Relationship management

Mentors and mentees as well as line managers, relationship supervisors and the program co-ordinator must undergo training. Mentors and mentees must attend this prior to being matched. Profiles of mentors and mentees are used to match pairs. Mentees are given several options to choose from and preferences with regards to particular mentors are taken into account. 

Whether skills training for relationship supervisors is necessary at all will depend on the nature of the role. Thus, if the relationship supervisor does need to become involved in managing relationship problems, you might want to provide training in the following two skills ... 

Line managers. Relationship supervisors. Program co-ordinator. Program sponsors. 

Establish a clear system for managing relationships that come to an end... 

From an environmental aspect there are obvious advantages to be gained from a Full Chemical Management relationship. Increasingly both supplier and end user are seeing the mutual benefits (Table 10.2) of a Full Chemical Management agreement. 

Boring, repetitive, monotonous, noisy work Production pressure/forced overtime Physical stress or discomfort at the workplace Poor labor-management relationships Poor communication between victims Assembly line/piecework Poor job security... 

Everything discussed about this fictitious group so far deals with the reporting or functional or line management relationships involved, which are reflected in the job titles group leader, scientist, and research associate. Now the other dimension of the matrix needs to be considered the project relationships. 

Do expect that the union-management relationship will change dramatically. 

Supply chain management is a process-oriented approach to manage relationships in the snpply chain, and leading-edge firms such as 3M are implementing SCM. 

Service is authorized and directed to encourage and support the establishment and operation of joint labor management activities conducted by plant, area, and industry wide committees designed to improve labor management relationships, job secnrity and organizational... 

This is not a typical (non-driving) employee/management relationship. 

Coaching helped employees deal with organizational politics, performance management, relationships, and interactions. For this manager at Big Store, receiving coaching on the nuances of dealing with clients was a peak moment of inclusion ... 

The management relationship between construction work and the preceding work must be structured to accommodate the necessary flexibility. This is not the case if, for instance, the construction management operates as a separate entity with self-contained incentives, and any necessary adjustments to the work-plan are regarded as extra work, requiring additional incentive. 

It must be made very clear to employees what procedures are in place to deal with violent outbursts or incidents. There needs to be room to ascertain the reasons the incident has occurred, when not to proceed further against an employee with disciplinary action, and how to better manage relationships to reduce the chances of a repetition. Sometimes employees with a personality clash can be separated by assigrunent to different shifts or tasks. 

They employ make-do solutions (quick fixes) to equipment and facilities, often unsafe. There is minimal employee participation in decisionmaking. Employee-management relationships are adversarial—the traditional them against us [5]. 

Outsourcing costs are another issue. If they exceed expectations, the collaboration may lead to failure. Companies often underestimate the costs of finding and assessing an outsourcee, or the costs of managing relationship with the outsourcee and monitoring contract performance for compliance with the agreement (Mclvor 2006, p. 65). Such costs may... 

Gruen, T. and R. Shah, 2000. Determinants and outcomes of plan objectivity and implementation in category management relationships. Journal of Retailing 76, 483-510. 

As long as safety performance was improving and there were no major train accidents to stir public concern, the drive to reform the regulator/railway management relationship was weak. From 1967 until 1987 the only train accidents in the UK involving significant loss of life were ascribed to causes beyond BR control or where their ability to control was perceived to be low. (Polmont,... 

Managing relationships with key suppliers to ensure continued performance and value for money, using principles of partnership... 

It follows that the two factors - supplier s capability and the interface between the supplier and the buyer -determine the supply chain effectiveness. The interface governs the relationships between the supplier and the buyer, and helps operationalize the business models of collaboration. The supplier and buyer must be able to formalize such collaboration by leveraging the individual supplier capabilities. Clearly, the buyer would be effective if s/he can build a dynamic supply network that is responsive to the needs of consumers, including rapid fulfillment of orders. The buyer may also need expertise to manage relationships with offshore suppliers. 

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