Search PubMed⌕ Search

Biomedical subjects

M M Kennedy

Publications and source records attributed to M M Kennedy.

At least 91 records · Page 5Linked to original sources
PubMedDate not supplied

What kind of feedback are you soliciting?

How can you assess how well you're performing? From benchmarking to finding a mentor, here are some suggestions to help you solicit meaningful feedback to improve your performance. The feedback that's most beneficial isn't an opinion--even the CEO's, although it's important--because it's often the opposite of fact. You need standards against which to measure yourself that aren't tightly linked to your organization's culture, so you'll need to research what's going on with your competitor's employees and network with other professionals.

Administrative Personnel↗
PubMedDate not supplied

Targeted searches: a double-edged sword.

Besides being discriminatory, there are short- and long-term problems inherent in targeted searches. What are the issues rarely considered by companies looking for a quick diversity fix? (1) Internal candidates will bolt when they figure out what's going on. (2) Most top candidates hate targeted searches. (3) Many search firms don't like targeted searches, and some won't even participate in them. (4) Targeted searches can set up new hires for failure. These issues are useful to consider when you begin the search process for your next star.

Cultural Diversity↗
PubMedDate not supplied

What's your financial set point?

Motivation is an important career issue, especially in the shrinking health care market. What inspires people to work hard today is often not the same thing that encouraged our parents' industriousness. What motivates you? What motivates your direct reports? Research suggests that people can't be motivated beyond their "financial set point"--the amount of money they need or want which will motivate them to work harder or smarter. The following motivators are explored: (1) Upward mobility; (2) limited goals; (3) need only; (4) revenge; (5) ego nourishment; and (6) time.

Career Mobility↗
PubMedDate not supplied

The new rules of leadership and organizational politics.

As the health care industry continues to experience unprecedented change, organizational politics are also evolving. Major changes are underway in the rules of engagement and how management and workers behave on the job. The new rules of the game include: Practice leadership, not management; practice inclusion with a vengeance; practice modesty and consideration and demand both; act on rumor, don't await confirmation; aggressively collect allies; understand the politics of voice mail; and know that position power isn't personal power.

Leadership↗
PubMedDate not supplied

Who gets fired in a tight job market?

One of the peculiarities of the health care workplace right now is that while organizations are frantic to hire, they are also quicker to fire. Judging from surveys and reports from headhunters, it's obvious there are some new reasons why--and when--people get fired. The most common cause for firing is the inability to meet the boss's expectations. Three, often-documented, reasons for severance are examined: (1) not being able to produce what's needed with the culture; (2) lacking the level of technical skills required; and (3) not being emotionally committed to the role the candidate was hired to play. What can you do to protect yourself? Do your homework. Don't fall into the trap of being taken in by an over-eager hirer or by the prospect of making an inordinate difference.

Employment↗
PubMedDate not supplied

Is high touch finally here?

Can anyone single-handedly create a caring environment without adding hours to his or her work week? As turnover continues to rise, it's worth considering. Techniques managers say have worked for them are suggested, including: Monitor workloads; celebrate successes; make niceness an expectation; mentor; offer training as often as possible; stamp out problems before they go public; consider offering flexible hours and extended leaves for all; and introduce yeast to keep people stimulated. Will these strategies--all of which may not work for you--fatten your bonus this year? Probably not, unless top management is monitoring retention and doing occasional exit interviews. However, one of the byproducts is that employees don't stop with each other. They begin to treat patients better, something neither bribery nor threats may produce.

Humans↗
PubMedDate not supplied

A crash course in conflict resolution.

Knowing how to resolve conflict with finality establishes positive changes in coworker relations, prevents drops in productivity, and frees a manager's time for more important issues. Conflict arises from four sources: (1) Real or imagined differences in values, (2) dissimilar goals, (3) poor communication, and (4) personalizing generic or organizational issues. Right now health care is full of the latter. It's possible--and useful--to make conflict productive rather than disruptive. The secret is using a process that produces a solution acceptable to everyone. This requires three steps: (1) Value differences must be addressed, (2) communication styles must be established, and (3) everyone must commit to mutually satisfactory resolution of the issues.

Conflict, Psychological↗
PubMedDate not supplied

Hiring and firing: the right and legal way.

Is any decision higher risk than hiring a new employee? You're betting your time and the organization's dollars, effectiveness, and reputation on your decision. No wonder people want to have candidates CAT scanned! There are ways to reduce the risk of a wrong decision (or, if that happens, to correct it), all within current legal guidelines. We talked with Fred R. Kimmel, a partner with the law firm of Arvey, Hodes, Costello & Burman, Chicago, and a specialist in labor and employment law, about both effectiveness and legality. This article reports on a plan for hiring and firing the right way.

Employment↗
PubMedDate not supplied

Salary negotiations the smart way.

No one holds all the cards in a job interview, unless one party to the negotiations gives them to the other. To obtain the salary that you deserve, you have to do some homework to determine your market value and you have to stick to your guns during the bargaining. Taking less than you, and the prospective employer, know you're worth is a sure road to disaster.

Humans↗
PubMedDate not supplied

How to cope with behavioral interviewing questions.

What should a potential employee do when asked behavioral or highly intrusive questions during the interview? Here are some suggestions to help you be prepared should the interviewer ask you personal or objectionable questions: (1) Take some time for introspection; (2) be prepared to draw the line; (3) complain; and (4) write it off. And remember: A show of determination and setting boundaries in an interview may advance your progress. Coolness under fire is an attractive personality trait.

Behavior↗