All Posts Tagged Tag: ‘Managers’
“Hey boss, learn to be on time!” said one smart man who definitely has the balls to stand up to lousy management. One employee’s note to his manager has just cost him his job. Joe Blumm of Michigan was fired Thursday after posting a rather pissed-off note to the front door of his job. Blumm-who has worked for the …
With a requirement for greater delivery in ever shorter timescales, under increased shareholder pressure and the continual impact of new technology, the life of the Chief Executive isn’t an easy one.
You’re a stellar project manager, yet you’re only making an average wage. Well, it’s about time you make more. This article digs outlines my approach to a performance-based fee structure It won’t work for all clients, but for those it does work for you’ll see your profits soar.
In today’s climate, where rapid change is part of life, and industry requires more highly skilled, adaptable people who are able to bring experience and change to the table, the demand for interim management is growing at double digit rates year on year.
IT managers face many difficult LAN security issues today, but are confronted with a huge array of established and emerging security technologies that promise to deal with these issues.
Increasingly, women managers are choosing to “opt out” when corporations fail to meet their professional needs.
By delivering a body blow to their operation when business, non-profit, government agency or association managers, with public relations reporting to them, overlook assembling the PR resources and action planning needed to alter individual perception leading to changed behaviors among their most important outside audiences.
Business, non-profit, government agency and association managers with public relations reporting to them are likely to miss achieving a killer edge when they focus strictly on communications tactics like press releases, special events, broadcast plugs or brochures.
Sure, you’re a business, non-profit, association or government agency manager specializing in activities like sales, human resources, distribution, finance, program management or any of many other operating functions.
If public relations tactics like special events, brochures, broadcast plugs and press releases dominate your answer, you’re missing the best PR has to offer.
Ain’t a gonna happen unless business, non-profit and association managers, possibly like you, do something positive about those important external audiences of yours that most affect your operation. And then, as you persuade those key outside folks to your way of thinking, help move them to take actions that allow your department, group, division or subsidiary to succeed.
Let’s start out with a caution for business, non-profit and association managers: the premise of public relations implies that the work you do BEFORE you use PR tactics, such as press releases, brochures and broadcast interviews, will determine the success of your public relations effort.
Business, non-profit or association managers hurt their own public relations results when they become fascinated with PR tactics – press releases, publications and brochures and, particularly, fun-to-manage special events – while failing to plan for the perceptions and behaviors of the very people who probably hold their managerial success in their hands.
In the catechism of capitalism, shares represent the part-ownership of an economic enterprise, usually a firm. The value of shares is determined by the replacement value of the assets of the firm, including intangibles such as goodwill. The price of the share is determined by transactions among arm’s length buyers and sellers in an efficient and liquid market. The price reflects expectations regarding the future value of the firm and the stock’s future stream of income – i.e., dividends.
As a consultant, a speaker and a trainer, I’ve hired, trained and worked with managers at every level of management. The best of them have taught me most of whatever it is I know about business. The worst have also been a learning experience. But while the best managers cover virtually every personality type imaginable, the worst –the very worst–seem to have a number of characteristics in common. With apologies to Steven Covey, I offer this completely unscientific compilation of those traits, “The Seven Habits of Highly Defective Managers.”
Performance and Productivity Applications Help HR Managers to Align Corporate Goals, Individual Performance, and Staff Development Initiatives.
Managers who need fast answers and pre-written solutions to vexing compliance and training problems have a new resource to help them breathe a bit easier.
A new survey, sponsored by Unisys reveals that corporate executives and IT managers are growing increasingly aggravated by the complexity of business intelligence (BI) solutions intended to streamline their business decision-making processes.
SupportSoft today announced the results of a national survey conducted among IT management in which 66% believed that they will incur more end-user calls for support when deploying SP2, Microsoft’s most recent major upgrade to Windows XP with significant new security features.
Business, non-profit and association managers get a ton of satisfaction when they do something really positive about the behaviors of those outside audiences that most affect their operation. Especially when they deliver external stakeholder behavior change, the kind that leads directly to achieving their managerial objectives; and even more so when they persuade those important outside folks to their way of thinking, then move them to take actions that help their department, division or subsidiary succeed.
When outside audiences important to your operation do not understand what you are all about or, worse, harbor misconceptions, inaccuracies, untruths and false assumptions about you, you are likely to suffer negative, key audience behaviors that can prevent you from achieving your operating objectives.
I mean public relations that presumes from the get-go that the right message, strategy and communications tactics can change perceptions among each of your business, non- profit or association audiences. And do so in a way that produces the behaviors you need to achieve your objectives.
As a business, non-profit or association manager, your public relations expenditure may give you names in the newspaper or product plugs on radio. But what about key stakeholder behavior change – the kind that leads directly to achieving your managerial objectives?
Today’s business environment has changed drastically from just a few years back. Rather than working exclusively with equipment, data, and systems, today’s IT managers face issues such as cross training, personnel management, interdepartmental communication, and a widening job scope for all IT employees.
True, because department, division or subsidiary managers for a business, non-profit or association really DO need a dynamic yet workable blueprint for reaching those key outside groups of people who have a big say about how successful those managers are going to be.
What are you trying to do with your business, non-profit or association public relations program? Get a little publicity for a service or product? Or, perhaps, you’re doing what you really should do, persuade your key external stakeholders to your way of thinking, then move them to take actions that lead to the success of your department, division or subsidiary.
You have been if you’re a business, non-profit or association manager whose public relations budget is focused largely on nifty brochures, column mentions and broadcast plugs. Especially without a workable plan that helps you persuade your most important outside stakeholders to your way of thinking, then moves them to take actions that lead to the success of your department, division or subsidiary.
Note: Although this article discusses the HR function it applies equally to other corporate services.
Yes I admit it. I confess. I was once a control freak. I was a Micro-Manager! Confessions of a Reformed Control Freak – The Top Ten Assumptions Managers Don’t Want to Make (the title of my soon to be published book) is the first of a two-part series designed to help first time managers gain some valuable insight into what it takes to be an effective manager.
Where do we begin? Tired of playing piggy in the middle’? They cop flack from both sides – upper management and the people they manage’. Tired of being one of the first to blame when things go wrong? Frustrated by the lack of back up and support from the upper echelons who expect them to perform the daily miracles required to produce excellent results?
There’ll never be a better time for a manager working for a business, non-profit or association to ask this question: “Am I getting the public relations results I’m paying for — the really important external audience behaviors I need to achieve my department, division or subsidiary objectives?”
Because, like you I suspect, they have key target audiences whose behaviors help or hinder them in achieving their organizational objectives.
But even in their own best interests, too few involve themselves in their public relations effort to the degree they should.
There is a demographic trend of which HR personnel, management, and CEOs need to be aware. According to demographic trends analyst, Cheryl Russell, by the year 2005, the most common household in the US will be single-person households. “Never before in American history has living alone been the predominant lifestyle,” says Russell, and the time is fast approaching.
Although the concept of positive reinforcement and the related principle that you get what you reward are well-founded in the psychology literature, the effective use of positive reinforcement by practicing managers is uneven and often totally lacking in day-to-day business operations. My Ph.D. study explored the conditions that enable or inhibit the use by managers of non-monetary recognition (NMR).
“There has also been a lot of spin about how long or short a resume should be. From my perspective as a recruiter, a resume should be as long as necessary. For example, a candidate with five years’ experience should not require a 3-page resume. Or, a candidate with 18 years’ experience should not be reduced to a 1-page resume. Length of resume depends entirely on each individual situation. There is no formula or rule etched in stone. If a recruiter is working with a Ph.D. candidate, then a resume may be 3, 4 or 5 pages, or even longer. So be it. If it’s relevant, promote it. If you’re pontificating, don’t.”
-Tim Dermady, President, ExecutiveFit Recruitment
How soon after I start a new position is it acceptable to begin evaluating, reassigning and, if necessary, removing members of a new staff? I just started a new job and feel a number of changes are due, but don’t want to ruin morale or jeopardize my leadership by appearing ruthless.
In today’s increasingly complex business world, companies are seeking ways to make sure they have the talent they will need to compete now and in the future. Securing and retaining the right skills and competencies is fundamental to the growth and vitality of any organization.