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Using the Cases in This Manual Cases and Role Playing In many of the cases, a m eeting between the manager/supervisor and the employee(s) is needed. Several different kinds of goals are possible for such a meeting: to comm unicate decisions, to listen for information, to negotiate a solution, to chastise, or to recognize good work. In this context, thes e cases present natural gatewa ys for role-playing practice To use these exercises as role -playing lead-in, the trainer assigns to participan ts the various roles of supervisor, employee, or a nyone els e integral to the case. Then the participants are given the ta sk of conducting the meeting already discussed by the group. The case establishes the situation, but how the ro le players, especially those in supervisory roles, deal with the situation is up to them. The participant who plays the role o f the supervisor usually has the most control over how the situation develops—and the most decisi ons to m ake. For example, if the scenario is a disciplinary meeting, what should the s upervisor say? And how should he or she act? While there might be common-sense rules abou t proper action, the use of more specific behavioral guidelines is often desirable. There are numerous sources of behavioral guidelines that are appropriate for use in case scenario role plays. Some behavior-m odeling training program s provide a list of steps a manager should take in any given situa tion; thus a set of behavior principles for coaching can be applied in these situations . Guidelines may also be drawn from the general literature. The behaviors associated with assertive comm unication, for example, are rather widely known and can be used as the basis for training and role-playing activities. Finally, k eep in mind that the or ganization that employs the participan ts may itself be an invaluable source of guidance. The organization’s policie s and procedures in disciplinary matters, for instan ce, m ay clearly indicate what a supervisor should do and say, therefore providing the role play er with an establis hed model of conduct for dealing with disciplinary problems. The cases, which create the context for ac tion, and the role-pla ying exercises, which bring participants into the sphere of acti on, help participants further develop their problem-solving and decision-making skills. Us ing thes e cases in conjunction with role- playing exercises and the appr opriate guidelines can thus re sult in a highly effective training method. Questions and Answers About the Cases How were these cases developed? These cases, collected over the past 10 years, are based on the experien ces of managers and supervisors in a variety of professions. The occupational settings represented here include financial, hea lth-care, educationa l, governm ental, retail, and manufacturingGet 50 Case Studies for Management and Supervisory Training now with the O’Reilly learning platform.
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