Rock Products

JUN 2013

Rock Products is the aggregates industry's leading source for market analysis and technology solutions, delivering critical content focusing on aggregates-processing equipment; operational efficiencies; management best practices; comprehensive market

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FEATURE Situational Leadership Guiding Conflict Resolution Managers learned about the differing leadership styles used to influence employees and teams toward goal achievement; they learned when to direct or when to delegate; and how to deal with employees who are grow‐ ing and those who are regressing. Participants identified their preferred conflict resolution mode; learned the stages of conflict, why leaders need to recognize them and learned how to respond to them ap‐ propriately. Four approaches to guide conflict resolution were taught as was the knowledge and skills to conduct effective conflict resolution discussions. Essential Skills for Managers Participants learned the communication skills and processes to have a "performance" dialogue. They learned to evaluate leadership behaviors, strengths and areas for development; they assessed their interaction skills and those which needed further development; and learned how to use the interaction process to achieve company goals and enhance working relationships. Improving Personal Effectiveness Managers learned how to be proactive, establish priori‐ ties and manage time. They also learned how to set and meet goals, conquer procrastination, handle interrup‐ tions, delegate tasks and keep themselves motivated. Effective Teamwork Participants learned the dynamics of working as a team; discovered the challenges a team may face; identified key elements of a team charter; learned critical team success factors and apply them to improve a team's per‐ formance. Coaching Managers discovered how to coach employees to de‐ velop their job skills and learned how counseling will help employees remove barriers to performance. They learned when to coach or when to counsel and translate the principals of each into actions. Participants learned how to give effective feedback. Finance for Non-Financial Managers During this session participants were provided a basic awareness and common language regarding financial matters as well as definitions to key financial terminol‐ ogy and concepts. The manger's role with regard to the facility's financial health was defined and ways he or she can influence labor costs were identified. They were also given an overview of the Supply Management and Ex‐ pense Management processes. This educational program was provided to 60 Oldcastle Materials Group staff and plant managers at three Iowa Community Colleges: Iowa Valley Community College (Marshalltown), Southwest Community College (Cre‐ ston) and Central Iowa Community College (Fort Dodge). It was expected that this Management Skill Development Program would provide them with skills to better per‐ form their job. If they learned to manage their plants or projects in a more efficient and effective manner, it is ex‐ pected employee turnover will be reduced, high‐quality products and services will be provided to customers, and company profits will rise. E (The second part of this feature will focus on program evaluation and conclusions.) For the past 30 years, Dr. Joe McGuire has worked in the construction-aggregate production industry dealing primarily with the planning/zoning process, environmental permitting, compliance issues and educational/training, while also participating in many aggregate mine-development and permit requests at the county level, which required involvement in the public hearing process. Dr. Lisa Breja serves as Iowa Valley Community College District Institutional Researcher, where her duties include survey administration/oversight, report-writing, data analysis, accreditation and Federal/State reporting. Billy Snead, CSP, is the EHS Director of Oldcastle Materials' Central West Division. He holds a BS in Occupational Safety & Health and has worked for the company for nine years. Leading Staff through Change In this session, managers explored their role in helping others adapt to changes occurring within the organiza‐ tion and gained the knowledge and skills to effectively discuss change with others to increase their involvement and build commitment. Coping with Difficult People Managers learned how to identify behaviors of employ‐ ees who are sometimes difficult to work with and look at processes to help those employees modify inappropriate or unacceptable behaviors. Constructive discipline as an option to termination was discussed. 20 ROCKproducts • JUNE 2013

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