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CHAPTER 7-WPS Office

The document discusses techniques for situational appraisal and managing human performance problems. It describes recognizing concerns, separating concerns into manageable components, setting priorities, and planning resolution. It provides questions to consider for each step and stresses the importance of properly identifying and verifying the causes of human performance issues.

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Khem Asucro
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13 views22 pages

CHAPTER 7-WPS Office

The document discusses techniques for situational appraisal and managing human performance problems. It describes recognizing concerns, separating concerns into manageable components, setting priorities, and planning resolution. It provides questions to consider for each step and stresses the importance of properly identifying and verifying the causes of human performance issues.

Uploaded by

Khem Asucro
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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CHAPTER 7

SITUATION APPRAISAL
SITUATION APPRAISAL
•Is getting ready to do something the preparation of
a rational point of departure.The results of the
evaluative technique of situation appraisal are
enhanced understanding of management concerns
and accurate identification of time efficient,
appropriate actions for resolving those concerns.
SITUATION APPRAISAL
TECHNIQUES
-Situation Appraisal technique enable the manager to
increase competence in these four activities:

• Recognizing concerns
• Separating concerns into manageable components.
• Setting priorities
• Planning resolution of concerns
RECOGNIZING CONCERNS
• A concern is any situation that requires action and
for which you have full or partial responsibility.in
other words, something needs to be done and you
are in position to do something about it. Where do
these concerns come from? Sometimes both the
source and the mandate for action are very
clear.Your boss has given you a specific task. A
routine report is due at the end of the month. A
subordinate performance has become
unsatisfactory. A project you are heading is not
going to meet it's deadline.
SEPARATING CONCERNS
INTO MANAGEABLE
COMPONENTS
A combination of concerns presenting themselves as one situation cannot be dealt with
effectively. We must assume that all issues and concerns that have earned our intention
are more complex than they first appear to be.

• Do we think one action will really resolve this concerns?

•Are we talking one one thing or several things?

• Are we in agreement as to the reason we are concerned about this?

• What evidence do we have that says this is a concerns?

•What is actually happening in this situation?

•What do you see( hear or feel, smell , taste ) that tells us we must take action?
SETTING PRIORITIES
• Only after we have separated complex concerns
into their components can we set useful, sensible
priorities. In the expanded list of concerns that
result from separation, each discrete issue we
extract from undifferentiated "basket concerns" can
be seen to have its own unique features and claims
to priority.
PLANNING RESOLUTION OF
CONCERNS
• In this step of Situation Appraisal. planning the
resolution of concerns we focus on how these
concerns may best be resolved, who will handle
them, and the kinds of answers we need.
STOP AND THINK
• It sounds obvious even elementary to say that
anyone who is going to deal effectively with a
complex situation must stop and think, not strike
out immediately to set things right . But people
anlre inclined to want to do something decisive and
dramatic "Don't just stand there , do something "
ex-presses a mode of action that sounds better
than it works. People also tend to panic.
A DIFFERENCE OF OPINION
• Confusion about the nature of situation is always a
giveaway that separation or more separation is
imperative before the situation can be dealt with
effectively. Thats is why. during the separation step,
we ask whether there is disagreement over the
cause or the nature of each situation under
discussion.
WHAT KIND OF ACTION
MAKES THE MOST SENSE?
• In the fourth step of Situation Appraisal, we make
judgments of the kinds of action that should be
taken to resolve high-priority concerns. The
questions we ask lead to partial or full use of
problem Analysis ,Decision Analysis , or Potential
Problem Analysis . It is important to remember that
two equally critical factors must be considered in
making this judgment : the nature of the concern
and the kind of answer that is required.
CHAPTER 8
MANAGING HUMAN PERFORMANCE PROBLEMS
MANAGING HUMAN
PERFORMANCE PROBLEMS
• Calls for a compassionate, considerate approach.
Potential Problem Analysis, used as a thinking tool
to identify and avoid future problems, is of the
greatest importance
THE MOST COMMON
HUMAN PERFORMANCE
PROBLEMS
• A new employee, who is supposed to be just great,
is a complete disappointment.
• A person who once performed well no longer does
at least not all of the time or on all aspect of the
job.
• There is continuing repetition of needless errors
• An employee is unwilling to take responsibility.
• An employee is frequently absent/late .
• Employees play politics instead of doing the job.
MANAGE OR SOLVE
• To manage or solve human performance problems
is not an either or choice.We would like to resolve
such as problems in so far as we can.at the very
least, we want to be able to manage them
effectively.
DESCRIBING THE PROBLEM
SITUATION
• When a problem situation is made visible, we can begin
to see the difference between fact and opinion , between
reality and speculation . This visibility is brought about by
a factual comparative specification in the four dimensions
os identity. Location. Timing and Magnitude . This process
requires disciplined questioning and gives us a basis for
challenging information that may be biased or untrue. lt
helps us sort out individual concerns and break apart the
unwieldy lumps of information that typify most human
performance problems. a tight specification provides the
basis for a fair hearing for the individual regardless of
what the situation may be.
SPECIFYING QUESTION FOR
HUMANS PERFORMANCE PROBLEM
IDENTITY - WHO is the person ( or group)
about whose behavior we are
concerned?

WHAT, specifically is that


behavior?( Include action and
remarks made by the individual.)

LOCATION - WHERE is the behavior observed

TIMING - WHEN did this behavior first become


apparent?

WHEN since the time did we observe


this behavior?

MAGNITUDE - What is the extent of the behavior?


IDENTIFICATION OF DIFFERENCES
FROM THE SPECIFICATION
• As managers we provide an analytical approach that
focuses on the total environment when we identify all
components of a situation; the sharp factual contrast
between the performance of one person and another ,
or between one task and another for the same person,
or between performance in one work place and in
another . This approach is far more efficient and
significant than one that settles on an individual's
shortcomings as though he or she were isolated from
everyone and everything else . Something is obviously
different about that one part compared with the
other.
GENERATION OF POSSIBLE
CAUSES
Difference, changes, and tight specification suggest
possible causes. All causes we generate from these
sources emerge from known facts about the problem
situation in all the dimensions. They do not emerge
from speculation about the person's behavior. A tight
specification also helps us use our experience as
managers. We can tap the insight and understanding
we have gained from years of working wab people
and dealing with other performance problems.
TESTING OF POSSIBLE
CAUSES
• We must remember that bias and guesswork are
with us during every work day. A manager may be
convinced that the
VERIFICATION OF
MOST PROBABLE
CAUSE
• when we formally verify a problem's most probable cause
we are protecting everyone concerned Without verification
we may be tempted to build a case for a particular theory
above someone's unacceptable performance every bit of
THANK U
Christian Castillo
Lino Manlapaz
Jabes R. Pacheco
Niel Macadat

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