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Business Management Information
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Hiring Tip -- Picking The Best Candidates I often hear leaders from all types of organizations ask questions about hiring the right person. Their questions usually sound like these: Let the Intern Do It - Affordable Help for Your Business Do you have more projects than time? Help might be as close as your nearest college. Many have intern programs, where students complete tasks for businesses as part of their studies. Small Business Checking Accounts ACCOUNTING AND BILLING Smart Staffing: Replacing a Key Manager Have you been in this situation? One of your top managers left suddenly and you're under the gun to replace her quickly. So you promoted her assistant. That was a disaster. You now need to replace him but want to do it right this time and avoid another costly mistake. The Art of Motivation and Need Fulfillment Industrial/clinical psychology and applied psychiatry have made tremendous strides in understanding human behavior. New discoveries and applications toward understanding human behavior are being announced with increasing frequency in these inexact sciences. Still, it is possible to become reasonably proficient in the art of motivating others. While this skill is indeed complex, the average supervisor, through a comprehensive understanding of motivational elements (the dynamics of motivation, motivators, and motivational techniques), can become an effective leader of others in the workplace. With patience and applied practice, this skill can be obtained within a relatively short time span. Have You Always Thought That The Best Ideas Come From Research Or Management? Think Again Many entrepreneurs and chief executive officers are unaware that there are many factors that put ordinary workers at a great advantage over R&D and management when it comes to generating useful improvement ideas and even new products ideas for a corporation. Tales from the Corporate Frontlines: A New Managers Tale This article relates to the Manager/Supervisor competency, commonly evaluated in employee satisfaction surveys. This competency evaluates an employee's feelings regarding their direct manager or supervisor. The manager/supervisor competency covers topics like clarity of goals, manager support, coaching and feedback, and regular reviews of performance. The old adage that "people leave their managers, not organizations" is often true. Of all the workplace stressors, a bad immediate manager is one of the worst and will directly impact the emotional health, productivity, and retention of an employee. This competency can be especially insightful if your organization is losing quality employees while your compensation and benefit packages are equivalent with industry standards. Problem Solving - Think Cleopatras Ass Picture the scene. Anthony pops down to the guardhouse, partly because he wants a break with the lads, but also because he has a problem. Cleopatra says she wants to bathe in ass's milk. So Anthony tells the guys in the guardhouse, that he needs some help. "The wife wants to bathe in ass's milk now." He says. An Honest Look at Your Business There is a difference between being comfortable and being in apathy. Quick Tip - Effective Meetings Earn a Profit Most people treat meetings as a free resource that can be used to deal with any issue. As a result, huge amounts of time and money are wasted on trivia. Management to the Vision-Contribution and the Role of Compliance As a manager our role is to: Ten Steps to Take the Work out of Work ? Replicate Yourself! They say that management can be a lonely place. A manager has to lead from the front, make challenging demands of their people and if part of an organisation, pass on the dictats of the more senior and remote bosses up at the top. How to Deal With Salespeople If you are an executive, you may sometimes feel like a open jelly sandwich at a picnic. Every crazy critter in the world wants to bite into your budget. Here's how to protect your time and preserve your sanity. Ten Relationship Traits And Skills For Good Leadership An important aspect of good leadership is the ability to work and relate with others. When creating and building your unique leadership style consistently developing relational skills is a priority. There are ten qualities that characterize successful leadership in the area of relating and communicating with other people. Innovation Management ? some ideas are better than others Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation. The Power of ?Ask? For Call Center managers, it is not a pipe dream to improve employee moral while increasing productivity. It may even come easy to some to find fresh, new ways to reduce performance problems. Sound like an advertisement for something unattainable? Perhaps try to engage, involve, and connect employees to their work by the power of ASK. Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk Part 3 To develop and deliver a great Leadership Talk, you must understand that every Talk has three important parts. (1) Audience Needs. (2) Strong Belief. (3) Action. Human Resource Communication Pays Off Human Resource Communications and Corporate Communications ? are they one in the same? Both plan and develop written communication strategies to further the understanding and perceptions of their audience. Both provide counsel and editorial support for management communications. Creativity Management and Time Pressure There is a pervasive belief that time pressure stimulates creativity. This is both true and false. Micromanagement and Delegation Micro-Management and Delegation Recently I had a long discussion with a friend of mine about Managers and managing. She is a former HR Manager for several major companies and was bemoaning the fact that training for managers has been cut back so significantly in recent years and that managers no longer receive the type of help, guidance and assistance that they received just a few short years ago. My background has been in retail and telecom. Hers was neither. Yet the same problems and issues seem to rise in every industry. Of course, this is exactly the reason that I got into coaching. Coaching allows those managers who want to improve a very personalized venue to do just that. We went on to agree that the common pattern these days seemed to be for the department star performer to be promoted from contributor, to team leader, to manager in seemingly record time. We agreed that new managers have difficulty moving from the contributor to the manager role because no one is willing to spend the time and energy to coach them through the various hurdles that new managers and leaders face. We agreed that this lack of training never seemed to lower the expectations of the manager, just the performance. Then we disagreed, strongly. What caused the disagreement? The concept was micro-management. My friend explained to me that she has "coached" many employees recently and that many of them complained about one particular manager who was micro-managing them. She told me that she helps the employees understand and come to grips with "their problem". "You're not going to be able to change that manager, she explained to me, "so you've got to change the employees". She explains to them that if they are being micro-managed, there's probably a reason for it. They are probably doing something wrong. If they just identify that problem and improve, their manager will stop the micro-management. "The employees need to improve themselves. It's as simple as that." I wish my life was as simple as that. She acknowledges that with that many employees complaining that it's likely the manager is the problem. But changing the manager is too much trouble, she says, so let's tell the employees it's their fault. While it is true that it is sometimes necessary to micro-manage people, her explanation makes little sense to me. You might micro-manage an employee if their performance is lacking. Or because the project they are working on is very high visibility and any chance of error must be minimized. But when a number of employees are complaining about the same manager micro-managing them it implies one of two things. Either this manager: 1. Has a lot of problem employees and needs to start weeding them out, or 2. This manager does not know how to let go and properly delegate to their staff. Excessive micro-management is not the sign of a healthy manager. When someone is constantly micro-managing their staff it's generally their problem, not the employees. If you are micro-managing your staff, refusing to delegate routine, and not so routine tasks to them for completion, then you are setting yourself up for trouble. Have you ever heard yourself say, "I would delegate this to someone else, but it's just as easy to do it myself"? Or maybe you say, "This task is too complicated to delegate. I have to make sure it's done right." If so, I hope you like your job. Because you aren't going anyplace higher. Delegation can be difficult to learn because it looks like a huge risk and a huge leap of faith. But it doesn't have to be that way. There are techniques that you can learn that will help you delegate and get you out of the detail. And you have to get out of the detail if you really want to be an executive.
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