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With thanks to Jeff Foxworthy, the comedian who does the "You might be a redneck series of jokes. If you really believe people in your group are lucky to have a job, you might be a jerk. If, when you call a meeting, people suddenly call in sick, you might be a jerk. If you tell people, "It's my way or the highway," you might be a jerk. If you think your staff is lucky to have a job, you might be a jerk. And, there are a million more and I'm sure you get the idea. The labor recession is over. people are returning to work in IT and not all your problems will be solved by ourtsourcing jobs to India, Ireland, China, Eastern Europe or Canada. You are going to need talent. And if you treat your staff poorly, you will be losing people that you are going to need because they understand your business and your systems and someone else will pay them more and treat them better. So here they are. Five simple points that will help you succeed. A five point framework for finding and keeping good people. 1. Identify your key people and treat them well. This doesn't just mean paying well or above scale but inviting their input and paying for training. Remember, the web means that if you have a bad day, they can send their resume to 400 firms in 2 minutes and get paid more by someone who needs what they have in the way of skills. 2. Identify what attributes make someone a terrific employee. Being a terrific employee is only partly skill based. It involves a huge amount of character and the right personality fit for your firm. What are the common attributes of your best people and your up-and-comers? When you interview, how can you find out whether the candidate will fit your culture. (Comment: "Fit your culture" does not mean that everyone in your group should be Italian, Pakistani, Jewish or a part of any ethnic or religious group. It's probably the last way you should compose a group). 3. A team of "yes-men and women" won't support one another stretch. Teams need to grow as leaders and if everyone is alike then how will creative thought be fostered? 4. Don't scapegoat anyone. Instead, foster the best qualities of your staff. Mentor people. It may take more time but you'll get better results. 5. Show some kindness and heart to your people. They are not machines but people with families, bills and bad days, just like you. An occasional, "Is everything OK," and really listening to the answer can go a long way to building staff loyalty. 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! Restaurant Templates And Forms. - Restaurant management forms, restaurant software, business plan templates, marketing & promotions to help grow your profit. 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. What Every Manager Should Know About How to Become An Effective Executive By Etienne Gibbs In his book, The Effective Executive, Peter Drucker pointed out that the effective executive is the person who focuses on making a contribution.This focus on the making of a contribution is the key. And the key to effectiveness comes in three areas:1. in a person's work, its content, its level, its standards, and its impacts;2. in his relationships with others, his superiors, his associates, and his subordinates; and3. in his use of the tools of the executive, such as meetings and reports.The … 2. Temporary Employees and Operational Problems; Your Use of Temps Might Reveal Warning Signs By Jeff Simon A recent Washington Post article, described the life of temporary employees working at an automobile plant in Kentucky. Working at a fraction of what permanent employees make at the plant, some employees had been working as temps for extended periods, as long as three or four years, when early indications had been they would be permanent within six to 12 months.At four years, making two thirds of their permanent fellow workers and without benefits, the plant had essentially treated these emplo… 3. Performance Appraisal - What IS The Point? From Blaming To Better Performance By Robert Bacal Probably the most misused and abused and disused management tool in history is the performance appraisal. It's the strangest thing. Ask managers or human resources staff whether they think performance appraisal is an important thing to do, and you'll find they usually agree. "Of course it is", is the common response. If you ask why it's important, they will tell you and tell you and tell you. But they don't tell you the right thing!The odd thing is that they often don't get done, and managers,… 4. Creativity and Innovation Management in Conservative, Staid Organisations By Kal Bishop Conservative and staid organisations generally have a harder time implementing creativity and innovation into their day-to-day work processes and people. Leaders may want to capture the benefits of creativity and innovation, yet there may be relevant and almost contradictory issues that they have to deal with, including:a) It may be that a conservative culture is desirable (may result in a greater fit with the client base, for example).b) Culture change is time consuming and needs constant mon… |
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