Bryce’s Crash Course in Management
“If we lived in a perfect world there would be no need for gestionnaires.Toutefois be, the reality is that we live in an imperfect world.” – Bryce’s Law
INTRODUCTION
There is an old joke that a new director was hired by a company Totak operation. As the new manager has taken to his office, he arrives hit his predecessor, who was preparing to leave. The new manager has demandes’il advice of the former manager could offer, assuming his duties. Leancien director said he wrote advice to his successor three envelopes and place dance in the office marked ‘1 ‘, ‘2′ and ‘3 ‘, and they must êtreouverte emergency. The new manager laughed, pulled out the tensionet went about his business not think of anything envelopes.
The manager reign began well, but inevitably had a problem lequelil had no solution. Desperate, he happened to remember that the three envelope Numero 1 and openness that has offered the following advice: “Blamevotre predecessor.” The manager thought it was a clever way to jam fairelui and use their own good.
The elapsed time until the manager was faced with another that looks impossibleobstacle. Not knowing what to do, he turned to the envelope number 2une note that said simply: “reorganize.” The manager thought ECOSOC a good idea and began to reorganize its operation. Organization Cartes been redesigned, changed job descriptions, and new office furniture etmateriel obtained.
The reorganization has overcome the problem of the manager, but he was in a crisis finalementcouru entrust its management. At a total loss dare do, the manager turned in despair to the envelope number 3 quiinclus a note: “Prepare three envelopes.
Laugh as we could in this anecdote, there is some truth in it. Souventles people to rise above the level of their power to take the position degestionnaire. I give you one example: Information Technology in terrain, the first track, a scholar is generally assumed in this area is Deun programmer. As time progresses and the programmer sonfonctions excels in, he was promoted to senior programmer, analyst, supervisors, managers puisaux. In this particular scenario, the manager is always a programmer envêtements sheep. The fact is that people all too often the title deManager without any knowledge or skills in doing their work. Sound Enterprises much ready to address the latest technology, but little surge tion.
Therefore it is a guide for those seeking to become ungestionnaire or recently promoted to a position of directionet at a loss about how your tasks. Pasnecessairement It is a guide for someone with a fast-track mentality and seulement voir your work as nothing more than a springboard for your career. Puisde more, perhaps for you, after all. If you prove you’re a productivesgestionnaire, new opportunities will present themselves to you. But vouserreur, lessons inculcated herein are not suitable for someone with a “quick and dirty” mentality, but for someone who consciously work leur propos.
Initial operation
There is more to managing a complete fancy new job, new office, and any other benefits that go with them. These outward signs may be nice, maisils not receive because you’re beautiful, you êtesattendus for victory. Above is the management environresponsabilite. Given that the individual worker but is worried about himself, the manager responsible to his superiors at the policy and obtain a emploifait, and subordinates who are dependent on process and skills. If not vousn’ont mental acuity to accept responsibility, then a gestionnairen’est not for you. The better you acknowledge that the business before it’s too late. As quePar So I have a friend who is an expert craftsman works for unemachine Tool Company in Cincinnati. His skill and craftsmanship captured leyeux Executive Director, who encouraged him in the hope that pourraitcorrectement guide unskilled workers. Unfortunately, and became a manager has the etedeconcertants. Now, instead of just worrying about producing a qualiteproduit himself, he said concerns about the work of employees under his command. CetC’etait more he could handle and he developed an ulcer. Emphasis etetout just too much for him and he asked to return to the ranks of laouvriers. To his credit, he understood its limits. Unfortunately, many do not and try to bluff their way through their careers. Parfoisqu’ils get caught several times, they are not.
Informed
The first thing you need to know when is the business manager of your entrepriseet where you stand in his regime. Years ago my father was hired by leQuaker Oats Company in Chicago, MIS Director. During his first few weeks, he took a crash course on how business worked Quaker. It has everything vude production of biscuits and cereal production of dog food (Ken-L Ration). Browsing through this indoctrination, they sit with unecomprehension of how the business worked and that his department would be.
Too often managers and employees lose sight of the purpose of the company etdirection general. If the mission of the company is forgotten or misunderstood, puisil is a tendency for areas of the company to work at odds with the rest of laentreprise. This is obviously counter-productive. For example, I saw many, many people in tropde Services Information Technology lesd’affaires sincerely believe that their company does not intend produitsou and the provision of services offered by the company. To adequately serve the society, it is essential to the management and expansion of his horizons to take a more holistic enterprise.
The understanding of a company, a manager must know:
The Japanese call this broader perspective in thinking “360 degrees.” EnAutrement said, in an era of specialization, it is wise to be aware of the company amounted image, understanding and influencing factors that affect.
RUN YOUR SERVICE as a company
Although the manager responsibility on part of the company (or a division, department or group), it is wise to think about your domain, as uneautonomes companies. This is not to develop an attitude not unlike conformisteen corporate goals and culture, but for organizational purposes. By acting as a separate business unit, the manager enclind’exercer is a good decision, focus on the work effort required, considering the risks and develop an entrepreneurial spirit.
Determination of your business “starts with a thorough knowledge of laproduits and / or services in your area is necessary for the production and processusnecessaires to produce. This is not necessarily the same products and / or services are commercially available by the company, but deeux components. Regardless of size, considered “ready” your company is responsible for the production. From this perspective we can measure commencerpour production (GNP your own department).
Just as important to the operations of the company know, it’s important benefits manager insight into the activities of his department bienopèrent in its scope. This includes:
To determine your “business” you need three things:
Defined Infrastructure – represented by a simple organization chart and job descriptions.
Financial operating budget. In this context, the ability to use spreadsheets to be regarded as a conditio sine qua non for the post of manager. Develop a budget is relatively easy to maintain is a different matter.
Take inventory of your man and machine, so you know the availability and capacity of your resources. A directory of expertise is invaluable to the cataloging of resources and their qualifications and skills. It may be weaknesses requiring action or additional training resources. In addition, a Project Management (PM) system useful for the study of the allocation of resources and control activities.
For more information, see:
Issue 15 – Creating a skills inventory – March 14 2005http: / / www. phmainstreet. com/mba/ss050311. pdf
Pride “Management projetshttp: / / www. Phmainstreet. Com / MBA / Pride / hours. Htm
An HR department can also help in this matter.
These three elements (infrastructure, budget and inventory) are utilespour determining the extent and limits of the department and lesparamètres, you will be subjected to.
Finally, the owners understand your business and the board of directors to titrerepresentes by your superiors and relationships can be lateral. In Pensant under a separate company, you will feel more autonomeset awareness of serving your customers.
Your first three homework
As a manager you have to perform three primary functions: providing leadership, the real work environment, producing and / or services Deliver vosproduits.
As the field general for his department, the manager must be able to articulerles objectives of its regions, and the strategy to defeat them. In other words, getting a vision and be able to communicate effectively with its subordonnesafin instill confidence and a sense of direction. People like savoiroù and they will appreciate guidance in their lives. As social beings, we comfort ourselves that we know work in concert to communobjectifs that we consider important. As such, not just a manager has a vision, must have the ability to convince its employees of their need. If employees believe eyes of the manager and his confidence in his ability to lead will be the plaisirsuivez.
After this, the manager must be able to plan to practice to develop the project staff to follow (eg the structure of the division of labor and dependencies, etpriorites). These project plans should be explained to the staff and are leur raison. That way, employees do not claim they were unaware that the plan was in the role of celeur. Consider the game of football, where the elements for laonze players on the pitch, all orders given to the road to perform a commune objectif. If a player is not familiar with the plan, he probably feraun false move and cause the team to lose Yardage. Eteaime as my soccer coach has to say: “A team is as strong as its weakest player.” Planning exige communications which ultimately leads to harmony and teamwork. In cettefin, project plans and keep your calendar updated and visible to tous dance.
In all areas of business will find projects that are similar or repetitivesdans nature. For example, processing an order, the construction of a product, etc. All processes are standardized and accepted basessur made repeatedly. If such documentation of standard methods to be used as models can significantly contribute àaccelerer project. In addition, work mesurableset consistent effort leads to consistent results and provide a standard and uniform decommunications line between the project staff. The use of reutilisablemethodes described and encouraged by standardization bodies such as ISO 9000.
For the manager to instill a sense of trust in staff, the passeulement demonstrate that he knows what he speaks, he must also exprimerun high moral behavior. The floor manager should be regarded as his duty. Siil is caught in lying, cheating, cheating, back stabbing, or any other misconduct, it will be noticed by employees who no longer trust. An effective manager isa person of integrity.
Finally, watch out for more a manager of “reactionaries”, which you simplementd’un problem to another as they occur. In this scenario, the manager estpas control the fate of his ministry and to dance to the tune of quelqu’und’autre violin. Some reactionary management, will inevitably necessary maisprendre control of your surroundings and practice more “proactive” gestionopposition to “reactive” management. Too often people are lulled into an approach reactivemode surgery or as we call a fire “fight” mode. As queManager, you are warned to guard your fire chief, they are probablementvotre Chief and arsonists. Do not forget the old adage: “If you do not ladecision, the decision will be made for you.” Control your destiny: a management approach proactiveapproche.
The smart manager will understand the need to work propre environnement cultivate. If an employee feels comfortable in his surroundings, he sentirasusceptibles work and have a positive image of his work. But as a “sweat shop” environment is provided, the employee will be afraid to come travailleret minimal effort put forth to accomplish his work.
There are two dimensions to a work environment: physical and logical. Lel’aspect physics is a bit easier to explain and requires facilities and equipementsutilises in the company, both of which affect morale and attitude to work. Commentles people behave in a clean and modern significantly different in terms ceuxtravaillant shabby and outdated. While the former supports unattitude professional, promotes an attitude of nonchalance. In short, the contemporary workplace nettoyageet the employees are told: “I want you and I suisdisposes to invest in you.” But the economic reality may be, you can pass’offrir state-of-the-art facilities and equipment. However, you should vousun effort to your physical environment as clean and up-to-date as possible. CommePar example, the military generally operates under a philosophy vous soit working on something, store, or discard it. This forces people ERTA organized. There are some who would say “a cluttered desk is the signed’un brilliant mind.” Desk Nothing is further from the truth. A encombrerepresente laziness and disorganization. People, particularly customers prefèrentun orderly workplace. Think about next time you visit a supermarket.
The fact is that our physical environment affects our attitude towards our work. PourPar example, I know that in a print with a manager who insists on keeping flawless. Leur Produits paper wrapped and shipped without delay, the inventory is well stocked etmaintenue, waste will be eliminated immediately, and the machines are cleaned regulièrementet taken as primitive. Furthermore, the printers are dressed in suits and uniform chemical garderd’encre dirty clothes underneath. Compare this with the typiqueatelier printing is often filled with rubble and the machines are rarely cleaned. Leimprimeurs ‘clean’ store has a much more positive and professional work group leur other printers working in “dirty” magazines. Moreover, absenteeism is pasun problem in the shop clean and printers are proud of the products qu’ilsproduire. Actually see their work as an extension of their home and traitercomme Tel.
As a note, I asked the manager why his printing printers lainstallation clean when others were so dirty. He told me jokingly: “They are better aisle.” In reality, the manager establish operational standards and routineinspecte places to ensure they were respected. Over time, the unnaturelles part of the culture of print and now he rarely inspected. This, of course, the method of discipline that leads to the logical aspect of our work environment.
Whereas the physical aspects of the work environment are practical and easy àassimiler, logical aspects of intangible and can be difficult to manipulercar it comes to dealing with human perception, attitudes and emotions. Along ceslignes, there are three factors:
A. Corporate culture
The company is expressed in terms of the accepted customs, morals, society and the institution.
Customs dictate the manner of behavior expected of the culture. The prescritl’etiquette respect in dress, speech, courtesy and politics (tactics). Several companies, including IBM, have the power longtempscompris customs. These standards are set pourprojeter a certain image of the company wants to convey.
Morality is the basis of our values. It influences our decisions in termesde what is ethical and what is not. Although morality uniform sonsattractif for managers, the very dangerous practice as contrary to ethiqueautorises to slip into the moral fiber of society.
The company provides our interpersonal relationships. Cetinclut how we choose to govern and live our lives. Societedefinit class structure in an organization, the President of the Council Dule for the hourly worker. It defines the government, etinstitutions laws to be observed by its members.
A manual of company policies is useful in explaining the official rules etRèglement a company, but rarely find the culture entrepriseexprimees printed form. Why? Because changes in time according to all incoming and organization. Typically, a new employee dispensela company is the manager, other employees plusduree service or by personal observation. This shows an importante point: culture is learned. To illustrate, I know a manager based on ballqui inherited a team of high school with a long tradition of losing. Àsurmonter this problem, the coach had to break habits, change attitudes and to impose new disciplines. The transformation of the culture of the team, the coach finally put them into winners for many years. Mêmeaprès the retired coach, the team continued its winning ways as quel’entraîneur succeeded in integrating culture in the team psyched. Concepts such as discipline, organization, execution and accountability are all derived from the company.
This brings another point: changing the corporate culture is pastâche easy. As creatures of habit, people have a natural aversion lachangement whatsoever. But for a manager to succeed, Afore it be able to change the corporate culture in the region to its needs. Ace do, the manager can either make the changes, her subordonnesetablir a new road, or a combination of both. Nevertheless, the necessaired’etablir examples and precedents, establishing models to assimilate other benefits. Understand that if you do not learn the correct entreprises culture, employees learn by themselves.
Developing standards of the Code is the first step in instilling discipline dance work. It begins with the terminology and coherenteafin avoid a “Tower of Babel ‘effect during production. Qu’unune Once standard is established to maintain. There is little point in setting unechanger if one is willing to implement. To this end, the manager doitfaire over to inspect and maintain, must lead by example. If leManager is taken contrary to the standards of the company, the Seran unnoticed by his subordinates that will in all probability, assimilerl’indiscretion.
Finally, until the creation of a sub-culture by the ensemble company culture. Senior management will conduct Inde sole discretion of your department as long as it is not serious conflitavec the company standards.
For more information about the company, see:
Nr. 28 – “Information about the company” – June 13 2005http: / / www. Phmainstreet. Com/mba/ss050613. Pdf
B. Management Style
In my previous newsletter, I described the three theories of management, X, Y, Z, each with a different philosophical basis of the other. View:
Nr. 50 – “How we manage? – November 14 2005http: / / www. Phmainstreet. Com/mba/ss051114. Pdf
It is now necessary to define your own style Dege tion, for example:
Want a dictatorial approach and try to micro manage everything, or you allow the participation of the group decision in the decision?
Do you offer additional training to staff or cultivate lescela be left to their discretion?
What degree of personal responsibility to your employees how much you àassumer a bit much, or nothing?
How much discipline and organization do you need?
As mentioned in the section “How we manage? Article gestionnairesutiliser elements of different theories X, Y and Z according to their needs. Ilc’est ultimately all based on the perception of the manager travailleursen level of their intelligence, motivation and attitudes enverstravailler. Therefore important that the head of studies and comprendses workers. if it complies with its employees, will develop a management style that approprieele both the director and employees peuventaccepter. Ultimately the manager is looking for a uniform management and coherentele style that is honest and will not show favoritism, it Quiqui moral influence.
Keep in mind, the management is certainly not a democracy, a dictatorship or autocratic or benevolent. What freedom are autorisesest employees based on what the manager makes.
But the director should never be afraid to push the staff àExcel to a new level and influence on the culture of his department (as the example montreDans baseball manager). As a manager means quevous are not popular now. Do not be afraid to exercervotre authority if the need arises. Your decisions will not toujourspopulaire with the staff. Regardless, you have a job to do.
Understand that in many situations, people prefer to hear quoi faire and would like to go along with the orders of the manager as croientqu’elle either for their own good. But only in increasingly arrogant etetouffer freedom and creativity of your employees. Let them work FOR YOU instead of against you.
To promote the morale, the manager must not only be fair and efficacedans the application change, the first leader. If legestionnaire loses his faith in the ability to exercise his ministry, his ouvriersperdront confidence in his ability to lead.
For myself I am inclined to believe what President Ronald Reagan said: “Surround yourself with people better than you can find, delegate is pouvoirset not interfere until the policy you’ve decided on going.”
I am in favor of empowering people from all àessayant micromanagement. Yet it is sometimes necessary gestion pour micro activities of others to achieve results precisvous want when you want, but achieving this outcome possible negative uneincidence your staff. Its like saying: ‘Look, you’re not quite intelligent Pour doing, so I will direct your business. “As the old adage:” If a choseIl urgent, do it yourself. If you have time to delegate. If you always set up a committee. “The manager should be smart enough to stay coupled’etapes future staff and continuous evaluation of the project plans to quemicrogestion is not necessary.
To empower people, I think a manager should gererbottom-up, as opposed to just up and down. Under this philosophy, lagestionnaire assigned project plans and authority to carry out work (top-down) and the staff should participate in the estimationprocessus project and work under their contracts (bottom-up). The pour quoi dans Pride Project Management “We do not use the term” man hours “but rather” Go Time “and” Time indirect. “Temps Direct represents the time required for perform the work necessaireset is managed by the individual. Time represententinterferences or indirect derivations of finishing and control leresponsabilite manager. For example, meetings, training, evaluation and periodic breaks in May lacategorie time indirectly. If an employee uneaffectation late, the manager may choose to minimize distractions to the worker tends to partially work. The ratio of Direct Indirect Time Temps pour called “Effectiveness.
Effectiveness = (direct + indirect Time Time) / 100
In most office work, employees are typically 70% yield, which one days of eight hours, they directtravailler signifiedans about five hours. Effectiveness should not be construed as a efficacitenotation. For example, a worker have a return eleveencore are your worst employee, it just means that he knows how to manage sonheure. In addition, an employee may have a low return rate, encorevotre most productive worker. The concept of estutiles efficiency rate for calculating project schedules, but more importantly, it represents empowerment leur travail. Again, the employee is responsible for their immediate manager is responsible for TempSet Time indirect. For more information about this topic, see:
# 09 – “Management of the bottom-up” – January 31 2005http: / / www. Phmainstreet. Com/mba/ss050131. Pdf
Final goal of the manager is to promote teamwork. Naturally vous aura that can make miracles, but they are complex soitdevenir member of the team or leave. Remember that teamwork achieve much more than individual efforts.
C. Continuous Improvement
The manager is intimate with all aspects of production inhis field. It should also be constantly looking etimaginative ways to improve it. Before doing so, the gestionnairedevrait understand this fundamental concept of productivity:
Productivity = Effectiveness X Efficiency
Too many people wrongly equate productivity and efficacite.Ce is simply not true. Efficiency is simply the speed nous peut perform a certain task. For example, an industrial robot to perform a task uneligne assembly, such as precise welding etrapidement. But if the weld is performed at the wrong time oumauvais place, it is counter-productive, no matter how efficaciteil perform the task. Effectiveness, on the other hand preoccupeavec the necessity of the task itself or as we like to say: “Do droitchoses.” Under this scenario, the government consider efficacited’abord and efficiency second. Undoubtedly, the director reuniravendeurs offering products promising improvements dansefficacite. But they can not dissolve in your business how effective it will be counter-productive. By drawing attention to both the efficaciteet efficiency, the manager can avoid the “Arrange chairs longuessur the Titanic phenomenon in which people work on fauteles things at the wrong time.
The latest technological gadget attractive in May, but the gestionnairedevrait looking for cost-effective and pragmatic solutions to fit sonenvironnement. Consider this, even if you buy the latest technologiemerveille what your people sophisticated enough to use it? Furthermore, the new technology to develop a dependency Surun new supplier. For me, the simple solutions are the best. Be pratiqueet may be reluctant to “Stay in touch with” the mentality of Jones. Après Tout the Jones may be in more trouble than you are.
That the implementation of the change is large or small, will reconnaîtreque people to resist a natural part of the entreprise culture. As creatures of habit, people have a natural aversion lachangement, be it for their own good. But if the manager convaincude the need for change, we must persevere in its application. Traiterau change is a difficult challenge for the manager and sujetd’un a different article:
Nr. 24 – “Why do we resist change” – May 16 2005http: / / www. phmainstreet. com/mba/ss050516. pdf
If there is one constant in life is change. The manager etse employees must understand that it is a natural part of our lives. Do pascombattre to adapt. But understand, but change for change is ridiculous reasons. There is always an important reason benefits of implementing change.
Understand that change is an inherent part of life, the manager doitenvisager the need for continuous training of its employees to improve leurqualifications. Again, a skills inventory to help monitor the personnel training programs and design capabilities to meet your ministèrebesoins. Also encourage your employees to participate in trade publications, trade groups etAbonnez you informed of evolutionet sharpen their skills to keep.
The bottom line on the environment: As a manager you want to create an environment people want to work and come to regard as their home, have a lieuils pride, loyalty, and are proud to manufacture. As indicated in Colombieeconomique historian Arnold Toynbee said: “The highest performance està blurring the boundary between work and play.”
Equal leadership and create the right environment, it is the duty of gestionnaired’être capable products or services is responsible to deliver produce. Themselves have the best plans and the environment if you produitsou to deliver your services, you have failed as a manager. To illustrate, the President Lincoln Premiers commanders of the Army of the Potomac during the Civil War etaitGeneral George B. McClellan, an extraordinary engineer and organizer, but undefaillance complete implementation. If you are convinced of a specific course of action, not delay, act. A rare opportunity presents itself twice.
Produce includes the provision of quality goods on time, budget planning and dance. Therefore it is wise to a function of production control by creating four Brain Training area, person responsible for monitoring and expediting problèmesqui may occur. This can take different forms depending on the size of your Departementet resources, or a secretary Sharp, a perceptual ousuperviseur foreman or team of people to the production control. Here tools like projetManagement (PM) systems and instruments provide assistance grand work in this regard. PM is used for reporting time, cost and suivihoraires. Work for measuring trends and performance, this mots soit typed per minute, the number of hits, compilations analyze the cycles of the machine, or time performing a task related to malfunctions or errors committed. Not only Lestel useful tools for solving production schedules, but are egalementutile to inefficiencies improvement.
In terms of the quality of the product / service, the manager comprendrela money for the time necessary to produce the goods.
http://www. phmainstreet. com/mba/blog/ss051121. jpg
More product is produced, the more likely will contain defects make history, conversely, the more time allowed to produce more Lachance a product of high quality. Although everyone insists on necessitepour quality, the reality is the manager should be able developpementcontre time manufacturing defects and development time adjusted balance besoinsêtre designed to match the desired quality. This also means niveaude precision in production is proportional to the level of quality desired, peel off all have a great influence on the style of a division manager. For example, in a situation of high pressure, the manager exercise more control and unsympathique little intimidation to get the job done. Under pressure, gestionnairepermettra greater freedom of workers and participate in development decisions.
Finally, the manager must keep an eye on the bottom line and are puceassez about when he hit a wall and know when to ask for help. But please do not be driven by mere numbers, risk taking and queopportunite. For more information, see:
Nr. 48 – “The first thing to do, Let’s Kill all the Bean Counters” – October 31 2005http: / / www. Phmainstreet. Com/mba/ss051031. Pdf
THE MANAGER OF THE DEVELOPMENT OF STAFF
As in the introduction, people often inherit the job of manager avec little training or background. Because management deals principalement avec people, a manager must have good interpersonal / communicationscompetences, including:
You should never lose sight of the fact that you work with and advance human chosesfait.
Otherwise the manager must understand:
A. How to hire or fire people cons and how to evaluate performance.
Policy manuals of business will likely dansCela of processing standards. But be honest and objective. I always thought that the best formationd’honnêtete fairness and learning by spending time as a referee or umpire postings in the sport. My years as a Little League umpire and has taught me much, as dormirbien night. Even if you despise someone, do not stoop to their level, etimpartial honest, the world will think better of you. Also smart enough to have a quand vous admit error and correct the situation.
In assessing the work performance of an employee, until the principle of Peterpar a person who has elevated to the level of their incompetence. Keeping Personnes at this level is a disservice not only to the company, but for good aussi leur travail. When a person has risen above their skill level, deviendraevidente for others and can affect morale. Therefore, the ability of gestionnairepour fair and just beginning to be questioned by the employee. Standard etevaluations regular performance should help this problem. But if elle sont rarely performed or made unexpectedly, the principle of Peterinevitablement kick in. However, if you, as manager, believing that the person peinerecuperation to work with him and the person on the track.
For more information about firing people, see:
Nr. 33 – ‘dismissal of employees is not for sissies “- July 18 2005http: / / www. Phmainstreet. Com/mba/ss050718. Pdf
B. How to handle the enterprise policy.
As social animals that live in a competitive society, politics is a fact of life, or on a large scale or a minor asks for your account. Do pasl’ignorer, address it. In Western culture it is customary for personnesà dig and scratch their way to the top, either by merit or politics (especially the latter). In Eastern culture, principally Japan, a class of workers on the same route for ten years, after which their performance assessed and rewarded accordingly. Cetsystème promote merit over politics. Interestingly, while the West control system promotes individual success, the system Estfavorise teamwork. The company has a lot to see aveccet. However, office politics is a fact of life in all societies.
As a manager it is wise to the various kingdoms of the firm to identify, we are the kings, how their sub-cultures, and hierarchy ordre général. Learn to keep your distance, operate within your own domain and neessayer not accept the authority of one another, making an enemy. Resterconcentre on your own territory. When considering other fiefs, a Fulani diplomacy can go a long way. Understanding this, what people logically not necessarily fair eest emotionally what they will do. A person qualifieedans label in tact and good will survive much longer in the entreprise monde someone who does not. Your intention should be développer allies, as opposed to enemies, which you plug in the back during unemoment way.
Each company is based on the ego of man and You Higher Monter in the organization, the more the ego will inevitably. Gens Vous fight for a variety of things, or simply using competitive dominance, jealousy, pure spite, or simply because they hate the look façonvous today or something you said. Here are “politique ment correct” come to our rescue. Understand the policies of the company, but do not pasconsommer your time or distract you from your mission.
If corporate policy or vicious ugly part is ready turn laautre played or willing to respond. Both are useful. Turningl’autre plays may win the admiration of your employees, reducing PASAu level of your opponent, but some can also be seen as a sign of faiblessedans your character. Fighting a problem will tell you a principle homme who is not afraid to face adversity, but also tell you maileur a hothead. If you have a direction, request or notice votresuperieurs contemporary and discuss the problem. Sometimes Lemeilleur solution is to sit with your opponent and give your hand danspaix. Even if this step fails, your superiors and subordinates sauravous at least extended the olive branch and you will not blame all lesautre action you can take.
Create a spirit of cooperation versus competition. As qualiteexpert W. Edwards Deming used to say “Creating Win-Win situations.” Earlier qued’une win-lose situation where one party wins at the expense of another partiperte, why not build partnership programs in which both sides win? Deming souviensComment I loved to talk of “Nylon”, which succèsJoint venture between two parties, one in New York (NY) and London (LON) represents. Remember, the only good business relationship is one where both partiesprestations. To this end, forging alliances within your company and support of an “Open Door” policy, not only for employees in your department, but also Ale rest of society. Keep communication lines open.
Finally on the lookout for gossip within your department etêtre ready to do a little rumor control. Gossip and rumors can repandrecomme wild fire in your department and can have a detrimental effect on the moralPIN, you need a standard and consistent line of communication avecvos subordinate and lateral relations. For example, every day / semainee-mails or memos to discuss plans and developments in the department. Sivos people are well informed, they are less likely to fall prey to gossip.
C. The picture of everything?
For many people in Western society, the picture is much more important queproduire results. For example, I have a friend who serves deSystems Manager in New England who had a project importantbesoin extra help in programming. Therefore he àrecruter programmers by offering highly competitive compensation package and genereuxprestations. Interestingly, an applicant had to switch my amietout simply because the applicant wanted the title of “Engineer” comme report a simple “Programmer”.
The image is nice, but lacks credibility if you can not produce. Our job titles, types of clothing and physical appearance, voice, mannerisms and politiqueMoxie affects all human observations. Yes, image is important, but depend entirely no. You should be able to save it.
As manager, dressing properly, Dress for Success. Boni make your mage you want people to imitate. But do not put false broadcast quepeut easily be seen by your employees. Otherwise, your credibiliteseront shot.
Good example. Never ask someone to do something you yourself do not prêtsfaire. And always remember the right words to speak on laRight Time. As Benjamin Franklin said: “Do not just say the droitchose the right place, but much harder for the wrong ditchose not tempting to leave.”
LESSONS
The following is a summary of the lessons in this:
= Management Responsibility
Knowledge of the company. Think in terms of “360 degrees”.
Enter your department like a business.
As a manager you have three primary tasks to perform: to lead, determine the proper functioning of the environment, production and / or services Deliver vosproduits.
The floor manager should be regarded as his duty.
A true manager is a person of integrity.
Watch out for your fire chief, they are probably your head even arsonists.
Control your destiny. Pro-active instead of reactive.
Our physical environment affects our attitude towards our work.
Culture is learned.
Emphasize the standard terminology, preventing a “Tower of Babel” effect.
Once a standard is established to maintain. There is little point in setting unechanger if one is willing to implement.
Changing corporate culture is no easy task.
Beware of creating a sub-culture in conflict with the overall corporate culture.
The manager should be smart enough to stay several steps ahead lepersonnel and constantly review the project plans so that micro-management is not required.
Management is certainly not a democracy, a dictatorship or autocratic or benevolent. What freedom are autorisesest employees based on what the manager makes.
As a manager you do not mean that the popularity of the business.
Management of the bottom-up, not only from top to bottom. Empowering people and tenirresponsables for their actions.
Effectiveness = (direct + indirect Time Time) / 100
The employee is responsible for direct management of their time, and the manager estresponsable Time Control indirectly.
Teamwork can achieve much more than individual efforts.
Productivity = Effectiveness X Efficiency
If there is one constant in life is change.
That the implementation of the change is large or small, will reconnaîtreque people to resist a natural part of the entreprise culture. As creatures of habit, people have a natural aversion lachangement, be it for their own good.
The highest achievement is to blur the boundary between work and play.
Even if you have the best plans and the environment produitsou you deliver your services, you have failed as a manager.
If you are convinced of a specific course of action, not procrastination, agir.Une opportunity rarely presents itself twice.
You should never lose sight of the fact that you work with and advance human chosesfait.
Keeping people in the absence of damage, not only the company but also for the employee.
If corporate or viscous part is ready to turn ugly laautre played or willing to respond.
The only good business relationship where both parties benefit.
Keep communication lines open.
Create a “win-win” situation.
Image is nice but lacks credibility if you cannot produce.
CONCLUSION
The lessons are based on 30 years practice and observationsdans hundreds of commercial and non-profit organizations worldwide. Th ey common sense approaches that are universally applicable and transcendent type of lesson company.
There is more to management than to say: “Lead, follow or get the hell campden track.” It is a people-oriented function that someone intime avec the company active and well versed in international relations personnelle Communications / relationships. Someone who knows how to get people through this qu’ilveut. Regardless of the management tools of the day, ilsne not make decisions, people have done. I encourage people àutiliser of appropriate management tools, but more importantly, I encourage people àdevelopper skills. Therefore, a manager is one part visionary, part coach and part politician.
The ultimate measure of the ability of a manager or the minister to function effectively in his absence. By creating a well-oiled machine, the manager for a job and the department mieux the first time he has left support.
Business schools do not teach these lessons. I just completed lelacunes. Hopefully these lessons will serve you as a manager. If not, youcan always prepare three envelopes.
