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Add You - Designing Your Healthy Administration - A Management Overview
The game of chess has been applauded and taught in business school as a game that gingers creative intelligence.Chess is a game involving kings, queens, bishops, knights, castles, and pawns like a real life. The pawns (also called soldiers) advance first, lead or supported by officers all to fight and protect the king. It is like fighting a real war similar indeed to fighting or capturing business competitors, employees, or customers. The only difference is that at the end it is only a game.Chess like every other game is intellectually stimulating. Anything that has calculation, no matter how trivial, is good for management. That is why the Russian grandmaster Mickail Botvinnik declared, “The greatest pleasure is when one feels he is thinking and this is best accomplished with chess.”With all due respect to the grandmaster, good thinking (or the feeling) is not accomplished with chess. Good thinking is accomplished by an exchange of intellect not by circulating existing know how. Chess, like video games, are basically circulating know how—you learn the rules, then, try to arrange them into a winning pattern. People who play games like football, tennis, chess, and video games are among the dullest professionals. They are dull, mind you, not dumb. You don’t become brilliant or intellectual sound for playing a game—it will not improve your speaking skills, or writing skills, or personal skills, or administrative skills, it only engages the mind and leaves it as it found it.Many chess players have failed in business, in their jobs, in school, in personal relationships because they spent 5 to 7 hours dai
Organizing/Planning
Efficiency in this area is critical, in order to implement, clearly and realistically, the goals and objectives enunciated by upper level leadership. This involves the ability and resources to develop well-detailed plans and realistic schedules, while maintaining a critical balance between the vision (broad view) and operation (day-to-day activities). All the while there must be continuing communication with
Many franchise opportunities now exist in the lucrative and fast growing property market. The property business is awash with money as property prices continue rising and new property millionaires are created daily.There are many different types of property franchises available in the market today. They include mortgage broker franchises, letting and property management franchises, property search franchises and estate agency franchises. There are even property franchises that specialise in finding overseas homes and property investments.Some of these franchises are work from home opportunities like property management. The franchisees main tasks include collecting rent, making sure essential repairs are carried out and communicating with both the tenant and the owner of the properties.This business can be worked part time or full time and in the right location it is possible to build this into a very lucrative business. If the franchisee provides good service then word of mouth will spread and finding properties to manage will be easy.Often a successful franchisee will find that he has to stop taking on more work or start taking on employees and open an office near the town centre once he reaches a certain threshold.The franchise fee is low and means that this franchise will be within the budget of most franchisees.The mortgage industry is thriving and lenders are offering up to seven time's annual salary to fund property purchases. There are so many different types of mortgages available that the public often needs a mortgage advisor to find their way through the maze.This is
Simply stated, management ensures that things get done, in accordance with accepted policies, based on the reality of a situation. It involves deciding the how, and the when and often the who. The who can be a cross-over factor in the initial stages. It is doing it right, creating process and systems and insuring efficiency. A manager manages both the process and records the efficiency of the individual’s performance within the process.
Leadership revolves around concepts, ideas and effectiveness, enunciating what is the right avenue, establishing direction, insuring individual and team success, and necessarily implies a following. It is discerning and articulating the what, the determination of what is the right thing and often who is the right person or team. Teaching, an integral part of the process, enables a targeted team to do the right things and do them right.
For an administrative plan to be effective, we must first determine what is the right thing to do. Next we approach the who, how, and when to do it; and finally we must make certain each individual and team is enabled to do, to accomplish it. In other words, we manage the process and we lead the people, educating them as necessary.
Management functions have been classically stated as Planning, Organizing, Leading and Controlling (POLC). Much controversy has arisen surrounding these principles and they have been revised largely depending on the focus of the organization. I would like to offer a perspective based on 6 elements, making room for management and leadership coexistence, each undeniably valuable in the success of any administrative plan. They are establishing objectives, organizing & planning (combined as one element of the process), motivation, communication, employee development, and finally, measurement and analysis.
Each must be addressed in any administrative venture, whether building or rebuilding, or merely tweaking your administration, from the smallest detail to the most comprehensive reorganization. And since there is nothing new on the planet, merely a reshaping of what already exists, each will be familiar to you. Management issues and direction can be effectively delineated based on these six basic functions inherent in the management/leadership process. Each is pertinent to guiding the design, or redesign and implementation of administrative proce-dures.
Establishing Objectives
The process of establishing objectives involves determining a statement of vision, and then setting the goals necessary to achieve that vision. Goals must apply to the team (the organization), the individuals within the team, as well as to those in lead-ership positions. These objectives must be a direct result of the team’s determined purpose, which should ultimately be service, either to an internal or an external client. Each objective must have as its established goal the smoother, more efficient operation of the team (department and/or organization). Each objective must also be in accordance with the acknowledged purpose(s) of the department and the larger organization. This requires interaction not only with the team members, to determine that the they are on track, but with the internal clients, to insure that the goals and objectives are pertinent to their needs, as well as to the organization’s greater purposes. Translating objectives into action requires utilizing all available resources, as well as networking and interfacing with others on the management team organization wide, who have displayed effectiveness in their positions.
Organizing/Planning
Efficiency in this area is critical, in order to implement, clearly and realistically, the goals and objectives enunciated by upper level leadership. This involves the ability and resources to develop well-detailed plans and realistic schedules, while maintaining a critical balance between the vision (broad view) and operation (day-to-day activities). All the while there must be continuing communication with a
Q. Yesterday I was interviewed for a job that sounds really good. One question stumped me: “What kind of boss do you like to work for?” Caught by surprise, I said, “I like a boss who’s available to answer questions and give me feedback.”How do I prepare for next time?A. Whether you’re interviewing for a job, networking or making a client presentation, you’ve entered a business relationship. And business relationships differ from friendships.So when you enter a business or a sports arena, you put on a uniform and wear your game face. You follow the rules. Long-time successful players (like Diana Taurasi and Michael Jordan) know the rules so well they can trust their intuition.But most of us will view networking events and interviews as, well, a new ball game. We don’t practice every day. Whole years – even decades – go by without a job interview. So when we come to the game, most of us need to be self-consciously aware of what we are doing.1. Focus on the game, not your feelings.Before and after your business encounter, you can (and should) share feelings and concerns openly with a coach, consultant or counselor. But when you’re face to face in a business meeting, your game face becomes part of your dress-for-success plan.A networking acquaintance asks, “How are things going?” You know he doesn’t want to hear about problems with suppliers, child care or your crazy boss. Time to share a success story, matter-of-factly, without bragging.2. Create your playbook before you enter the arena.Anticipate questions whenever possible. Talk to others wi
For an administrative plan to be effective, we must first determine what is the right thing to do. Next we approach the who, how, and when to do it; and finally we must make certain each individual and team is enabled to do, to accomplish it. In other words, we manage the process and we lead the people, educating them as necessary.
Management functions have been classically stated as Planning, Organizing, Leading and Controlling (POLC). Much controversy has arisen surrounding these principles and they have been revised largely depending on the focus of the organization. I would like to offer a perspective based on 6 elements, making room for management and leadership coexistence, each undeniably valuable in the success of any administrative plan. They are establishing objectives, organizing & planning (combined as one element of the process), motivation, communication, employee development, and finally, measurement and analysis.
Each must be addressed in any administrative venture, whether building or rebuilding, or merely tweaking your administration, from the smallest detail to the most comprehensive reorganization. And since there is nothing new on the planet, merely a reshaping of what already exists, each will be familiar to you. Management issues and direction can be effectively delineated based on these six basic functions inherent in the management/leadership process. Each is pertinent to guiding the design, or redesign and implementation of administrative proce-dures.
Establishing Objectives
The process of establishing objectives involves determining a statement of vision, and then setting the goals necessary to achieve that vision. Goals must apply to the team (the organization), the individuals within the team, as well as to those in lead-ership positions. These objectives must be a direct result of the team’s determined purpose, which should ultimately be service, either to an internal or an external client. Each objective must have as its established goal the smoother, more efficient operation of the team (department and/or organization). Each objective must also be in accordance with the acknowledged purpose(s) of the department and the larger organization. This requires interaction not only with the team members, to determine that the they are on track, but with the internal clients, to insure that the goals and objectives are pertinent to their needs, as well as to the organization’s greater purposes. Translating objectives into action requires utilizing all available resources, as well as networking and interfacing with others on the management team organization wide, who have displayed effectiveness in their positions.
Organizing/Planning
Efficiency in this area is critical, in order to implement, clearly and realistically, the goals and objectives enunciated by upper level leadership. This involves the ability and resources to develop well-detailed plans and realistic schedules, while maintaining a critical balance between the vision (broad view) and operation (day-to-day activities). All the while there must be continuing communication with
It is hard to be a stay at home mom. You deal with a lot of pressures that most people would not understand. Aside from the cooking, cleaning and kids, you also have the feeling of inadequacy, if you are anything like me. I Love being able to stay at home with the children and I no longer mind the household chores, but I still feel like I am not holding my own. Im sure it's the independent me that strives to do it all. I want to do all that and still make my own money.How can you manage to do all of this? Simple! I am a stay at home mom with two, let me stress that TWO babies and I am on the go 18 hours a day. Somehow it just wasn't enough, so I decided to do what most moms are doing and started selling online. Many stay at home moms are exploring the opportunities available for them through the internet. There are a variety of fields. I chose to start an online business to sell my products, www.electronicsobsession.com . Once you have been in my shoes you will realize that adding something else to your life really isn't that much more. It is actually very rewarding. You get a sense of accomplishment not only from being a great stay at home mom, but you can run a business too!I encourage any stay at home mom or dad to research these ideas, and soon you will see that it is very rewarding. You also get to make some money along the way! If you are considering this idea and need some help I am a great wealth of knowledge, feel free to contact me. Visit my site and link to me. I will give you all the help you need. Stay at home moms aren't a thing of the past in fact many women are choosing to sta
Each must be addressed in any administrative venture, whether building or rebuilding, or merely tweaking your administration, from the smallest detail to the most comprehensive reorganization. And since there is nothing new on the planet, merely a reshaping of what already exists, each will be familiar to you. Management issues and direction can be effectively delineated based on these six basic functions inherent in the management/leadership process. Each is pertinent to guiding the design, or redesign and implementation of administrative proce-dures.
Establishing Objectives
The process of establishing objectives involves determining a statement of vision, and then setting the goals necessary to achieve that vision. Goals must apply to the team (the organization), the individuals within the team, as well as to those in lead-ership positions. These objectives must be a direct result of the team’s determined purpose, which should ultimately be service, either to an internal or an external client. Each objective must have as its established goal the smoother, more efficient operation of the team (department and/or organization). Each objective must also be in accordance with the acknowledged purpose(s) of the department and the larger organization. This requires interaction not only with the team members, to determine that the they are on track, but with the internal clients, to insure that the goals and objectives are pertinent to their needs, as well as to the organization’s greater purposes. Translating objectives into action requires utilizing all available resources, as well as networking and interfacing with others on the management team organization wide, who have displayed effectiveness in their positions.
Organizing/Planning
Efficiency in this area is critical, in order to implement, clearly and realistically, the goals and objectives enunciated by upper level leadership. This involves the ability and resources to develop well-detailed plans and realistic schedules, while maintaining a critical balance between the vision (broad view) and operation (day-to-day activities). All the while there must be continuing communication with
“Who should do the hiring?” is today’s Myatt on Monday’s question which was asked by a CEO of a technology company. Self admittedly, this particular CEO hasn’t had the best track record of hiring, and at the same time also isn’t completely comfortable with turning the process over to HR. The main difference between the CEO that posed today’s question and many other CEO’s is that he recognizes his shortcomings (recognition is the first step on the path to recovery). It never ceases to amaze me at the number of people who are charged with hiring who possess absolutely no skill at doing so. In today’s blog post I’ll share my philosophy on the best way to hire tier-one talent.All other things being equal, he who has the best talent wins…The problem is that very few people possess talent when it comes to identifying talent. Identifying and recruiting talent is much more than screening a resume and having a set of standard interviewing questions. There are cultural, personal and compensatory issues among others that need to be addressed in the hiring process. Just because someone has succeeded in the past doesn’t mean that they’ll be a success for your company. Likewise, just because someone has failed in a previous position doesn’t mean that they might not end-up being a top performer for your company. Assessing talent is in fact a talent in and of itself. Complicating matters further is that not all those capable of identifying talent are capable of recruiting the talent by sealing the deal.While not every CEO should be in charge of recruiting, I also believe that if HR is solely charged with the recruiting efforts f
The process of establishing objectives involves determining a statement of vision, and then setting the goals necessary to achieve that vision. Goals must apply to the team (the organization), the individuals within the team, as well as to those in lead-ership positions. These objectives must be a direct result of the team’s determined purpose, which should ultimately be service, either to an internal or an external client. Each objective must have as its established goal the smoother, more efficient operation of the team (department and/or organization). Each objective must also be in accordance with the acknowledged purpose(s) of the department and the larger organization. This requires interaction not only with the team members, to determine that the they are on track, but with the internal clients, to insure that the goals and objectives are pertinent to their needs, as well as to the organization’s greater purposes. Translating objectives into action requires utilizing all available resources, as well as networking and interfacing with others on the management team organization wide, who have displayed effectiveness in their positions.
Organizing/Planning
Efficiency in this area is critical, in order to implement, clearly and realistically, the goals and objectives enunciated by upper level leadership. This involves the ability and resources to develop well-detailed plans and realistic schedules, while maintaining a critical balance between the vision (broad view) and operation (day-to-day activities). All the while there must be continuing communication with
Staffing companies help organizations with their manpower requirements. There are primarily three different types of staffing services offered by staffing firms:Temporary Staffing ServiceAs the name suggests, temporary staffing meets the short-term needs of employing organizations. Temporary staffing helps companies fill in for positions made vacant by their absent employees or helps in supplementing the existing staff during times of high workload. Temporary staffing enables organizations to meet their working challenges with minimum human resource overheads and avoiding lengthy recruiting and assessment processes. The huge cost savings involved make temporary staffing an attractive alternative to permanent employment.Long-term Staffing / Project Staffing ServiceLong-term staffing services involve placing employees in long-term assignment, where there’s no definite period of time involved. This type of staffing requirement is common in the professional and technical sectors, where people are required on a project-to-project basis. It makes more sense for these organizations to hire on a project basis than on a permanent basis, so as to avoid idling of human resources.Temp-to-Perm / Contract-to-Hire Staffing ServiceThis type of staffing service is a combination of temporary staffing and permanent employment. The temp-to-perm staffing service allows a company to take an employee on a temporary basis for purpose of evaluation and should the employee meet their satisfactory requirements, the company may then take the employee onto their payrolls. This type of staffing
Organizing/Planning
Efficiency in this area is critical, in order to implement, clearly and realistically, the goals and objectives enunciated by upper level leadership. This involves the ability and resources to develop well-detailed plans and realistic schedules, while maintaining a critical balance between the vision (broad view) and operation (day-to-day activities). All the while there must be continuing communication with all levels involved, at all stages of the process. The existing structure of a department in the case of a redesign is all-important, along with an ability to delegate responsibility, while continuing to monitor and control the outcome. Structure, though it may be transitional, must be moved to the forefront of the plan, often a challenge in an atmosphere in which performance is occurring hand in hand with design and implementation. It must, however, assume a position of precedence.
Motivation
Motivating is a critical function of any process, one that addresses the issue of control. Motivation provides a purpose, the impetus, for an action, or for changing it. It is complex at best and takes more than one form, depending on the level of the individual or team, the level of the manager, and the product or service provided by the department or organization. It is acknowledged by experts, that the feelings of the individual or team toward the motivator are key to the degree of motivation achieved. It becomes ideal then to have the full cooperation of those directly affected by the process or process change.
There are those who maintain that humans cannot be motivated but are solely self-motivated. Adoption of this viewpoint presents somewhat greater challenges, and it becomes highly beneficial for the leader to have a good understanding of the individuals he is working with. He must know what makes each tick.
The use of unilateral power is an effective form of motivation in situations in which individuals need to be overtly stimulated or influenced to comply with direction, rules, and policies. This is most effective with entry level employees, or those whose responsibilities are basic, repetitive, and easily measurable. It is not an effective long-term motivator for those whose role is largely self-directed. These individuals require a motivation that stimulates their ability to perform independently, fostering a higher performance level, and building a spirit of collaboration within the team.
It is often effective and highly productive to involve key staff members in the design and implementation of administrative procedures, particularly those involving drastic change to the existing structure. It is of utmost importance to keep in mind that humans do not react well to change, regardless of proven benefit to their condition. Change implies upheaval, disturbance of the status quo, and humans will resist it. Involving them in the process, on whatever level seems reasonable, is definitely wise to con-sider.
Communication
Nothing short of great communication is essential. This cannot be over sated. Communication is the dissemination or exchange of information on the true state of the situation, all information being as accurate and understandable as possible. Great communication is timely, pertinent, and requires confirmation that the message has been understood; it is unilateral. The more ways in which information is given, the more believable it is, the more likely it is to initiate action. By means of clear communication from the organization environment, a course of action is determined, and information is provided concerning its relationship to those involv
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