Articles 1 to 10 of 42
Giving and Receiving Feedback: Conducting a Productive Formal Review
When it’s time for that periodic formal review, do you know how to make the session effective? Minu Ipe, clinical associate professor of management and faculty director of the W. P. Carey MBA Evening Program, explains that there are four steps to success: identify your objective, prepare, deliver and follow up.
Giving and Receiving Feedback: What Is Effective Feedback?
Feedback is an important tool for developing great employees, says Minu Ipe, clinical professor of management and faculty director of the W. P. Carey MBA Evening Program. She explains the characteristics of effective feedback, using the acronym S-T-A-A-M. “S” is for specific, “T” for timely, “A” for accurate, another “A”, for actionable, and “M” for meaningful. This podcast is brought to you by Business to Go from the W. P. Carey School of Business at Arizona State University -- knowledge and skills you can put to work today in your business and career.
Giving and Receiving Feedback: Seize the Moment!
If you think that the only opportunity to give or get feedback on job performance is the annual review session, you are missing many chances to help your employees improve and your business grow throughout the year. Minu Ipe, clinical associate professor of management and faculty director of the W. P. Carey MBA Evening Program, explains why. Business to Go is a series of podcasts from the W. P. Carey School of Business: knowledge and skills you can put to work today in your business and career.
Performance Management: Feedback Is a Two-Way Street
Knowing how to give and receive feedback is a crucial part of performance management, but in many organizations, feedback is reserved for the annual review. The once-a-year appraisal is not sufficient to spur behavioral change or improvement, however, and professionals who rely solely on that annual conversation miss out on key opportunities to enhance workplace effectiveness. Minu Ipe, clinical associate professor of management at the W. P. Carey School of Business, says being able to give and receive feedback effectively can help to improve both individual performance and operational efficiency.
Not a Lost Generation, but a 'Disappointed' One: The Job Market's Impact on Millennials
Members of Generation Y -- a group of approximately 70 million young people between the ages of 15 and 30 -- are starting their careers in perhaps the worst job market since the Great Depression. Experts say the experience creates both immediate and long-term negative impacts, including lower salaries now and in the future. And while their reduced spending power is not expected to have a lasting drag on the U.S. economy, it does have significant repercussions for how these young people conduct their adult lives and careers.
Star Power: How IT Professionals and Companies Get It
If you use a cell phone or buy household electronics, there's a good chance you own a device with one or more components distributed by Avnet. This global technology distributor's 404,000-square-foot warehouse in Chandler, Arizona ships more than 10,000 line items each day and is the flagship in a global logistics network of value-add distribution centers worldwide that ship more than 38 billion devices each year to more than 100,000 customers. Given the importance of computer systems to its business, Avnet is certainly intent on developing IT stars and polishing their skills for on-going excellence. We interviewed Schultz and other Avnet executives to see what traits and skills they consider must-haves for top-tier systems professionals.
Management Has Key Role in Dispelling Threats of Workplace Violence
Last month the world was rocked by the news of a series of workplace suicides at Foxconn Technology in Shenzhen, China. Although the tragedy is especially troubling because of the number of deaths, it is not the only incident of workplace violence -- self-directed or not -- across the globe in the last couple years. Managers struggle to understand how the workplace could become the setting for tragedy and violence. For them, the husband-wife team of Drs. David and Ella Van Fleet chose the metaphor of a volcano for a book about the dark side of human interactions in the workplace. "The Violence Volcano: Reducing the Threat of Workplace Violence," is a study of the agents and processes leading to workplace violence, and offers real-world managers a set of tools to recognize and avoid the worst scenarios.
Podcast: Message to New Grads and Career Changers -- You Can Land a Dream Job in a Down Economy
This spring's crop of college graduates are venturing forth into one of the most challenging job markets in decades. Michael Turner, who graduates from Arizona State University with a degree in communications this month, talked to classmates about their readiness -- or lack thereof -- to land that first post-college job. Kevin Burns, director of undergraduate career education at the W. P. Carey School of Business, offers great advice for new graduates -- and career changers -- about how to get a job in your field of dreams.
Survival of the Smartest: After the Layoffs, Manage for Long-Term Stability
If you're one of the millions of workers left behind after layoffs, sweating over an inflated workload, fretting that you might be next, you already know how demoralizing a "reduction in force" (RIF) can be. If you're managing layoff survivors, you have even more reason to worry. RIFs can clobber morale, erode loyalty, stymie creativity and set your firm up for a migration of talent that could hobble you long after the economy revives. Experts at the W. P. Carey School say that now is the time to manage employee angst and solidify relationships so that once you survive this recession, you'll be able to thrive in the recovery ahead.
Tired, Irritable, Restless? It May Be 'Boreout'
In the nation's hospitals, today's dread epidemics are Staphylococcus aureus and Clostridium difficile. At the office, the scary "bug" is boreout, according to a new book from Phillipe Rothlin and Peter Werder. It affects as many as a third of employees, killing their initiative, energy and enthusiasm and leaving those affected tired, depressed and generally dissatisfied, lacking a sense of purpose. The word "burnout" was coined decades ago to describe employees who are overworked and overstressed. In their book, "Boreout! Overcoming Workplace Demotivation," Rothlin and Werder claim that the phenomenon of boreout is just as widespread and damaging as burnout -- and strangely enough, the symptoms are often very similar.
