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MLS 101 Lesson 7
Definition of Terms
| Term | Definition |
|---|---|
| Performance Evaluation | A time-consuming but important aspect of laboratory management, but most employees & managers often dread it |
| Performance development | An ongoing two-way process for communicating about the employees’ job satisfaction. It involves processes: goal setting, feedback, guidance, motivation, evaluation, & development planning. |
| Task/production management | tends to create situations in which the individual feels submissive, passive, & dependent. Management does not encourage individuals to use the abilities they believe to be important or develop them. |
| Collaborative management: | Incorporates the belief that individuals participate in this type of management because they feel appreciated & understood. This is built around trust. |
| Task/production management | Activities are not aimed at the individual’s needs but at the manager & organization’s, thus creating frustration, resentment, & underproduction. |
| Trust | relationship between employee & manager that requires openness & honesty |
| Understanding | individuals perform because they feel understood by manager & understand the problem |
| Independence | individuals resent being manipulated, controlled or persuaded into making a decision even if that was the decision they would eventually have made. They need the right to make their own decisions |
| Solutions | management should not solve the employee’s problems. They resent this. Rather, point out problems & ask for solutions |
| Trust | this is a pre-requisite for collaboration & teamwork |
| Problem solving | manager gains trust by being involved in problem solving with employee |
| Action plans | the major role of the manager is to listen “actively” & ask questions. Direct the action planning process toward personal & professional goals as well as business objectives |
| Implementation | subordinates become committed to plans when they are allowed to have a major role in determining goals & objectives of a plan of action |
| Feedback | supervisor must continually seek feedback from subordinates & provide support in order to monitor plan & desired results |
| Learn how to learn | Successful managers are distinguished by their ability to adapt & master change within the organization. It is important for managers to be aware of their own & subordinates’ learning styles & the alternatives made available. |
| Keep tension at minimum | Individuals have different behavioral styles & process information in different ways, which often creates tension. The collaborative manager must be able to perceive these differences & adapt to them to use employees’ abilities most effectively. |
| Listening | requires emotional, intellectual & physical input. Managers who are poor listeners will miss messages & opportunities & could address the wrong problem |
| Image | how others see you often determines how you will be treated |
| Voice Tones | the exact words said with a different vocal emphasis can have significantly different meanings |
Created by:
hazeeelg
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