Chapter 8 Goal-Setting, Coaching, and Conflict-Management Skills

Leadership and Management in the Hospitality Industry Second Edition (304T or 304)

2002, Educational Institute

Competencies for Goal-Setting, Coaching, and Conflict-Management Skills

1. Explain the importance and nature of goal setting in an organization. 2. List and briefly describe characteristics of effective goals. 3. Identify guidelines managers should keep in mind when setting performance goals with employees. 4. Summarize the challenges managers face and an important tool they can use when setting goals for themselves. 5. Describe the nature of and need for coaching in today's hospitality organizations and identify potential barriers to coaching.
2002, Educational Institute

(continued)

Competencies for Goal-Setting, Coaching, and Conflict-Management Skills

(continued)

6. Explain the use and significance of feedback when conducting coaching sessions.

7. Explain why conflict occurs in organizations and describe positive and negative aspects of organizational conflict.
8. Describe skills and list guidelines that can help managers handle organizational conflict. 9. Summarize five conflict-management strategies, describe the four keys to principled negotiation, and outline strategies managers can use for third-party interventions.
2002, Educational Institute 2

Goal-Setting Model
Assigned goals

Self-efficacy expectations
Personal goals

Performance

2002, Educational Institute

Be clear and specific Be measurable Be verifiable Have time limits Be challenging Be relevant Be cost-effective Have controllable rather than uncontrollable outcomes Balance needs Be measured over time Have objective measures
2002, Educational Institute 4

Effective Goals Must:

Eight-Step Process for Setting Employee Goals

1. Specify the objective or tasks to be completed Social 2. Establish difficult but attainable goals 3. Specify how the employees performance will be measured 4. Specify the outcome to be reached

5. 6. 7. 8.

Specify the deadline Set priorities if there are multiple goals Determine coordination efforts Establish a plan of action
5

2002, Educational Institute

How to Encourage Employees to Accept Goals

Provide support for goal completion Encourage employees to participate in each step of the goal-setting process Pay attention to each employees capabilities when setting goals for or with employees Reward those who complete their goals
2002, Educational Institute 6

Causes of Conflict Within Organizations

Competition for resources
Task interdependence

Jurisdictional ambiguity
Status struggles

Communication barriers
Differences in values and beliefs
2002, Educational Institute 7

Conflict Management Guidelines

Be selective about the conflicts you get involved in Evaluate the participants in a conflict Assess the source of the conflict Know your conflict-management options and select the best one

2002, Educational Institute

Conflict-Management Strategies
Avoidance Accommodation Compromise Collaboration Competitiveness

2002, Educational Institute

Keys to Principled Negotiation

Separate the people from the problem

Focus on what people really mean

Invent options for mutual gain

Use objective criteria

2002, Educational Institute

10

Strategies for Third-Party Interventions

Mediation

Process consultation
Organizational changes

2002, Educational Institute

11