Abstract

It's the "organizational structure" that determines whether people develop... What can middle managers do?

Employees who don't take initiative, can't do what they're taught, and don't change no matter how many times you tell them... Many problems with "difficult subordinates" aren't caused by the individual's qualities or the manager's leadership skills, but by the "organizational structure"?

HR professionals use concrete situations as examples to offer middle managers struggling with workplace relationships new insights into their problems, including the mechanism by which subordinates become alienated from well-intentioned guidance, techniques for pointing out problems without damaging relationships, and how to deal with situations where manager-subordinate relationships have frozen.

Author’s Information

Human Resources Consultant. Born in Osaka in 1969. Holds an MBA from Waseda University Graduate School of Finance. After working at Accenture and Japan Research Institute, he became the Representative Director of Selection & Variation Co., Ltd., a human resources consulting firm, in 2011. Visiting Associate Professor at Globis University Graduate School of Management. Human Resources Advisor at SMBC Consulting. Board Member of the Japan Association of Human Resources Consultants (a specified non-profit organization). Author of numerous books including "People Who Get Promoted Don't Worry About Performance Reviews," "The Textbook for First-Year Managers," and "The Definitive Guide to Creating Performance Appraisals in 7 Days." He also continues to provide timely information in line with environmental changes through his own insights.