 Category :: Management Articles |
Author :: Heidi Richards, MS  |
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| Article Title :: Planning Special Events - Part One |
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If you are in the Event Planning Business the strategies needed
to make an event memorable and profitable are extremely
important. They require a certain amount of planning and a whole
lot of commitment to achieve the ultimate goal: Having a Great
Event with just the right number of attendees! An event, which
leads to even more success, referrals, more business, and most
likely more people committed to the project in the future.
A special event is an event with a specific purpose, such as a
special occasion (celebration of a milestone, conference, party,
awards ceremonies, fairs). They are different from ongoing
programs.
Strategies for Success:
If a company or host has hired you, the (read full article) |
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| Category :: Management Articles |
Author :: Heidi Richards, MS |
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| Article Title :: Developing Your Mission |
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"The best Leader is one who knows how to pick good people to do
what he or she wants done and self-restraint enough to keep from
meddling with them while they do it." - Heidi Richards -
Developing Your Mission
Mission statements describe the purpose of an organization or a
sub-group of it. It is a general description of what it is that
the team is there to do. It grows out of the Vision. It
describes the organization's purpose. It tends to be general
with objectives often accompanying it. The mission provides the
"framework" for goals and objectives. It also provides guidance
for the major decisions officers and board members need to make.
Identifying or updating the mission is usually (read full article) |
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| Category :: Management Articles |
Author :: Martin Haworth |
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| Article Title :: Top Ten Ways for Managers to Build Rapport through Listening
(and more!)* |
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Working with people, whoever they are and at whatever level,
requires great relationships. Managers can build rapport easily
and quickly and great relationships follow.
Team building is accelerated and what follows is a synergy of
creative spirit to build great businesses.
Here are Ten Ways to start you off building rapport with your
people...
1. Pay attention to and look at the speaker.
You're building a relationship, so make sure that you help that
along by paying attention - and let them see that you are!
Visual attention is so powerful that you can only grow the
relationship if you pay full attention by looking at them and
not at anything else.
2. Periodically reflect wha (read full article) |
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| Category :: Management Articles |
Author :: Alex Polonski |
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| Article Title :: Is It Worth to Outsource? How one can outsource wisely |
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Recent trends in software development market show that it is no
longer the most efficient way to work onshore. Competition is
too high and in some particular cases, US or European IT people
even go farming rather than admit the situation and adapt
themselves. This article is mainly for those who are going to
stay straight in the industry whatever surprises it keeps
bringing.
International division of labour has done its work. So nowadays,
if you ask anybody about the regions he associates with
IT-industry, you’ll get quite a short list: India, China,
Russia, Eastern Europe. No wonder, historically these regions
had the most efficient technically oriented education. In
addition to lower (read full article) |
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| Category :: Management Articles |
Author :: CMOE Development Team |
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| Article Title :: Experiences of Management Coaching (Part 2) |
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In our experience, we have found that there are several reasons
managers fail to get employees to see and acknowledge that they
have a problem.
They assume. Many managers bypass the step of getting agreement
because they assume that an employee views the problem in the
same way that they do. However, that is often not the case,
especially when the performance problem is a pattern of behavior
rather than a single event. People generally do things that they
perceive to be in their own best interest. So, employees who
realize that a particular work behavior isn’t in their best
interest are more likely to change.
In a typical management coaching situation – especially one
invol (read full article) |
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| Category :: Management Articles |
Author :: Gordon Goh |
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| Article Title :: Show Me the Money |
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For many people, money is like the weather – they talk about it,
but don’t do anything about it. But making more money is not
just about working longer hours or working harder. If your goal
is to have more money, achieving it is about achieving your
vision.
To achieve something extraordinary, you need to have a clear and
precise vision plus a detailed plan to achieve that vision. A
detailed plan includes specific goals and steps with timelines.
Dreams without clearly defined goals, and goals without clearly
defined steps, are rarely achieved at all.
Achievers and Non-achievers
There are four types of people in the world:
1. Drifters have no dreams, only vague hopes.
2. Pursu (read full article) |
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| Category :: Management Articles |
Author :: Anthony Dance |
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| Article Title :: Retail Operations - Effective Branch Manager Support & Guidance |
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As a customer how often have you experienced poor service from
people obviously unsuitable for a retail environment? As a
retail executive, how often have you observed poor performance
or unsatisfactory behaviour within your own network of branches?
If so, you have probably wondered why branch managers tolerate
under-performance or poor behaviour? Anthony Dance has been
supporting retail managers in performance management issues for
over ten years and believes both the problem and the remedy is
at area management level. Anthony explains:
Performance and behaviour management is by far the most
difficult aspect of any manager’s job and the reluctance to
‘grasp the nettle’ when performa (read full article) |
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| Category :: Management Articles |
Author :: Dr. Jason Armstrong and Dana Buchman |
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| Article Title :: Managing Conflict, in Life & Work: using ancient and modern
approaches |
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Copyright 2005 by Dr. Jason Armstrong and Dana Buchman
“Conflict” is a word that can have varying degrees of severity,
meaning, and implication for each individual or circumstance.
For example, the conflict that is experienced in our current,
daily lives seems insignificant in comparison to the Samurai, or
those in war, who faced death on a regular basis. However, it is
still important to extrapolate the significant lessons that have
been derived from such severe scenarios, as these notions are
still applicable in the conflict that we experience in the
workplace and life today.
Conflict is unavoidable, as each individual has unique and
differing thoughts, ideas, and opinions. Theref (read full article) |
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| Category :: Management Articles |
Author :: Steve Kaye |
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| Article Title :: Managing Monsters in Meetings - Part 7, Personal Attacks |
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Personal attacks hurt people, mar communication, and end
creativity. If they become part of a meeting's culture, they
drive the participants into making safe and perhaps useless
contributions.
Approach 1: Speak to the group
Set the stage for the group to enforce its culture by making a
general comment. Look at the middle of the group and say:
"Just a moment. Let's pause here to calm down. I can tell we're
upset about this. And we want to find a fair solution for
everyone." (Take slow deep breaths and relax to model calming
down.)
After saying this, pause a moment to let the group respond.
Often, someone else will support your request. Then continue as
if everything were normal.
Avoid l (read full article) |
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| Category :: Management Articles |
Author :: Steve Kaye |
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| Article Title :: Managing Monsters in Meetings - Part 6, Deadlocked Discussions |
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Although a meeting is a vehicle for resolving differences, it
can break down when the participants become mired in a
disagreement.
Approach 1: Form a subcommittee
Ask for volunteers from the opposing viewpoints to form a
subcommittee to resolve the issue. This is a useful approach,
because: 1) The issue may require extensive research, which is
best completed outside the meeting, 2) The people who caused the
deadlock will be responsible for solving it, or 3) The effort to
resolve the issue will test its priority. That is, if no one
wants to spend time finding a solution, then perhaps the issue
(or at least the controversy) is unimportant.
Ask for a subcommittee by saying:
"There seem to (read full article) |
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