Chapter 9 Performance Management Skills 257 rewards it, and that creates a sense

Question

Chapter 9 Performance Management Skills 257 rewards it, and that creates a sense of enthusiasm for your work, and a sense of mission. vision, but we try to teach people to be a leader in their own area, to know where the company wants to go, to know how that affects their area, to benchmark the best in the world Another program that Eaton describes as empow ering employees at Chrysler includes requiring all employees, and then set goals and programs to go after it. We also including executives, to participate in the process of building encourage people not only to go after the business plan a new vehicle. Eaton explains that this shows all of the em objectives but to have stretch goals. And a stretch goal by ployees in the plant that executives are concerned about the definition is a fifty-percent increase If we go after fifty proper functioning of new cars, and it gives executives the percent, something dramatic has to happen. You have to go opportunity to understand and solve problems at the factory outside of the box. level. Eaton states, "When we're done with our discussions, these guys know where we want to go and how we want to Eaton's coaching skills using the accompanying table. If a get there, and they go back and put the action plans together certain coaching behavior or function is missing, please to do that. This goes for every single thing we do." He con povde recommendations about what he could have done cludes, "Clearly at a company there has to be a shared more effectively. Based on the above description, please evaluate Bob Present? (Y/N) Comments/Recommendations Major Functions Give advice Provide guidance Give support Give confidence Promote greater competence Key Behaviors Present? (Y/N) Comments/Recommendations Establish development objectives Communicate effectively Motivate employees Document performance Give feedback Diagnose performance problems Develop employees Source Based on information provided by M. Puris, Comeback: How (New York: Times Books, 1999), 80-118, specifically Chap. 4, "Robert Seven Straight-Shooting CEOs Turned Around Troubled Companies Eaton and Robert Lutz The Copilots."

Explanation / Answer

Major functions
Give advice- yes as a coach it is better to give advice that would help the employee and Organisation as a whole.
Provide guidance: Yes by creating atmosphere of of open door communication, eaton would give advice while discussion with employees and executive.
Give support: Yes
Give confidence: Yes confidence was instilled by encouraging discussion and communication
Promote greater competence: No eaton promoted collaboration instead of competence.

Key behaviour
Established development objective: Yes
Communicate effectively: Yes
Motivate employees: yes
Document performance: No, it is important to document employees performance, so that he can measure his performance with the standard performance and take control action to improve his performance to reach the benchmark.
Give feedback: No, eaton should give regular feedback, because feedback helps employees to improve their performance in right direction.
Diagnose performance parameters: No, various performance parameters should be evaluated and diagnosed because it plays a key role in development of an employee
Develop employees: Yes

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