Supervisors, engagement

In summary, criticism should be avoided here and in all management behavior, simply because it s counterproductive, and employees who feel accepted and valued by their supervisor will engage in self-criticism. This is, by far, more productive over the long term. 

Of course, thanks to the combined backing we received from the parents and a very astute day-care supervisor, Ms. Green, the kids were immediately removed from the facility. We believe that Ms. Green was prepared to engage the Major in hand-to-hand combat if necessary to protect her little charges. Had that occurred the author would have bet on Ms. Green. 

As we began to develop the inclusive leadership series, we asked employees to identify leaders behaviors that affected whether they felt included, engaged, and valued. A number of situations were identified (on and off the job) in which employees personally experienced exclusion. Based on this input, we decided to create a learning experience in which leaders could better understand the impact of exclusive behavior on achieving organizational results. We determined that engagement, retention, and satisfaction are all directly related to the quality of the relationship with the supervisor or team leader. As a result, we felt that an actionplanning component, which helps the leader incorporate inclusive behaviors into work practices and processes, was needed. 

Getting workers involved in achieving safety is essential. As noted above, several management methods try to engage managers, supervisors, and workers in improving work processes, including safety. Some hazards remain in each process that pose threats for workers. The workers must help define and assure implementation of administrative procedures focused on safe work. 

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