How do managers deal with deferent situations

How do managers deal with different situations? 

Managers in the work environment deal with different behavioral patterns of employees that reflect their personal characteristics and the education, education, experiences, and experiences they received in their lives.

In this article, we learn about some of these patterns and how to deal with them:

_ Critical employee: This is a positive pattern that the manager is supposed to invest in the interest of the work, especially if the criticism is objective.

 Whoever practices criticism is a thinking person, and when the work team consists of thinking people, this ability must be taken advantage of by assigning them to work that needs evaluation and evaluation.

_  Negative employees: they are the employees who practice frustration on themself and on others. Like he who satirizes everyone and does not exclude himself.

 These empolyees do not interact with the enthusiasm of others, reduce any achievement, no matter how important it is, and make fun of tasks and responsibilities because they are useless in his eyes.

This behavior can be dealt with in individual meetings, and work to discover the positive aspects and tasks in which he can be creative, with follow-up and encouragement, especially in front of others.

_  The condescending employee: here is a narcissistic behavior whose owner practices vanity and condescension to co-workers. 

He refuses to participate in a work team because he is not worthy of his level, or accepts the existence of his name and does not participate.

How does the president break this vanity?

 The answer lies in the tasks that really test his abilities. Mangers should force him to participate in committees and work teams as a member and not as a chair, and then evaluate this participation and meet with him to discuss this evaluation. This employee may be distinguished in his work, but this does not justify the arrogance and arrogance behavior.

Agreeing employee: When the subordinate agrees to his boss on everything, this is unrealistic behavior and the boss should not accept it because it is useless behavior.

The president should encourage a plurality of opinions, organize workshops to reinforce this behavior, and appreciate the different objective opinions. The successful president is the one who finds someone to help him with new ideas and solutions, not someone who agrees with everything. An agreeing employee is a passive employee who does not serve the boss and does not serve the business.

_ The employee who is looking for the spotlight: He may achieve this goal by being present on occasions, and appearing in the picture so that it appears to the beholder as if he is the organized leader, even though his role is formal or not.

The solution is to assign him a real job saturated with lights, such as heading a committee to organize a symposium or conference to be the real test of his abilities.

_ The initiating employee: This employee possesses the qualities of enthusiasm, and a sincere desire to participate and provide suggestions, initiatives, and solutions.

The role of the president is to welcome and encourage, the importance of presenting initiatives in a scientific manner with clear objectives and implementation mechanisms, and that they are not merely a presentation of problems without solutions.

_  Unproductive employee: It is important to study the case to diagnose the problem. Is it a problem of knowledge, skill, or behavior?

 For this situation, he must be subject to performance evaluation, identifying the problem and training needs, then suggesting solutions, including training, and re-evaluation to determine the extent to which there is a development in performance, or give him another opportunity to work in another department. And if there is no change, he may move to another work environment, and he may succeed in a private business.

_ Distinguished employee: The distinguished employee notes the presence of self-control, passion for work, an achievement on time, good relationship with fellow superiors, and cooperation with everyone for the benefit of work.

Appreciation of the distinguished is a necessity imposed by the interest of the work and has an impact as an incentive that is difficult to ignore.

Lazy employee: This does not need to be defined, but rather to ask a question about the cause of laziness. Is it the employee or the management? In both cases, the manager must address his problem separately to determine its causes and solutions. The reasons may be psychological, health, or related to the nature of work.

_  The employee who searches for errors: The manager asked his colleague, how do we deal with the researcher who searches for errors? And because human errors come from every human being and in every field. This does not mean preventing criticism and exposing errors, but in a way that does not cause problems.