Study Questions Test 2 Management 3240 Fall 2014 Exam Week December 1 4 1 We have talked a lot about bosses leaders In general why are supervisors important To many employees they personify the organization e g they ARE the company They are responsible for allocating rewards and dispensing punishment They have input into promotion decisions They are typically in charge of information sharing In some ways they hold the keys to the kingdom They are often seen a lot 2 As reported in the research how did abusive supervision affect employees depressed mood exhaustion and work generated conflict at home Lack of support or abusiveness of the supervisor can spill over into home life both in terms of the time and energy that it takes away from people but also if it affects their mood That can of course potentially affect the life of your family members 3 How does a bad boss potentially hurt a worker s career http www forbes com sites davidsturt 2014 08 14 the worst bosses might actually be good for your career print Allison Green in an article published U S News adds to the dismal and dangerous data by suggesting to employees If you spend too long in a dysfunctional workplace or modifying your behavior to accommodate a bad manager the experience can recalibrate your ideas of normal in ways that can hurt you personally For instance if you work for a manager who always shoots the messenger and punishes dissent you might get used to keeping your head down never speaking up and even covering up mistakes when they happen employee s perception of their boss can have a major impact on the way a person deals with their family and their physical health actually increasing your risk of heart disease if you don t like your boss and decreasing the quality of relationships you have with loved ones That s the bad news But it s not the only news 4 What are the factors that have caused leaders to be less effective than in the past http www suntimes com business 7280678 420 horrible bosses horrible employees html print true 42 percent said their boss was concerned more with saving his or her job than with employee development Run into the boss outside the office More than 40 percent said they wouldn t say hello The real rub on a lot of this stuff is that people can t leave I mean they ve got nowhere to go Hochwarter said of the economic reality facing unhappy workers Hochwarter wants people to consider something else The boss doesn t always have the best tools Often bosses haven t been trained how to manage people or those they do supervise aren t great employees either We take people and we put them in these situations and we give them the employee handbook and they learn how many vacation days Tony can have and they need to know what happens when Sally gets pregnant but the whole notion of humanity we don t teach managers that he said The Horrible Bosses film Hochwarter said is not anything I m particularly pleased about I feel that most bosses are pretty darn good and they re trying hard in an environment that s not as warm and fuzzy as it used to be Another twist on this A lot of bosses don t have much to work with You know the resources they have left the people they have left are fewer And in many cases the employees they have are not as good as they used to be for a lot of different reasons 5 What can a Baby Boomer do when he she has a Gen Y Boss How can one look successful when in this situation http money usnews com money careers articles 2013 07 15 getting in the good graces of a gen y boss print html It helps if both groups abandon these stereotypes and keep an open mind For boomers Don t get caught up in the good ol days speech says Aaron McDaniel corporate director entrepreneur and author of the Young Professional s Guide series of books Be open and flexible and if you are referencing the past also be complimentary and respectful of today s standards and a new boss s methods 6 7 Both may use their generational differences to their advantage though Millennials do have less experience in the workforce but they also have a collaborative spirit If you re a baby boomer with a Generation Y manager remember that they re more receptive to your input if it s framed as an innovative idea not a condescending complaint There s this concept of learning how to delicately manage your boss McDaniel says A good millennial boss is coachable You don t have to tell them You don t know what you re doing Instead find an artful way to encourage them to draw from the experiences that you yourself have had Try saying When I ve done things this way I ve been successful According to the video that links bad supervisor with potentially lousy heart health what are characteristics of bosses who are more likely to inflict strain What were some suggested remedies from Dr Stork http www youtube com watch v 1zdwYx6uNuc Bad communicator No giving control No goals Employees have no idea because of bad management Improve relationship Relax Eat healthy Reduce stress like being active Know the positive and negative attributes associated with Gen Y Millennial worker s ability to lead http www today com money gen y bosses entitled out themselves study says 8C11066147 Positive moving into management at a rapid pace Some 87 percent of Gen Y managers in the survey took on a new management role between 2008 and 2013 compared with 38 percent of older Gen X managers and just 19 percent of aging baby boomer managers Gen Y workers including managers now make up about one third of the U S workforce according to Karyn Twaronite EY s Americas inclusiveness officer And at EY itself which hires thousands of young recruits every year Twaronite says the workforce is almost two thirds Gen Y In other findings Gen Y members overall placed high value on workplace flexibility And while women of all ages valued flexibility more than men 40 percent of Gen X men and 36 percent of Gen Y men said they would walk away from a job that didn t offer adequate flexibility The good news is that Gen Y members are perceived as tech savvy and smart about ways to leverage social media are also seen as inclusive leaders who display what EY calls diversity skills or the ability to build culturally competent teams And they come across as enthusiastic and adaptable qualities that may help them shift gears so that in a future survey fewer than the current 36 percent of respondents may say they are hard to work with Gen Y members are also quite ambitious Twaronite points
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