SNARLING ROTTEN OFFICE ETIQUETTE.

Byline: Ken Lloyd On the Job

The owner of the company brings his dog to work, and I've always been afraid of dogs. The owner half-jokingly says that his dog is the best judge of people, and since the dog snarls at me, I must have some kind of problem. How does this sound to you? G.B.

A -- There are increasing numbers of pets at work these days, including dogs, cats, birds, and bunnies, and concern about a manager showing favoritism toward a pet has taken on a whole new meaning. Either way, no matter what kind of pet may be in the company menagerie, it should not be snarling at anyone.

Pets in the work environment have been linked to reduced stress and tension, along with an increased sense of family atmosphere, but this is not the case when such pets view various employees as possible intruders or biscuits. Although the owner may claim that if his pet is snarling at you, the problem must be you, the real problem is the pet and the owner.

If the owner enjoys seeing employees squirm in the presence of his pet, then the owner as well as his pet could use some obedience training. The snarling pet may be a funny joke for him, but there is not much laughter when increases in tension cause an accident, when communication lines are blocked because employees fear going into the owner's office, or when an employee contacts an attorney because poochie's bite was worse than its bark.

When you need to meet with the owner, ask him to please put the dog on a leash, let it go for a walk, have it fetch the paper, or have it occupied or restrained in some other way. This should not create a problem, but if it does, then perhaps the whole company is going to the dogs.

Q -- When I joined this company, I was told that there would be many opportunities for training. So far, the three programs that I was supposed to attend were canceled at the last minute without any explanation, and none have been rescheduled. My manager told me that more will be on the way, but that was two months ago and there have been none. Any suggestions? T.C.

A -- Sometimes people who put on training programs need training in employee communication, motivation, and follow-up. There may be some good reasons for canceling a training program, but there are no good reasons for doing so without any explanation. Managerial silence in this type of situation actually speaks loudly in terms of the company's commitment not only to employee education, but to the employees themselves.

You should meet with the individual who handles the training programs, express your disappointment over the cancellations, and ask if there are plans to reschedule. Your meeting should provide you with a better understanding of the company's commitments and objectives in the training area, along with the training opportunities available to you.

At the same time, it is important to remember that there are countless classes and programs offered in local colleges, universities, and online. Although it is disheartening if your company does not keep its commitment to education, the most important commitment to education is the one you make to yourself.

Q -- I am not sure how to deal with a manager who gives too much recognition. Every time any of us do anything, he pours lavish praise upon us. This is getting to be a distraction and even a joke, and several of us are wondering if we should say something. E.W.

A -- Excessive positive feedback can be as uplifting and motivational as background noise. However, of all the problems that one can face in the workplace, excessive thanks is one of the least problematic.

Some managers operate under the erroneous assumption that if some recognition is a powerful motivator, then constant recognition should be the ultimate motivator. Although some employees may in fact react positively to your manager's feedback style, the most effective managers understand the importance of varying their managerial styles to fit the needs and motivations of their employees. And, many remember from introductory psychology that intermittent reinforcement is far more motivational than constant reinforcement. There is no "one size fits all" managerial style, but that is what your manager has adopted.

Since this matter has the potential to interfere with communication, respect, and performance in the department, you should discuss it with your manager. You are not coming at him with criticism, but rather with some thoughts about the ways to improve departmental operations. This type of feedback is very valuable, and certainly worthy of some recognition. It will be quite revealing to see if he provides it.