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Question
Case 4.1Bill is concerned about Tim's self-esteem. Tim's attitudes about himself have begun affecting his work. Tim is just consumed with the fear of failure. He keeps telling himself that he's a failure, there's no use trying, he can't do any better. Bill says to Tim, "It's good that you know what you can and can't do; that helps you be more realistic about life. You just need to think of these matters in positive terms rather than hating yourself."
Bill manages Tim by telling him that he appreciates his hard work. Bill points out the things Tim does well and regularly explains to Tim that he expects great things of him. After a few weeks, Tim begins to perform more effectively and his fear of failure decreases. Bill further takes Tim "under his wing" and begins to advise him on professional behavior, gives him time to explain ideas and his concerns, and even becomes an advocate for Tim with Bill's boss.
Refer to Case 4.1. What strategy might Bill suggest that Tim could use to build his self-esteem?
a. Identify and develop his strengths.
b. Work more independently, and do not seek the help of others.
c. Set goals that are unrealistic that will cause him to stretch beyond his normal performance.
d. All of these.
Answer
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Related questions
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Case 17.1
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Case 15.1
Topco, Inc. is a manufacturer of electric fans and other low-tech cooling devices. Joan is the HR director. She is conducting a workshop for her managers on valuing diversity. In an open discussion about the managers' concerns on this topic, Bob says, "I don't care what someone's race or gender, or whatever, is. I just have a tough time with the soft, fat, college-educated kids who come in here and tell me how to do my job." Jane chimes in, "The real issue here is men's inability to relate to women, each other, and minorities. I've yet to meet a male manager who can really understand someone who's not one of his drinking buddies." After a few more comments, Joan continues with the training program.
Joan spends some time demonstrating that highly skilled talented people will leave their company if not valued, how an inappropriate joke creates tension, and how failure to value individual employees could even lead to acts of sabotage. She then moves to brainstorming what each manager can do as an individual to enhance diversity. She closes the day's session with a discussion of how diversity training programs need to be seen as a process and need to have clear objectives that permit assessment and be supported by managers and top managers if they are to succeed.
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b. Create additional education programs.
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