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Started by Tony Mack
Sat, 24 Oct 1998 00:00
Attitudes
Author: Tony Mack
Date: Sat, 24 Oct 1998 00:00
Date: Sat, 24 Oct 1998 00:00
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I would like to respectfully disagree with the moderator. A discussion about the attitudes of employees is very pertinent to this list and to quality. I have been running quality programs and processes in the plastic industry for over 30 years, and never did I make a more positive improvement in the quallity levels of the organization until I attacked attitudinal problems head on. There are several excellent training programs available that help quality professionals and human resource personnel train people in the power of positive attitudes (and the destructive power of negative attitudes) on the quality level of the products and services being produced. One such program we have used is "Increasing Human Effectiveness" by Edge Learning of Tacoma, Washington. The course is designed to be given by employees to employees and the results are nothing short of outstanding. Even after a year, people who have taken the course still talk about it and wear their golden attitude pin to remind them that a postive attitude is the best thing we can each bring into the work place and into our homes to resolve problems, build teamwork, and improve processes that otherwise cause major quality issues for us and our organization. Please, let this discussion continue - I would love to hear from other Quality and HR professionals about their experiences with attitude training. Tony Mack VP, Development & Quality Fabri-Kal Corp Kalamazoo, MI tmack@f-k.com ___________________________________________________________________________ __________________________________ >>Subject: Re: Negative Employees >>Any ideas other than transferring them or firing them? >> >Well, at a minimum, you need to get their attention. > Point out to them how their behavior is disruptive and adversely >affecting everyone, ask for their comittment, offer to help, get the >rest of the work group involved, lay out a plan, set a timetable, >monitor and follow up, expect some backsliding, and keep at it. > If after a reasonable amount of time their behavior has not changed, > then fire them. You've earned the right. > RB >charlestonrhett@yahoo.com
Re: Attitudes
Author: Jay Warner
Date: Thu, 29 Oct 1998 00:00
Date: Thu, 29 Oct 1998 00:00
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Tony Mack wrote: > I would like to respectfully disagree with the moderator. A > discussion > about the attitudes of employees is very pertinent to this list and to > > quality. I have been running quality programs and processes in the > plastic > industry for over 30 years, and never did I make a more positive > improvement in the quallity levels of the organization until I > attacked > attitudinal problems head on. I'll buy into that! > There are several excellent training > programs available that help quality professionals and human resource > personnel train people in the power of positive attitudes (and the > destructive power of negative attitudes) on the quality level of the > products and services being produced. One such program we have used > is > "Increasing Human Effectiveness" by Edge Learning of Tacoma, > Washington. > The course is designed to be given by employees to employees and the > results are nothing short of outstanding. Even after a year, people > who > have taken the course still talk about it and wear their golden > attitude > pin to remind them that a postive attitude is the best thing we can > each > bring into the work place and into our homes to resolve problems, > build > teamwork, and improve processes that otherwise cause major quality > issues > for us and our organization. Please, let this discussion continue - > I > would love to hear from other Quality and HR professionals about > their > experiences with attitude training. But the cynic in me says, most of these programs were aimed at the wrong people - they should have woken up the managers, not tried to make the workers into docile unquestioning automatons. I've expeirenced a number of those courses, sorry. Personal motivation is probably the single most important factor in Q improvement, and one over which everyone claims someone else controls (I include myself as consultant in that, BTW). I'll stop before everyone is ticked at me. Jay -- Jay Warner Principal Scientist Warner Consulting, Inc. 4444 North Green Bay Road Racine, WI 53404-1216 USA Ph: (414) 634-9100 FAX: (414) 681-1133 email: a2q@execpc.com Power to the data!
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