From Difficult to Disturbed: Understanding and Managing by Laurence Miller PDF
By Laurence Miller
ISBN-10: 0814409229
ISBN-13: 9780814409220
Nationally syndicated profession columnist Joyce Lain Kennedy's ten most sensible profession books for 2007
How does an already busy supervisor care for humans whose personalities are tricky or maybe heavily disturbed? the reply lies in utilizing sensible psychology to appreciate simply what it really is that makes them tick, even if it's anything as universal as being introverted or extroverted . . . or anything even more severe. "From tough to Disturbed" is helping readers turn into higher managers by means of supplying perception into either colossal and small people-problems which could heavily disrupt the office if they're now not dealt with effectively. The ebook comprises down-to-earth strategies for dealing with:
Personality forms together with avoidant, based, histrionic, narcissistic, or delinquent staff - universal humans difficulties akin to unproductive, offended, uncooperative, or continual challenge staff - psychological problems similar to melancholy, bipolar sickness, schizophrenia, nervousness and panic problems, in addition to alcohol and substance abuse
Every place of work is full of quite a lot of personalities. This publication supplies managers the perception, realizing, and instruments they should get the simplest from those that current the hardest difficulties.
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Additional info for From Difficult to Disturbed: Understanding and Managing Dysfunctional Employees
Sample text
The doctors were impressed with Mikey’s medical acumen and even those docs who didn’t place orders right away invited him back for follow-up meetings. After a while, though, it seemed like the glitter was outpacing the guts. Mikey’s suits kept getting sharper and sharper and the catered lunches kept getting fancier and fancier and he seemed to be spending more and more time out in the field. But there seemed to be less and less to show for it in terms of sales numbers. At first, his supervisor suspected that Mikey might be skimming, but an internal audit turned up nothing suspicious.
The situation was approaching mutiny. One Friday, a few senior staffers got together and decided to come up with ideas over the weekend and then meet on Monday to decide what action should be taken. The next Monday morning, when Caroline again failed to show up for the morning meeting, the work group began discussing how to inform the human resources department— when, to everybody’s amazement, Caroline, bedecked and beaming, bounded into the room bearing gourmet coffee and pastries and sat down, ready for business as usual.
As such, they may actually be good, dedicated workers, as long as independent decision making is kept to a minimum. Work interactions are apt to be taken more personally than with other workers, because dependent employees crave positive strokes at work for validation of their essential worthiness and likability as human beings. As such, their feelings are easily hurt, even by seemingly neutral or innocuous constructive criticism, but they are far less likely to nurse a grudge than the narcissistic, paranoid, or borderline worker.
From Difficult to Disturbed: Understanding and Managing Dysfunctional Employees by Laurence Miller
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