Can A Business Still Be Profitable When People Skills Are Absent?Learn Management Articles on management-info.biz. Can A Business Still Be Profitable When People Skills Are Absent? article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
In our current world of rapid and amazing technological advances, many entrepreneurs have managed to dramatically limit the need for staff in highly profitable operations of all kinds. It is therefore tempting and believable to imagine that with every passing day, the need for people skills is diminishing. In fact most entrepreneurs are convinced that one no longer requires people skills to run a highly profitable enterprise. After all technology can do it all for you. This is both an unfortunate and inaccurate view that can cause a great deal of trouble. While it is true that technology has resulted in much leaner staffed enterprises, the truth of the matter is that businesses still need people. They need people to run the technology and more importantly to make important decisions that will impact on the company and its products and services for years to come. Although the numbers have drastically been reduced, the role of workers and staff in companies has dramatically risen in importance. The fact that you have fewer people running a multi-million dollar operation means that human checks and balances are virtually non-existent. So in effect you will need more reliable and dedicated staff members. There is no way you can achieve this without actively promoting people skills in your organization. It is actually scary that much more power has been put in the hands of fewer people. Meaning that disillusioned and unmotivated workers can cause great damage to any enterprise if they choose to throw a monkey wrench in the works. While a business may at first seem to be hugely successful and profitable, even without the active promotion and nurturing of people skills, this is definitely not a situation that can be sustained for long. The correct long-term approach would be to actively nurture people skills in the top echelons of the business and to promote active staff participation in the management and operations of the business. Nurturing highly motivated workers who will actively contribute creative ideas for improvement in the enterprise is an investment that will pay big for years to come for any management team that makes the effort. Copyright © 2005 Chuck Yorke - All Rights Reserved How To Be Funny! - Earn 60% of $49.95 per sale! One of a kind niche e-book teaching people how to be funny in just 7 days flat! Starting A Child Daycare. - Complete business package to help you easily and quickly start your own profitable home-based day care business!
To listen to the interview, click on this MP3 file link DISCUSSION: Interview Time Index (MM:SS) and Topic Eileen, you have a promising history of significant impact and contribution to society, the community, education, research and the ICT industry as an undergraduate. Thank you for sharing your experiences and insights with our audience. :00:43: :01:40: :02:20: :04:02: :05:27: :06:08: :07:34: :08:27: :09:09: :09:41: :10:54: :11:45: :12:11: :14:12: :14:45: :15:38: :16:12: :17:07: :20:21: :20:53: Eileen’s Profile:Eileen Chen is a junior studying within the College of Information Sciences and Technology at the Pennsylvania State University at University Park Main Campus. She is also in the Schreyer Honors College. She expects to earn a Bachelor of Science degree in May of 2013 with a major in the option of Integration and Application in Information Sciences and Technology and a minor in Supply Chain and Information Sciences and Technology. She received the David Suarez Memorial Scholarship (a remembrance from his colleagues at Deloitte Consulting/Deloitte & Touche), the Dipple Trustee Scholarship, the Raytheon IST Scholarship, and the Delta Gamma Lamp of Knowledge as well as achieved Deans List all semesters. Eileen worked as a teaching intern for an introductory Java course during the Fall 2011 semester and a computer lab consultant for Penn State ITS Lab Consulting. She recently joined Dr. Brian H. Cameron, the Executive Director for the Center of Enterprise Architecture in the College of Information Sciences and Technology and the founding president of the Federation for Enterprise Architecture Professional Organizations (FEAPO), as a research assistant. She is currently working with FEAPO and the Communications Committee. She also assisted Dr. Cameron in preparing for the Center for EA at Penn State Meeting, which she attended in October 2011. While learning about the innovative subject of enterprise architecture, she is also gathering research for her honors thesis. Learning in the classroom and work environment is important to Eileen, but she also values the knowledge she gains outside her coursework. She is passionate about giving back to the community, and her main focus is bettering the quality of life for children. She currently serves as a Technology Captain for the Penn State IFC/Panhellenic Dance Marathon, affectionately referred to as THON. As the largest student-run philanthropy, THON raised $9.56 million in 2011 benefitting the fight against pediatric cancer. Eileen also serves as Administrator and Website Chair for Bee House, a special interest organization with the sole purpose of fundraising for THON. Her sorority, Delta Gamma, in which she serves as the Director for Electronic Communications, also fundraises for THON and other philanthropies. In addition to THON, she has participated in the LeaderShape Institute, the General Electric Student Leadership Conference, Role of a Resident Assistant Course, the National Collegiate Honor Society, Be Engaged House (a leadership and service special living option), and intramural volleyball. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. People Reading in Real Time By Pat Wiklund We've heard the slogans: career success depends on developing relationships, establish rapport with your colleagues. And do it quickly! No longer is it enough to treat our co-workers the way we would like to be treated. Now we are being challenged to employ the Platinum Corollary to the Golden Rule: do unto others the way they would like to be done unto.But how can you do it? How do you quickly size up a new team member, or an internal customer, and then shape your approach to his s… 2. Don't Get Side-Tracked By The "Nay-Sayers" By Don Monteith You, the Entrepreneur, are 'normally' a type-A individual. One who has little patience with the establishment ~ he or she likes to do it 'his/her way' and that's OK if you know the system and have a plan to achieve your goals.MENTORING TEAM NEEDED --IF ONLY! Wow! Someone had told me about the pitfalls.... the valleys.... the challenges. All of us have often said the same during the course of building our business…. especially about the PERSONNEL issues.Anyone can be successful. YOU, too! There… 3. The Narcissist in the Workplace By Sam Vaknin To a narcissist-employer, the members of his "staff" are Secondary Sources of Narcissistic Supply. Their role is to accumulate the supply (in human speak, remember events that support the grandiose self-image of the narcissist) and to regulate the Narcissistic Supply of the narcissist during dry spells (simply put, to adulate, adore, admire, agree, provide attention and approval and so on or, in other words, be an audience). The staff (or should we say "stuff"?) is supposed to remain passive. … 4. Discover The Coach Within You Discover The Coach Within YouOne of the three basic roles of leadership is the coach or mentor. The best boss is often the best coach. (See: http://tlc-leadership.com/the_three_faces_of_leadership) In sports the coach is very conscious of his role but in the business world most coaching is unconscious or even accidental.Just as many a dad learned to coach by jumping in with his son's baseball or hockey team or his daughter's basketball team most manager / coaches learned the art through a baptis… |
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