ill meeting with the su cuss performance may become defensive. Defenploy ance is

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ill meeting with the su cuss performance may become defensive. Defenploy ance issues, em lo dis. the end of the day. Overall, all employ ees deserve to be treated with dignity issues, e and respect, even those who are being terminated. When all the performance review meetings are merged into one, the components of such a meeting include the following: (1) explanation of the is indicated by a fight-or response. The supervisor carn mize defensiveness by (1) establishin and maintaining rapport, (2) be empathetic, (3) observing verbal nonverbal cues, (4) min purpose of the meeting, (2) selthreats, and (5) encouragine nimizing participation. appraisal, (3) discussion of the super- visor's performance ratings and rationale and resolution of discrep ancies with self-appraisal, (4) devel- opmental discussion, (5) employee summary, (6) rewards discussion (7) setting up follow-up meeting, . When defensiveness becomes unav able, the employee's attitude must be recognized and allowed exp situation becomes intolerable, the meeting may be interrupted and rescheduled for a later time. CASE STUDY 9-1 Was Robert Eaton a Good Coach? Robert Eaton was CEO and chairman of Chrysler from 1993 to communication between Eaton and Lutz (the two mer 1998, replacing Lee lacocca who retired after serving in this across apacity since 1978. Eaton then served as cochairman of the permeated the entire organization. Eaton and utz newly merged DaimlerChrysler organization from 1998 to 2000 around management style indicated to employees that With 362,100 employees, DaimlerChrysler achieved revenues were committed to and engaged in the organization of EUR 136.4 billion in 2003. DaimlerChrysler's passenger car Furthermore, Eaton and Lutz held meetings with their exeo brands include Maybach, Mercedes-Benz, Chrysler, Jeep. tive team on a regular basis to exchange ideas and infoma Dodge, and Smart. Commercial vehicle brands include tion from all areas of the organization Mercedes-Benz, Freightliner, Sterling. Western Star, and Setra. the hall from one another and never closed their doors 's w Eaton even reorganized the manner in which Chrysle sregarded by From the beginning of his tenure as CEO, Eaton com designed cars based on a study, previously d municated with the people under him. He immediately shared lacocca, that indicated that Chrysler needed to be moe his plans for the future with his top four executives and then flexible and its executives needed to be in constant commu took the advice of his colleaegue, Bob Lutz, to look around the nication with the product design team. One employee was company before making any hasty decisions concerning the quoted as saying. "Bob Eaton does not shoot the messenge state of affairs at Chrysler. Eaton and Lutz ascertained that when he hears something he doesn't like or understand He Chrysler was employing the right staff and that they did not knows that not every idea is right. But Bob is off-the-wall need to hire new people; they just had to lead them in a differ- himself. He'll say something, and we'll ell him that i's ent manner, that is, in a more participative style crazy idea.. .. He may not change his mind in the end, but Eaton listened to everyone in the organization, includ he'll spend the time explaining to you what is behin ing executives, suppliers, and assembly-line workers, to his thought processes. Do you know what kind of confidenae determine how to help the company succeed. Eaton also that inspires? This type of open communication at the to encouraged the employees at Chrysler to talk with one proved extremely successful, as summed up by another. The atmosphere of collaboration and open-door designer: "It's a system that recogniz t recognizes talent early and alf

Explanation / Answer

Give Advice Yes Motivating staffs

Provide Guidance Yes He is making capable them to take actions which benefit the firms

Give Support Yes Supporting development

Give Confidence Yes From the words of one employees, it reveals

Promote greater competencies Yes Organisation is re arranged in such a way, Benchmarking he had done

Establish development beahviour Yes Among inside staffs

Communicate Effectively Yes

Motivate Employees Yes

Document Performance yes If you want to benchmarking document performance is required

Give feedback Yes Collection of data one cusotmer requirement

Diagnose performance problem I didn't see in case study . But answer could be highly 'Yes'

Develop employees Yes   

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