Hello,

I have some activity in Discussion board:

 

 

 

 

 

Superstars get a lot of attention from bosses. But bad apples deserve even more .

A growing body of research suggests that having just a few nasty, lazy or incompetent characters around can ruin the performance of a team or an entire organizationâno matter how stellar the other employees.

 

Bad apples distract and drag down everyone, and their destructive behaviors, such as anger, laziness and incompetence, are remarkably contagious. Leaders who let a few bad apples in the doorâperhaps in exchange for political favorsâor look the other way when employees are rude or incompetent are setting the stage for even their most skilled people to fail.

 

It's crucial for leaders to screen out bad apples before they're hiredâand if they do slip through the cracks, bosses must make every effort to reform or (if necessary) oust them.

 

How can organizations squash those negative influences? The easiest way, obviously, is to avoid hiring bad apples in the first placeâand that means taking a different approach to assessing candidates for jobs.

 

The usual means of screening are often weak when it comes to determining if a job candidate is a bad apple. Candidates may have gone to the best schools or may come across as charming and brilliant in interviewsâthus disguising their laziness, incompetence or nastiness.

 

That's why one of the best ways to screen employees is to see how they actually do the job under realistic conditions. Akshay Kothari and Ankit Gupta favor that approach. When they're hiring new people for their Palo Alto, Calif., company, Pulse, which makes a news-reading app for mobile devices, they consider evaluations from peers and superiors and do multiple rounds of interviews. But they say the most effective thing is to bring candidates in for a day or two and give them a short job to accomplish. (The candidates are paid for their time.)

 

Not only do they learn a lot about the candidates' technical skills, Messrs. Kothari and Gupta say, but they also learn about their personality. How do they deal with setbacks? Do they know when to ask for help and to give others help? Is the candidate the kind of person they want to work with? The partners say there have been several candidates who looked great on paper and came highly recommended but weren't offered jobsâbecause technical and interpersonal weaknesses surfaced during the selection process.

Beyond smarter screening, it's important to develop a culture that doesn't tolerate jerks. The best organizations make explicit their intolerance for bad apples; they spell out which behaviors are unacceptable in the workplace and act decisively to prevent and halt them.

 

Consider Robert W. Baird & Co., a financial-services firm that has won praise as a great place to work. The company is serious about creating a culture where disrespect and selfishness are unacceptable. They call this the "no jerk rule" (though they use a more colorful word than "jerk").

The company starts sending the message during the hiring process, says CEO Paul Purcell. "During the interview, I look them in the eye and tell them, 'If I discover that you are a jerk, I am going to fire you,' " he says. "Most candidates aren't fazed by this, but every now and then, one turns pale, and we never see them againâthey find some reason to back out of the search."

When the company makes a hiring error and brings aboard an employee who persistently demeans colleagues or puts personal needs ahead of others, Baird acts quickly to deal with or expel the bad apple.

There are times, of course, when an organization can'tâor won'târemove a destructive personality. Maybe the person is a star as well as a bad apple, for instance, or is otherwise crucial to the operation. In such cases, leaders might try to use coaching, warnings and incentives to curb the toxic employee's behavior. Another tactic is to physically isolate the bad apple.

In one organization, there was a deeply skilled and incredibly nasty engineer whom leaders could not bring themselves to fire. So, they rented a beautiful private office for him several blocks from the building where his colleagues worked. His co-workers were a lot happierâand so was he, since he preferred working alone.

But beware: Leaders who believe that destructive superstars are "too important" to fire often underestimate the damage they can do

 

 

For Disucssion

1. How would "bad apples" affect each stage of group and team development process?Explain

SuperTutor

(15)

Status NEW Posted 02 May 2017 02:05 AM My Price 9.00

-----------

Attachments

file 1493694318-Solutions file.docx preview (56 words )

S-----------olu-----------tio-----------ns -----------fil-----------e -----------Hel-----------lo -----------Sir-----------/Ma-----------dam----------- T-----------han-----------k y-----------ou -----------for----------- yo-----------ur -----------int-----------ere-----------st -----------and----------- bu-----------yin-----------g m-----------y p-----------ost-----------ed -----------sol-----------uti-----------on.----------- Pl-----------eas-----------e p-----------ing----------- me----------- on----------- ch-----------at -----------I a-----------m o-----------nli-----------ne -----------or -----------inb-----------ox -----------me -----------a m-----------ess-----------age----------- I -----------wil-----------l b-----------e q-----------uic-----------kly----------- on-----------lin-----------e a-----------nd -----------giv-----------e y-----------ou -----------exa-----------ct -----------fil-----------e a-----------nd -----------the----------- sa-----------me -----------fil-----------e i-----------s a-----------lso----------- se-----------nt -----------to -----------you-----------r e-----------mai-----------l t-----------hat----------- is----------- re-----------gis-----------ter-----------ed -----------onÂ----------- th-----------is -----------web-----------sit-----------e. ----------- H-----------YPE-----------RLI-----------NK -----------&qu-----------ot;-----------htt-----------p:/-----------/wo-----------rkb-----------ank-----------247-----------.co-----------m/&-----------quo-----------t; -----------\t -----------&qu-----------ot;-----------_bl-----------ank-----------&qu-----------ot;----------- -----------Tha-----------nk -----------you----------- -----------

Not Rated(0)

• Buy Answer