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Managing People at Work

The way you communicate with your people signals what importance they should attach to what you tell them. If really important things aren’t getting done in your department, take a good look at the way you’re talking about them.

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An important part of supervising is training employees to do the work—or to do it better. Here are some ways to make the training process easier and more effective for all concerned.

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There’s not always time for detailed analysis before you make a decision. But that doesn’t mean you should just flip a coin and hope for the best. Good quick decisions come from thinking ahead.

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These days it seems anybody could read what they want in just about anything they see. More so, when it comes to Halloween costumes.

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Your days are indeed dotted with small promises and commitments to your employees: from “I’ll stop by this afternoon to give you a hand” to “drop by my office later and we’ll talk about that.” Here are some tips on how to keep your word.

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Your employees have job titles. And specific duties are inherent in the title. But, often, it’s not that simple. Here are some guidelines to help you keep job descriptions in line with the actual work your employees do.

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Here are six points to help guide you when you tell an employee that you will be monitoring his work.

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A s a manager you are aware of the importance of maintaining a safe work site for your employees. But you also need to consider visitors who enter your work area, such as customers, clients or vendors.

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One of the worst things you can realize as a manager is that you have promoted someone you shouldn’t have. Here’s how to prevent promoting an employee to a position that he’s not ready for.

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Many supervisors are sensitive about rating their people on the basis of a generalized standard or in terms of a numerical scale. Use these tips offered by Elwood N. Chapman in his book, Supervisor’s Survival Kit, to decide on ratings that accurately and fairly reflect workers’ performance.

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