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Organizational Behavior

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For the avoidance of confusion, wasted time, and demoralization, it is important to maintain updated job descriptions while providing copies to employees (Barnes & Taska, 2012, page 321). Many managers and supervisors make mistakes in viewing employee evaluations through times of listing things that such employees do wrong. While elements of underperformance require instant remedy, it is important to balance the comments through noting employees areas progress and strengths. This gives employees fair assessment for their performance while providing guidance on how improving in the future. The elements need to use elements of concern with employees while maintaining balanced and professional tone without speaking down to employees. Employee evaluations have a high likelihood of being one-sided if they focus on areas that offer singular perspectives to the employees.

Employees want and need regular feedback from the management. Other than saving all for the formal evaluations it is beneficial to set aside time to talk with employees on a monthly or weekly basis(Grandey, Diefendorff & Rupp, 2013, page 251). Employees view appraisals as periods for management talking at them instead of opportunities for real dialog.

This gives employees opportunities for responding to evaluations while exposing and eliminating potential problems. The goal is to remain courteous and professional in letting employees appreciate interest in their views. Question three: narcissists in jobs Narcissists brim with self-confidence and are prepared to undertake difficult decisions. These are some of the qualities that they are likely to express at workplaces. However, the self-serving nature translates to the practice of inadequacy among the leaders. Narcissists have an impulsive and grandiose tendency of not working well with other people.

Therefore, the relevance of management arriving at sound decisions and avoiding hiring narcissists is made possible. Narcissistic managers have different sources of narcissistic power. Inanimate sources include status symbols like gadgets, office views or cars while animate sources include attention and flattery from subordinates and colleagues. Teammates find daily offers for support with swift turning of enabling permanent supply sources without care in maintaining proper boundaries (Nler & Öz, 2011, page 67). Narcissistic managers seek to protect the supply networks while preventing objective decision-making. The managers evaluate the long-term strategies based on their potential to gain personal attention.

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