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Setting
Objectives
An objective is a specific step, a
milestone, which enables you to accomplish a goal.
Setting objectives involves a
continuous process of research and decision-making. Knowledge of yourself
and your unit is a vital starting point in setting objectives...
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Organizing the
Group
Unless the way in which your unit,
or group, is organized is suitable for its purposes and the people in it,
failure will result. Once you have set the objectives, analyzed the
activities, decisions, relations needed, and classified the work, divide it
into manageable activities and further divide the activities into manageable
jobs. Group these units and jobs into an organization structure, select
people for the management of these units and for the jobs to be done...
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Motivating and
Communicating
Motivation depends on having
clear objectives. Since motivation is personal, aim to align staff's
individual drives with the company's purposes in general and your unit's in
particular.
"Most companies are filled with people who have
no clue of the big picture - what the organization is really trying to
accomplish - and because they don't feel that they or their contributions
are important, they do their job... and nothing more".5
To unleash the power of your
organization and achieve exceptional results, you must
empower employees
and motivate them to follow through on your
strategic focus...
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Managerial Communication
Measuring Performance
The basic purpose of any measurement system is
to provide feedback, relative to your goals, that increases your chances of
achieving these goals efficiently and effectively. Measurement gains true
value when used as the basis for timely decisions.
The ultimate aim of implementing a performance
measurement system is to improve the performance of the organization. If you
can get your performance measurement right, the data you generate will tell
you where you are, how you are doing, and where you are going...
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Developing People
Developing people is achieved by
careful, planned and motivational
delegation of responsibility and duty. Trust and know your colleagues.
"Organizations are no longer built on force. They are built on
trust." Rather than
relying on your powers, provide a spur,
use the powers within people.
Coaching
Decentralization and
Delegation
At a certain point, there are just
too many facets to running a successful business to continue doing it alone.
In an increasingly complex business environment, with all the trends
affecting business today, such as globalization, the information technology
explosion,
strategic alliances, increased
mergers and acquisitions, heightened competition, and higher
expectations of nearly every customer, it just isn't possible to still be
that one person in control of everything. One person alone can't do
everything a growing business requires - at least not as quickly or as well
as it needs to be done.
Building a team and bringing in others to manage is an absolute
necessity for survival now.
9 Roles of a Team Leader
The main principle of
decentralization is telling people what is to be done, but letting them
achieve it their own way. The
leader should concentrate on his or her core competence areas and only
do the tasks that nobody else can do. Other tasks should be delegated.
Delegation is the process that makes management possible, because management
is the process of getting results accomplished through others. A manager
should provide team members with the information they require to do a good
job,
communicating with them frequently, and giving them clear guidelines on
the results that are expected. Further, managers must also take the
"relationship responsibility" for those with whom they work...
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Transition to the New Management Model
For a long time, the conventional wisdom in
business was that managers was that managers should do little else but keep
a close eye on what their subordinates were doing: monitor, supervise,
control. Making sure that things below were proceeding properly – that's all
that managers were supposed to do. "Not to inspire. Not to give junior
managers the chance to do things on their own. Not to have direct contact
with the men and women who actually produced the company's products."6
These old traditional ways of managing not
longer work and will never work again. Old corporate organizational
structures – designed vertically, with matrix and ad hoc overlays – make
professional work too complex and inefficient.
In the
new rapidly changing economy,
people have become your firm's most precious and underutilized resource.
They are your firm's repository of
knowledge and they are central to
your company's competitive advantage.
Well
coached, and highly
motivated people are critical to the development and execution of
strategies, especially in today's
faster-paced, more perplexing world, where top management alone can no
longer assure your firm's competitiveness. These new realities brought about
a new management model...
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Leadership-Management
Synergy
Case in Point
25
Lessons from Jack Welch
When
Jack Welch
became CEO of General Electric (GE)
in 1981, the system of management in place, commonly referred to as "command
and control" was the same system that large corporations had used for years.
"Workers worked, managers managed, and everyone new their place. Forms and
approvals and bureaucracy ruled the day."7
Welch's goal was to make GE "the world's most competitive enterprise."
He knew that it would take nothing less than a "revolution" to transform
that dream into a reality. This self-proclaimed revolution meant waging war
on GE's old ways of doing things and reinventing the company from top to
bottom.
25 Lessons from Jack Welch
In the company's 1993 Annual Report, Welch
noted, "To be blunt, the two quickest ways to part company with GE are, one,
to commit an integrity violation, or, two, to be controlling, turf-defending
oppressive manager who can't change and who saps and squeezes people rather
than excites and
draws out their energy and
creativity."
Today, GE with its unique
learning culture and
boundaryless organization is one the most admired company in the world.
The techniques and ideas that Welch has employed to move GE forward are
applicable to any size corporations, small, medium, or large.6...
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