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Categories :: Business : Management Articles
 


 

Category :: Management Articles Author :: Martin Haworth 
 
 Article Title :: Complementing Your Management Team
 
We all have weaknesses. Whatever our roles.In management positions, one of the bigger challenges is to recognise our own shortcomings and alter our own behaviours. Sometimes this can be very challenging.Often a hint is that there are areas of your work where you feel like you really struggle, or are things you avoid. Or are things that you don't enjoy doing. So you do other things that you do like and leave gaps. Spaces in your attention that are important, but get missed.You are not alone, your gaps are natural, because no-one is perfect, not even those at the very top of their game.You see, the very best executives realise that they aren't completely rounded.  (read full article)
 
 
Category :: Management Articles Author :: Jim Clemmer 
 
 Article Title :: Successful Change and Improvement Needs Balanced Improvement Planning
 
"A foolish cabin owner eventually lost his cabin to the rot that set in through the leaky roof. When it was raining, he couldn't fix the roof. When the sun was shining, he was too busy outside doing other things — and the roof didn't need fixing then anyway."As Yogi Berra would say, "it was déja vu all over again." Five years earlier I had conducted a few introductory service/quality improvement workshops for the senior management group and head office support people of a large distribution company. Performance and feedback surveys were conducted and reviewed during these and follow up workshops. The company clearly had problems with sagging morale and customer service, rising c  (read full article)
 
 
Category :: Management Articles Author :: Graeme Nichol 
 
 Article Title :: Reporting is Serious Business!
 
Seriously simple when you think it throughOften managers respond that they have no idea how to get the information they need to manage their businesses or departments. They either have too much or too little.There are two problems. The first is that the managers have not identified their Key Performance Indicators. The second is managers have not set up a sound reporting structure. This article is about the structure of reporting.Management in most aspects should be simple. The work they’re managing is a matter of developing a plan, carrying tout the plan and reporting on the success or otherwise of the plan. The cycle is; Plan – Act – Report. There can alwa  (read full article)
 
 
Category :: Management Articles Author :: Hans Bool 
 
 Article Title :: The Three Pillars of Successful Resource Management
 
The first part of this article assumes that your company is listed on the stock-exchange. Please stay tuned...As consumers we are continuously seduced by advertisements. And luckily we all know what we want and what we need so we can handle this continuous stream of challenges.Perhaps less sexy but even so often, your business is seduced in the same way. You should buy this, you should go for six sigma, implement CRM, open in a new market, develop a new product, add additional services, and the only thing you know for sure is that your budget is limited.One mistake and your opponent will catch up easily.So how would you minimize business mistakes?The fir  (read full article)
 
 
Category :: Management Articles Author :: Shirley Lee 
 
 Article Title :: Are Meetings Producing a Loss or a Gain?
 
Almost everyday people in organizations have to attend meetings. Has anyone at the organizations looked at those meetings to determine if they are productive? Does anyone in the organization know if the meetings were beneficial enough to be worth the investment? If the answer is NO, then please read on to determine how to verify the worth a meeting has to the organization.Recognize the Productivity Level.The value of a meeting to the organization and how productive a meeting is relates directly to how effective it is at accomplishing the meeting’s purpose. If the meeting accomplishes more then 60% of its purpose, then the meeting was beneficial and the cost of t  (read full article)
 
 
Category :: Management Articles Author :: Pat Wiklund 
 
 Article Title :: Accountability
 
One of my worst moments in a new job, the one where I realized I wasn't in Kansas anymore, came after my first business trip to the other coast. The admin who had made my travel arrangements asked which hotel I wanted to stay in. Of the two choices, one was 2 blocks from the site, the other was across town. Blithely, I chose the closer hotel.Later that month, my manager hand delivered my expense reimbursement check, and a stern warning. I'd significantly exceeded the hotel per diem, and wasn't to do it again.When I started to question her, the response was "You should have known it was above the range." We both lost that day. I'm sure sh  (read full article)
 
 
Category :: Management Articles Author :: Pat Wiklund 
 
 Article Title :: Counseling
 
Fred, the new manager, was working with Grant, an employee who wasn't getting his work done. Fred had delegated work to Grant, and Grant hadn't made progress on the project for almost 4 months . . . long past the due date.For the most part, Fred had done well with the first two steps of delegation and checking. He just wasn't acting on Grant's lack of performance.The key point in the process that determines if Fred needs to have a coaching or counseling session with Grant is when Fred asks if Grant needs anything from Fred to make the project happen now. If Grant says anything but nothing, then Fred had coaching work to do. If Grant replies that   (read full article)
 
 
Category :: Management Articles Author :: Pat Wiklund 
 
 Article Title :: Delegating for Initiative
 
Recently a client asked how to help employees take more initiative, rather than wait to be told, or them come ask for how-to directions with every assignment. The manager admitted being too quick to tell. Now it was time to coach new behaviors.We came up with a good list of questions to ask when an employee needs direction, and you want them to take the initiative. Let's take an example of needing to prepare a briefing report for the "big boss." You know, and your employees know, the kind of person the boss is, what he likes to focus on, and how he likes information fed to him.This is not a new kind of project, but typically the   (read full article)
 
 
Category :: Management Articles Author :: Pat Wiklund 
 
 Article Title :: Managing Poor Performance with Consequences
 
Fred, a manager, needs to teach Grant, his employee, that there would be consequences for poor performance. Let's use a three-month project that Grant had failed to start as an example of how to go back and fix a problem that Fred inadvertently caused.Step One: Delegate clearly. This was the step Fred did do pretty well. He specified the results he was looking for, by when, and what costs.Step Two: Set a benchmark for partial completion. In the future, Fred needs to establish benchmark dates when sequential pieces of the project must be accomplished to insure completion before the drop dead date his management is expecting. He also needs t  (read full article)
 
 
Category :: Management Articles Author :: Pat Wiklund 
 
 Article Title :: Teaching Employees to Under Perform
 
Recently I was talking with Fred, a new manager, who said he couldn't win for losing. When he delegated and checked up, his employees would get annoyed, stubborn, and resistant, claiming he was micro-managing. If I don't check, he said, they don't do it. In either case, I'm not getting what I need, and what our clients need. Clients are complaining and my manager thinks I'm not producing.When we looked at a specific example, the problem started to get real clear.Upper management had asked for an upgrade for an existing service. They wanted additional features, requiring new technology. The technology was common in the industry, and should have be  (read full article)
 
 
 
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