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Categories :: Business : Management Articles
 


 

Category :: Management Articles Author :: Marnie E. Green 
 
 Article Title :: The Four Cultures of Employee Retention
 
Despite fluctuating economic times and increased globalization of American jobs, most employers are finding it hard to keep good workers. The reality of today’s job market is that workers are expecting more from their employers and are not afraid to move on if their needs are not met by your organization. Based on compelling data from the Society for Human Resource Management and others who study workforce trends, leading organizations must take time to analyze their retention realities and ensure that the valuable employees they currently have are not seeking greener pastures. How do great organizations maintain low levels of turnover and high levels of employee satisfaction? The answ  (read full article)
 
 
Category :: Management Articles Author :: Marnie E. Green 
 
 Article Title :: Setting Mutually Developed Performance Goals with Employees
 
Performance goals should be set with employees, not for employees. The purpose of setting performance goals is to give employees targets on which to focus. If the employee has not participated in the establishment of these goals, they are less likely to buy-in to the goals and less likely to find them motivating. Involving employees in the goal setting process is critical. Here are some tips for developing goals on a mutual basis with employees. • Find a time when you and the employee can discuss future goals without interruption. The goal setting discussion should be held in a private place without distractions or disruptions. • Each party, the employee and the supervisor, should b  (read full article)
 
 
Category :: Management Articles Author :: Marnie E. Green 
 
 Article Title :: Just What is a "Performance Problem" Anyway?
 
Many times managers tell me they have an employee with a performance problem and they just can’t seem to get the employee to fix it. This is always funny to me because upon further discussion, I often find it is the manager who has the problem, not the employee. Managers often have unclear expectations for employees and/or do not clearly communicate the expectations they have. For example, a participant in one of my sessions once told me that whenever she leaves the office, she expects her assistant to “handle things.” This manager was frustrated because when she gets back to the office, there are often unanswered phone messages. When I asked the manager if she explained to her assi  (read full article)
 
 
Category :: Management Articles Author :: Marnie E. Green 
 
 Article Title :: Goal Setting Time! Where Do I Start?
 
If you establish performance goals during the annual performance evaluation process and have often wondered where to start, here is a little guidance. I work with many supervisors and employees who see goal setting as the opportunity to list the classes the employee will attend for the coming year. And, while learning goals are appropriate, the goal setting process can be much more meaningful. Here are four kinds of goals that you might consider when setting annual performance goals. 1. Essence of the Job Goals – These are the goals that clearly describe tasks that are required on the job. For example, an accountant might have a goal to prepare and submit monthly financial statements. A   (read full article)
 
 
Category :: Management Articles Author :: Marnie E. Green 
 
 Article Title :: Getting Through: Making Your Expectations Clear
 
If you are a supervisor, you have likely faced this common dilemma. You ask an employee to complete a task that seems simple to you. And, what you get is not what you expected. For whatever reason, the employee did not complete the job to your standards. Usually, this frustrating experience happens when you have not made your expectations clear. You expected one thing and got something else. Here are six things that can help make your expectations clear the first time. •Success Criteria – Before you turn the employee loose on the task, say this to the employee: “This project/task/job will be successful if (fill in the blank).” By articulating this one idea, you are able to clarify   (read full article)
 
 
Category :: Management Articles Author :: Skip Reardon 
 
 Article Title :: How Top-Performing Organizations Differ from the Rest
 
Did you ever wonder how some organizations (businesses, not-for-profits, churches, etc.) just seem to perform better than others? Is it luck? Chance? More resources? The answer? There are five key differences - all of which are described in detail in the best-selling book "Six Disciplines for Excellence" At Six Disciplines Corporation, we conducted extensive research to determine how top performing organizations differ from the rest. We found several areas where the contrasts were significant between the highest- versus lowest-performing small businesses. Here's the top five - in order of their importance: 1. Strength o  (read full article)
 
 
Category :: Management Articles Author :: Marnie E. Green 
 
 Article Title :: Finding Time to Manage Performance
 
I wish I had a nickel for every time I heard a manager say, “I don’t have time.” I hear this line most often during training sessions on performance management. After reviewing the critical elements of managing employee performance (clear expectations, frequent and timely communication, fair and legal documentation, appropriate measurements, and objectively written performance appraisals) many managers say, “I’m too busy just doing my day-to-day work! Who has time for all of that?” Of course, the answer is, “You don’t have time not to manage performance.” However, I realize that the day-to-day mechanics of managing employee performance can be a little overwhelming. That  (read full article)
 
 
Category :: Management Articles Author :: Alan Cutler 
 
 Article Title :: The Lonely Leader
 
THE LONELY LEADER By Alan Cutler, Leadership Writer, Speaker and Mentor John had started small but, over the years, he had built his business up, and he now employs over 20 staff. It had taken hard work, long hours (and an understanding family). Whilst, in the early days, he knew all his staff personally and was, himself, involved in front-line operations, these days his role is more detached: he leads from a distance. Yet, with a bigger operation and more staff come more problems. It would not be so bad if he worked for a large company – he would have company policies and a line manager to fall back on, but he is still, essentially, a one-man-band. Things began to get on top of him an  (read full article)
 
 
Category :: Management Articles Author :: Alan Cutler 
 
 Article Title :: Be The Full Jigsaw! How to Solve the Leadership Jigsaw
 
BE THE FULL JIGSAW! How To Solve the Leadership Puzzle By Alan Cutler, Leadership Writer, Speaker and Mentor “There is no such thing as a perfect leader, either in the past or present, in China or elsewhere. If there is one, he is only pretending, like a pig inverting spring onions into his nose in an effort to look like an elephant”. Liu Shao-Chi It may be true that there is no such thing as the perfect leader – leaders are human, after all. However, that is not to say that people who hold leadership positions should not continually seek to improve their leadership skills. Some managers hardly set an example for others to follow. They may have a badge on their office door or ov  (read full article)
 
 
Category :: Management Articles Author :: Mike Beitler 
 
 Article Title :: 2 Pieces To The Puzzle Of Organizational Change
 
Kurt Lewin, the consummate applied social scientist, is responsible for giving us three of the ten concepts that support effective OC practice: Forcefield Analysis, The Three-Stage Model of Change, and the Action Research Model. I will cover the first two concepts in this article Lewin's first concept, and practice tool, is called Forcefield Analysis. Lewin believed every organizational situation, no matter how dysfunctional, benefits someone. I have found this concept and tool to be very effective in Organizational Change practice. Lewin believed the status quo is a result of driving forces and resisting forces. Driving forces are pushing or "driving" for change. Resisting forces exist b  (read full article)
 
 
 
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