Một vài điều mà có thể tránh được dường như nhảy ra khỏi trong trường hợp này. Đầu tiên, Barb không có quyền truy cập cho nhân viên sao lưu hoặc các chuyên gia có thể đáp ứng nhu cầu sản xuất của mình. Mặc dù nó có vẻ như một ý tưởng tốt để vượt qua đào tạo con người của mình trong xây dựng cũi, sự không hài lòng rõ ràng của một số nhân viên được chú ý. | The Five-Step StaffCoaching Model 2 2. What did she do right 3. Briefly describe how Barb could have avoided the pitfalls you listed under No. 1. 4. If you were one of Barb s people how would you feel about working for her C A S E S T U D Y 5. What one thing could Barb Smith do to immediately remedy the major problem s you see in her organization Case Analysis Several things that could have been avoided seem to jump out in this case. First Barb did not have access to backup staff or specialists who could meet her production demand. Although it seemed like a good idea to cross-train her people in kennel construction the obvious dissatisfaction of some employees is noted. Barb could have avoided much of this difficulty by identifying free-lance welders or outside resources to contact when welding demands 61 2 Coaching Mentoring and Managing C A S E S T U D Y rise. It s also a good idea to cover her delivery people and support staff. It is cost-ineffective for veterinary staff to weld kennels or deliver products. Second the tone and atmosphere of Barb s decision seems questionable. Did her people enter into the plan Were they willing volunteers meeting a business need or were they commanded to perform Strong-arm tactics may lead to compliance but not necessarily quality work. Third Barb did not provide adequate incentive in the training. Reading the case makes an individual wonder why employees would give up their time and do work that is not within their job descriptions. Last Barb did not inspect or maintain any form of quality control losing the most valuable resource she had her customer loyalty. One alternative for Barb would have been to assign her welders as inspectors and quality-assurance monitors. Ten Tools to Ensure Team Results An excellent coach focuses on the team performance realizing that the whole is greater that any of its parts. There are 10 tools available to you to give you a foundation for more fully developing the values that are beneficial to .
