In one sentence, describe what the following article is about: Sometimes, high turnover may not be a problem for the entire company, but instead only for certain divisions or departments. In this case, the root cause may be something the heads of this department have no control over (for instance, pay levels or deadline schedules set by upper management), but it may also be the management style of individual supervisors that is causing the problem. If this is the case, strongly consider re-training the problematic managers before firing them and searching for replacements. The one-time cost of a short management course is usually much less than the time and money wasted replacing an employee in a high-paying, highly-skilled management position. Some business experts argue that an employee's manager can have a greater effect on his overall job satisfaction than even his wages, hours, or benefits. In any case, effective managers are vital to a company's success, so making an investment in the ones you have can substantially reduce turnover. Sometimes, otherwise productive employees just aren't a great "fit" for the job they've been given. While they may work hard, their personality or skill set may keep them reaching the full potential of their role. In these cases, try to avoid dismissing the employee until you've considered other roles or duties for them. Don't fire an employee who's well-suited for some other important role in your company — if you do, you'll be forcing your company to undergo the costs of finding and training a replacement without getting your money's worth out of a perfectly competent employee. Be aware of how you present a role change to an employee. To avoid hurt feelings, for instance, don't tell the employee that she's performing poorly and that the company thinks she'd do better in a different role. Instead, focus on the positive — tell her that you've found something more important for her to do! Being aware  of the language you use in this situation can make the difference between your employee thinking of her new role as a promotion or a demotion. In many cases, finding new roles for old employees can be something that leads to increased productivity and satisfaction. However, large-scale corporate reorganizations are usually something that employees fear, and with good reason. Most company-wide reorganization efforts result in some layoffs (sometimes many). Frequent reorganizations can lead to a culture of fear and uncertainty in your workforce and encourage them to seek other, more stable jobs. To avoid this unfortunate situation, try to avoid frequently re-structuring your workforce. Slow, gradual changes are almost always better-received than sudden, wide-scale ones. If you do have to have a major company-wide reorganization, minimize the morale damage by clearly communicating to your remaining employees why the reorganization had to happen and explaining that their jobs are not in danger in any way. Though there will probably still be some lingering unease, good communication can help keep the damage as minimal as possible. In the words of the old cliché, "Sometimes, to save the hand, you have to lose the finger." Getting rid of exceptionally problematic employees is a must for any business looking to keep turnover at a minimum. Employees that perform poorly, have a negative attitude, or are grossly incompetent can hold your company back. Worse still, they can contribute to other employees developing negative attitudes towards work by sharing their negative views or demonstrating (through example) that bad work can go unpunished. Don't be afraid to get rid of employees with bad attitudes — if you do this, you'll usually have to fire less people in the long run. Don't ignore workplace negativity! Research shows that more people in a workplace vocalizing negative thoughts, the more likely that otherwise happy and productive employees are to adopt them.
Summary: Retrain managers with high turnover. Consider alternate roles for unhappy employees. Avoid constant reorganization. Don’t be afraid to fire bad employees.

In one sentence, describe what the following article is about: the person and disengage. It's the easiest way and simplest reaction when the immature person is trying to get your attention or a reaction. By responding to the behavior, you're giving in to what she wants and reinforcing her immature actions. Ignoring her will likely make her frustrated with her unsuccessful attack on you, and cause her to give up.  If the immature person is losing her temper or trying to pick an argument, it's important for you to disengage from her efforts to upset you. Look away from her.  Turn your head or avert your eyes.  Just don’t acknowledge her presence. Turn your back to her.  Even if she circles to face you, turn around again. Walk away.  Move with a purpose, avoiding her as quickly as possible until she stops following. Try an e-ignore approach.  Talking to someone or bothering someone who is constantly on their phone or tablet is very difficult.  You’ll be so engaged you won’t notice them. If the person won’t see reason or won't go away, you may need to be slightly confrontational and tell him that you cannot engage with him any further.  Gather up all your courage and politely ask him to leave you alone, while simultaneously removing yourself from the caustic environment.  Try one of the following approaches:  Let him off easy by deflecting, “Please leave me alone right now. I’m not in a good mood.” Get to the point and tell him what you’d like, “Leave me alone.” Try a forward approach, “I'm not arguing with you. This conversation is over.” Use the broken record technique. Simply repeat your refusal to engage over and over, "This conversation is over." Remain calm while employing this technique and try to walk away. It is possible the person doesn't realize she is being immature.  Part of maturing is learning to deal with younger and/or less mature people.  Confronting the immature person bothering you and letting her know her actions are inappropriate may cause them to avoid you.  Being straight-forward could help, “I do not appreciate your behavior.  Please stop.” Simply inform her of her behavior, “You’re being very immature.  Stop bugging me.” Form your reply as a question, “Do you realize how immature you’re acting right now?” While you may be tempted to respond to the person immaturely as well, giving him a taste of his own medicine, this could seriously backfire. If you are interacting with this person in a work situation, your immature behavior could get you in trouble. In addition, it might actually be dangerous to egg on an immature person who is also aggressive or has a temper. When you feel tempted to react to the person, be the mature one and disengage and walk away from him. If the person is aggressive and won't stop bothering you, consult with a lawyer or the police. No one is allowed to harass or touch you.  These people need outside influences to stop bothering you, and they probably won't until someone is able to exert influence they can't deny.  There are a few possible options:  Use your social support network.  If contact with the person is unavoidable, find a friend, family member, teacher or school administrator, boss, or anyone you trust, and ask for help. Tell the person you’re going to call the police.  The threat of authorities may intimidate him enough to stop bothering you. Call the police. If you fear for your safety and/or the person is harassing you, threatening you, stalking you, or has been violent, the police may be able to intervene, or you may be able to file a police report. Make sure you take detailed notes about each incident so you have a record of the harassment and how long it has been going on. Harassment includes threats; repeated telephone calls, texts, email, leaving notes or other contact; following someone; blackmail; slashing car tires.  Consider filing a harassment restraining order. Laws very by state, but you can talk to the police or a lawyer about your options when it comes to filing for a restraining order.
Summary:
Ignore Ask the person to leave you alone. Inform the person of her actions. Resist the urge to fight fire with fire. Get help.