonal development and self-education. nUse forms provided by company www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Preparation. Employee  Do prepare!!!  Use form from previous appraisal www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Appraisal process  Open and relaxed atmosphere  Mutual respect  Goal is to gain agreement, it is not the situation where manager commands and employee obeys  Engage employee in discussion www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Appraisal process. Manager n DO nPrepare nListen and ask questions nConcentrate on performance, not personality nBe concrete regarding successes and failures nGain commitment regarding goals and further actions n n DON’T nPress your ideas nBe destructive www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi After appraisal. Manager  Control improvement,  Observe for problems. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi How to do Effective Performance Appraisals  https://www.youtube.com/watch?v=E34Z t1cEpFA www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Biggest Mistakes Bosses Make In Performance Reviews  Too vague,  Everything’s perfect – until it’s not and you’re fired,  Recency effect,  No preparation,  No recognition,  Not being truthful with employees about their performance,  No follow-up,  No discussion around the report’s career ambitions. www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Sources nhttp://info.worldbank.org/etools/docs/library/200854/section06/06g1Section_6_Slides_Four_Player_Mo del_for_Conversations_sept1.pps nThe Family, Politics, and Social Theory (RLE Social Theory), D.H.J. Morgan - 2014 n n MPV_COMA Communication and Managerial Skills Training www.econ.muni.cz pruh+znak_ESF_13_gray4+bily_RGB pruh+znak_ESF_13_gray4+bily_RGB text_zahlavi Sources. Performance appraisal  The appraisal interview. Training programme / Melrose Film Productions Ltd., 1988  Ten Biggest Mistakes Bosses Make In Performance Reviews http://www.forbes.com/sites/ericjackson/2012/01/09/ten- reasons-performance-reviews-are-done-terribly/