Учебно-методическое пособие по развитию навыков профессионального общения. В двух частях. Ч.1: Management. Руденко Т.П - 27 стр.

      subservient (12): obedient;                                                  Bad bosses often have a recognizable modus operandi. Harry
      vulnerable (14): open to ridicule;                                    Levinson, a management psychologist in Waltham. Massachusetts, has
      outplacement (17): helping former employees find new jobs;            catalogued problem bosses, from the bully to the jellyfish to the disap-
      rapport (19): understanding;                                          proving perfectionist. If you’re suffering from a bad boss, chances are
      recurring (21): happening again;                                      he or she combines several of these traits and can be dealt with effec-
      paraphrase (26): put what someone has said into other words;          tively if you use the right strategy.
      prioritize (27): put things in order of importance;
      brusque (29): rudely brief: rough in manner and speech.                      The Bully
                                                                                   During his first week on the job, a new account manager at a
              How to deal with a difficult boss                             small Pennsylvania advertising agency agreed to return some materials
                                                                            to a client. When he mentioned this at a staff meeting, the boss turned
                                                 Donna Brown Hogarty        beet red, his lips began to quiver and he shouted that the new employee
                                                                            should call his client and confess he didn’t know anything about the
        Harvey Gittler knew his new boss was high-strung – the two had
                                                                            advertising business, and would not be returning the materials.
worked together on the factory floor. But Gittler was not prepared for
                                                                                   Over the next few months, as the account manager watched co-
his co-worker’s personality change when the man was promoted to
                                                                            workers cower under the boss’s browbeating, he realized that the tyrant
plant manager.
                                                                            fed on fear. Employees who tried hardest to avoid his ire were most
        Just two days later, the boss angrily ordered a standing desk re-
                                                                            likely to catch it. “He was like a schoolyard bully,” the manager recalls,
moved because he’d seen a worker leaning on it to look up an order. He
                                                                            “and I’ve known since childhood that, when confronted, most bullies
routinely dressed down employees at the top of his lungs. At one time
                                                                            back down.”
or another he threatened to fire almost everyone in the plant. And after
                                                                                   Armed with new-found confidence and growing knowledge of
employees went home, he searched through trash cans for evidence of
                                                                            the ad business, he matched his boss’s behavior. “If he raised his voice.
treason.
                                                                            I’d raise mine,” the manager recalls. True the type, the boss started to
        For many workers, Gittler’s experience is frighteningly familiar.
                                                                            treat him with grudging respect. Eventually, the young man moved up
Millions of Americans have temperamental bosses. In a 1984 Center for
                                                                            the ranks and was rarely subjected to his boss’s outbursts.
Creative Leadership study of corporate executives, nearly 75 percent of
                                                                                   Although standing up to the bully often works, it could make
the subjects reported having had at least one intolerable boss.
                                                                            matters worse. Mardy Grothe recommends a different strategy: reason-
        “Virtually all bosses are problem bosses, in one way or another,”
                                                                            ing with him after he’s calmed down. “Some bosses have had a problem
says psychologist Mardy Grothe, co-author with Peter Wylie of Prob-
                                                                            with temper control all their lives, and are not pleased with this aspect
lem Bosses: who they are and how to deal with them. The reason, he
                                                                            of their personality,” he explains. Want a litmus test? If the boss at-
said, lies in lack of training. Most bosses were promoted to management
                                                                            tempts to compensate for his outburst by overreacting and trying to
because they exceiled at earlier jobs – not because they have experience
                                                                            “make nice” the next day, says Grothe, he or she feels guilty about yes-
motivating others.
                                                                            terday’s bad behavior.
        Uncertain economic times worsen the bad-boss syndrome. “There
                                                                                   Grothe suggests explaining to your boss how his temper affects
is an acceptance of getting results at any price,” says Stanley Bing, a
                                                                            you. For instance, you might say. “I know you’re trying to improve my
business executive and author of Crazy Bosses. “As a result, the people
                                                                            performance, but yelling makes me less productive because it upsets
corporations select to be bosses are the most rigid and demanding, and
                                                                            me.”
the least able to roll with the punches.”

                                   53                                                                          54