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    Mary had "attitude". Her manner was rude and uncooperative and her colleagues complained, but she was efficient. Her supervisor believed he was stuck with a problem that couldn't be solved. He reasoned that in any office there was always someone that didn't get on with the rest of the staff, and as long as Mary was doing her job, he couldn't do much about it. Wrong.

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    believed he was stuck with a problem that couldn't be solved. He reasoned that in any office there was always someone that didn't get on with the rest of the staff, and as long as Mary was doing her job, he couldn't do much about it. Wrong.

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    get on with the rest of the staff, and as long as Mary was doing her job, he couldn't do much about it. Wrong.

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    suppliers. Here is how.

    There are two key dimensions to performing successfully: what is done and how it is done. Yes, the clerk did her job, but her behavior was such that the team was not functioning well.

    Managers are often surprised to learn they can take effective action to address the behavior of employees - how they go about their jobs rather than the end result.

    It helps to look at the inputs and outputs of the job. While we normally prefer to measure the outputs, we also need to manage inputs and employee behavior is one of these. The sales assistant in a department store may not have much control over total sal

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