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Handle with Care: A Guide to Managing U.S. Employees in the 1990's.

Handle With Care

This book devotes its 21 chapters to the caring ways you may work with others to build mutual self-esteem, promote initiative, and enhance financial and psychic growth. I have read many hundreds of similar works; this ranks among the best.

Author Lloyd Smigel easily translates basic theories in psychology, sociology, and general management into simple words enlivened with practical examples. Among the many subjects covered are personal and company missions, the grapevine, politics, one's strong and weak points, communication, hiring tips, training, and ethics.

Here are examples of Smigel's writing:

* "A card in the mail is a nice touch, but it is not as effective as the sales rep who makes a personal phone call to check up on things. It shows the customer that you and your company care. * "We all want to be understood, but few of us will take the time to try to understand others. Kind of a catch-22, isn't it? If few of us take the time to understand others, who will understand us? Show a little compassion before you unknowingly or knowingly judge them and their ways. We all want to be treated with dignity. We all want to be treated equally and fairly. * "In the multicultural work force, interaction is fostered among all members of the organization, no matter what their levels. Everyone is expected to participate in problem solving. Open, honest communication is encouraged; straight talk is the norm. Disagreement is seen as a healthy by-product of interaction. People are allowed to work through and learn from their disagreements. * "An interviewee once asked me a question I've never forgotten: |Would you work for you?' * "You could be part of a few hidden agendas without even realizing it. The next time someone |sets someone up' and you are aware of it, stop and evaluate the situation. Sometimes it's difficult to notice because we've played it so often--it's second nature to us now. A good hidden agenda player will get you on his side by including you in the game of destroying a person or project. You seem to feel it's a good way to get ahead and you join in (the background). It's a game that will reverse and turn on you in the end. Somehow, we get caught in its web. * "Secretaries often come up with intelligent ideas and never receive the credit for them. Nobody appreciates it when that happens. Likewise, many have career aspirations that are never encouraged. Whenever possible, try to send secretaries to seminars to help them progress in their jobs. . . . Often they come back . . . with excellent ideas they can share with others. * "The results of my upbringing--I had five sisters--are, I feel, somewhat unique. I believe that men are almost equal to women, but not quite. Traitor? No, realist. Anyway, at least, women employees are equal to men. If they handle the job, fine. Let them do it for equal pay. * "Whenever possible (and where applicable), a small touch that makes a new employee welcome and feel part of the team is the business card. Have some cards printed up with everything except the name, and type in the new person's name on as many cards as you feel are needed until the ordered cards arrive. If it's possible, have the cards on the new employee's first day. Placing the cards in a card holder on the new person's desk is even more impressive. * "Even repainting the janitor's closet for the new janitor shows you care and it speaks out |Welcome to Our Company, We Care About You.'"

Samuel B. Shapiro, CAE, is president, Samuel B. Shapiro Consulting, Inc., Miami Beach, Florida.
COPYRIGHT 1991 American Society of Association Executives
No portion of this article can be reproduced without the express written permission from the copyright holder.
Copyright 1991, Gale Group. All rights reserved. Gale Group is a Thomson Corporation Company.

Article Details
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Author:Shapiro, Samuel B.
Publication:Association Management
Article Type:Book Review
Date:Jan 1, 1991
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