I just became a manager for a large organization. The organization has had a history of loose management. I.e. people could do what they want without consequences. I have been there a short time and already the staff whine about assignments, miss critical deadlines, and disregard my instructions. I'm being encouraged (not by my boss so its just a suggestion) not to start out by throwing around "there is a new sheriff in town & things are gonna be differant speeches" and asked not to begin writing people up until I establish a rapport. But, I feel if I don't set a tone of accountability right off the bat, Ill never get the respect I need to do my job. Any managers out there ever inherit a problem like this? What did you do? Or, were you on the other side of the table and had a job where you could get away with murder and then you changed your act when a new boss got there?
2007-03-14 12:14:38 · 6 answers · asked by Esmeralda 4 in Business & Finance ➔ Careers & Employment
Seems to me that the "development of rapport" is the problem. No one has the spine to challenge the employee's lack of committment.
I would recommend that you give the "new sheriff" speech, emphasing what is expected in terms of absenteeism, tardiness, work ethic, efficiency, productivity, safety, and general practices. Emphasize that you will not tolerate any missed deadlines, whining about assignments, or ignoring/disregarding my instructions ("which is insubordination, and grounds for immediate discharge".)
Review the work rules, be sure every employee gets a copy and have them sign that they received and understand the rules.
Review the disciplinary procedure you will take -
For minor infractions - Progressive Discipline: Oral warning (1st offense); written warning (2nd infraction of the rules, not necessarily the same rule; discipline is comprehensive); 3 day suspension (3rd violation of the rules); Termination (4th offense) Keeping in mind that all discipline, from oral to termination must be documented and put in the employee's personnel file.
For major infractions - fighting, theft, insubordination and the like which create a disrutive work environment, the first offense will be "suspension subject to termination".
If you have a union situation, talk to the union rep first, let her/him know what you intend to do and ask for his advice and support. (Hopefully, you'll get both, but don't expect open support, his/her job is political and s/he has to keep the troops" happy. If there is a concern that s/he is inbed with the company her/his credibility (and career) as a union rep. is over.
You have a big job ahead of you, I know from personal experience. Get as many people on your side as you can as soon as you can, starting with your boss' committment to support you in front of the employees. Employees will be looking for any "chink in the armor" to exploit. You are going to stop the "gravy train' and get them to work, or get them out. The first one will be the hardest because the employees have been conditioned to ignore management directives. After the first one, the rest will get the idea of the "new sheriff".
Keep a diary/ log book on all conversations between yourself, your boss and the employees. Especially document all disciplianry actions - who, what, where, when, how, why (give employee opportunity to tell his/her side of the story).
2007-03-14 13:11:15 · answer #1 · answered by PALADIN 4 · 5⤊ 0⤋
I personally think you need to set the tone of how you plan to run things right from the start. Having said that I do not mean that you should get your sheriff's badge out and start tossing employee's in the company jail cell....
If you run a tight, efficient ship then you need to follow your management style from the beginning if you follow someones advice you may be uncomfortable and unsure and that will be noticeable to your employee's (subordinates is a word I would avoid). Trust the style that got you where you are now...
2007-03-14 12:28:46 · answer #2 · answered by M B 5 · 1⤊ 0⤋
I've been a manager for several years now. I would suggest that the first step is that you have a group meeting and make a general statement that this type of behavior isn't acceptable. Then, if it keeps up, make the individual aside and have an informal talk with them and keep it light but let them know it's a problem. If it still persists, go to an official verbal warning and then after that would be the written warnings and then termination.
2007-03-14 12:20:25 · answer #3 · answered by Anonymous · 2⤊ 0⤋
in case you have any effect in this guy or woman's being employed or no longer, it may be unwise to pursue something exterior of the area of work. Doing so constitutes a conflict of activity, and you will possibly be endangering your guy or woman activity. Be stable and expert; tell this guy or woman that such activity would not be suitable. What baffles me grow to be that this guy or woman grow to be so reckless as to ask you out for the time of an interview. i do no longer care if there is plenty chemistry that the room is approximately to blow up; it somewhat is a few thing you only do no longer do.
2016-09-30 22:36:13 · answer #4 · answered by ? 4 · 0⤊ 0⤋
It is time to call a meeting (or series of meetings) and explain to your employees that there is work to be done and they will need to do what they are getting paid for. If you cannot get your subordinates to work for you, then you do not deserve a management position. You may want to slide this idea past your boss so you don't get left hanging out to dry if you do not have the authority to make employees work.
2007-03-14 12:26:17 · answer #5 · answered by sensible_man 7 · 0⤊ 1⤋
yes i have been in management ,and you have to lay down the law .
:just tell them you don't want any hard feelings ,but this is the way it is going to be:
2007-03-14 12:22:29 · answer #6 · answered by booge 6 · 0⤊ 0⤋