Integrative problemsolving strategies discussed in the chapter on conflict management

The final important element of expectations and feedback is that they should deal with those elements of the job over which the person has control. It would be extremely de motivating to tell sales clerks that sales are declining and that they should be selling more when the problem really lies i the fact that fewer customers are entering the store. Employees cannot be expected to control every element of their job, so feedback should relate only to those elements under their control. If elements outside an employee's control have profound impacts on her performance, demotivation may result unless her manager analyzes the next element of the performance model.

Cooperation and materials

Satisfactory job performance is not merely a product of effort and job knowledge. We also need cooperation from others along with the necessary tools. Imagine an accountant who works hard, is highly skilled, knows what is expected, but cannot get the necessary figures to complete his job. The cooperation of others with him is essential. While individual employees are responsible in pan for developing a cooperative work environment, the manager often plays the critical role.

A manager can develop cooperation in several different ways. First becau..;e managers generally have higher visibility and credibility in the organization than do their subordinates, managers can represent their subordinates in an effort to sll their projects and gain support. Second, a manager can call a group of employees together and analyze ways that the group can develop acooperative effort. She may use integrative problemsolving strategies discussed in the chapter on conflict management as well as the group meeting formats presented in the chapter on meetings. Regardless of the approach used, skilful communication is required.

Let us look at an example of developing cooperation. A company was about to introduce a new product and required that at least one member of the marketing staff attend product introduction meetings held throughout the country. The product marketing manager for the company stated that at least one member of the corporate staff must attend one introductory meeting even though it would be inconvenient. The corporate staff already spent a great deal of time travelling, and summer vacations were approaching; consequently, cooperative spirits were not high.

The manager developed cooperation by having a meeting to discuss the schedule rather thim "drawing straws" as suggested by one of the staff. During this meeting, each person listed the best time for his or her to travel. All the participants compared dates and arranged cooperative agreements on travel times. The manager listened to possibilities, asked for cooperation, and thus motivated the employees to work together.