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Actual for You - Managing or Coping?
Companies are just discovering the benefits of combining BPM and Six Sigma. Ideal for enhancing the long-term performance of business processes, the BPM/Six Sigma union helps companies better characterize, understand, and manage entire value chains. It also helps companies improve control and predictability of corporate business processes and generate sustainable enterprise improvements in performance levels.BPM aligns processes across an enterprise using technologies to provide visibility and management at any point in a business process. BPM and associated technologies help model data flow, people, resources, and systems in an organization. They also help build or modify processes to better align enterprise syste
But not all procedures will cover every issue that arises. Even if a company was to take up this challenge and sack all its managers t
Men cease to interest us when we find their limitations. The sin is limitations. As soon as you once come up to a man’s limitations, it is all over with him.EmersonTo build a successful organization, leaders need to understand the importance of group dynamics and team chemistry. In other words, members in organizations need to respect each other and get along. Yukl, the author of Leadership in Organizations, maintains that a high-exchange relationship contains high mutual influence. Clearly, good chemistry is vital in achieving any level of organizational excellence. Leaders need to build relationships with followers in a constructive manner.King, author of The Moral Manager, explained t
I asked this question on a recent seminar and got into an intense argument with one of the attendees who was a large employer! I like to mix it a little and what fun it was to ask an employer to justify the existence of his managers:
Vernon: Why do you have managers?
Employer: To manage
Vernon: You mean, to cope
Employer: I mean, to manage
Vernon: If not "manage" as in "to cope", "manage" as in ...what?
Employer: Our managers are not just coping, they are making judgements and making decisions based on those judgements
Vernon: Do your staff, including managers, have procedures to follow?
Employer: Yes, everything that could happen has a procedure
Vernon: So, why do you need managers?
Employer: Er, to deal with exceptions
Vernon: Not covered by the procedures?
Employer: Well, for instance, if there is a split decision to be made - say a late delivery is going out and one customer has to be disadvantaged over another, the manager will decide which customer to let down and may decide how to approach the customer
Vernon: And would your company look into the failure - the late delivery - and put it right for next time? Would your company write into its procedures how to prioritise customers if such a failure occurred again?
Employer: I know what you're getting at, but not everything can be set to
a procedure.
Who won the argument? The employer did of course, not that it was an argument in the true sense - I just enjoyed posing some awkward questions. I don't believe that we can ever completely do away with managers. What I do believe is that we can dramatically reduce the amount of managers out there making ad-hoc decisions that could have been covered by a more systemised approach and at a lower level. Staff would often be perfectly capable of following a pre-planned decision tree or some other systemised way of coming to decisions without the need to refer to a manager. You could call this empowerment of the lower ranks. You could even call it downsizing if you wish. But it does make sense to have potential conflicts resolved in a consistent way and at the lowest rate of pay by taking some of the mystery out of management decisions and putting them through a decision-making machine.
But not all procedures will cover every issue that arises. Even if a company was to take up this challenge and sack all its managers th
So, you know your new dream career? Now you need to know where to find your ideal job. By researching your dream job, you are steering yourself towards it. Your investigation will create focus and clarity. Check the tips in this article where and how you can research your new career.A. PeopleFind people who are doing your dream job already. Ask if you can visit them or phone them to get some information about their work. You will receive a realistic report on the ups and downs in that job, how a typical working day looks like, the hours and salary they make. Inquire about the companies, field and industries where you could find these kind of jobs.Where do you find like minded people
Vernon: Do your staff, including managers, have procedures to follow?
Employer: Yes, everything that could happen has a procedure
Vernon: So, why do you need managers?
Employer: Er, to deal with exceptions
Vernon: Not covered by the procedures?
Employer: Well, for instance, if there is a split decision to be made - say a late delivery is going out and one customer has to be disadvantaged over another, the manager will decide which customer to let down and may decide how to approach the customer
Vernon: And would your company look into the failure - the late delivery - and put it right for next time? Would your company write into its procedures how to prioritise customers if such a failure occurred again?
Employer: I know what you're getting at, but not everything can be set to a procedure.
Who won the argument? The employer did of course, not that it was an argument in the true sense - I just enjoyed posing some awkward questions. I don't believe that we can ever completely do away with managers. What I do believe is that we can dramatically reduce the amount of managers out there making ad-hoc decisions that could have been covered by a more systemised approach and at a lower level. Staff would often be perfectly capable of following a pre-planned decision tree or some other systemised way of coming to decisions without the need to refer to a manager. You could call this empowerment of the lower ranks. You could even call it downsizing if you wish. But it does make sense to have potential conflicts resolved in a consistent way and at the lowest rate of pay by taking some of the mystery out of management decisions and putting them through a decision-making machine.
But not all procedures will cover every issue that arises. Even if a company was to take up this challenge and sack all its managers t
It is the inherent desire and need of every business to grow both vertically and horizontally. Organic growth, that is development from within, is often slow and sometimes difficult. That is why there is an increasing trend towards mergers and acquisitions. It could be called an instant expansion.Many big corporations are continuously on the lookout for potential targets for mergers or acquisitions. Some even have a core cell or a senior person concentrating on this aspect. Depending on the company's policy, which may be to diversify or to expand in the same field, add complementary business activity, or to strengthen research facilities, they continuously scan the business world. Normally they report directly to
Vernon: And would your company look into the failure - the late delivery - and put it right for next time? Would your company write into its procedures how to prioritise customers if such a failure occurred again?
Employer: I know what you're getting at, but not everything can be set to a procedure.
Who won the argument? The employer did of course, not that it was an argument in the true sense - I just enjoyed posing some awkward questions. I don't believe that we can ever completely do away with managers. What I do believe is that we can dramatically reduce the amount of managers out there making ad-hoc decisions that could have been covered by a more systemised approach and at a lower level. Staff would often be perfectly capable of following a pre-planned decision tree or some other systemised way of coming to decisions without the need to refer to a manager. You could call this empowerment of the lower ranks. You could even call it downsizing if you wish. But it does make sense to have potential conflicts resolved in a consistent way and at the lowest rate of pay by taking some of the mystery out of management decisions and putting them through a decision-making machine.
But not all procedures will cover every issue that arises. Even if a company was to take up this challenge and sack all its managers t
Here in the Jean's Restaurant Supply Service Department, we have compilied a list of service and preventative maintenance tips to help your restaurant succeed in it's business venture. Your heating, cooling, cooking and food preparation equipment is a huge investment that should be kept in good, clean, operational order. Commercial Ovens: Wipe out spills from your oven cavity daily- this will cut down on rust and corrosion in the oven cavity, while also reducing the possibility of fire hazards. Walk-In Coolers and Freezers: Keep the doors closed when not in use- if doors are left open for any e
But not all procedures will cover every issue that arises. Even if a company was to take up this challenge and sack all its managers t
Let me make it clear and simple for you, if you don’t believe that people/humans (employees) are the most important resources in your business, your business will be doomed to failure. You will find yourself working in your own business without anybody’s help for a long time.Yes, your employees are people, they are humans and you want to talk to them like they are people (human), you want to treat them with respect like you give respect to a human being, they want to be appreciated and recognized for their accomplishments, they want to be accepted and feel like they are contributing to the success of your business or organization.As a business leader, you probably already learned that one of the hardest thi
But not all procedures will cover every issue that arises. Even if a company was to take up this challenge and sack all its managers they will soon be caught out. The world changes as technology progresses, new laws are passed and competitors, suppliers or customers change their way of working. Managers help companies keep up with the times.
My point is that many managers do not manage a few exceptions to the rule or manage change. Many of them make routine decisions day in and day out. Take this scenario: employee goes to the manager and tells him that the printer is broken and no invoices can be sent out. The manager telephones the repair company and calls them out. Here the manager is being an overpaid messenger. Another scenario: a salesman can only close a deal by busting his permitted discount and eating into potential margin. He must go to his manager to get authorisation. Does the sales manager have a better calculator than the salesman? Surely the employee with the faulty printer could have telephoned the repair company himself? Surely it is possible for a salesman to have a remuneration system that could be flexed to allow reward or punishment based on the amount of profit margin he could achieve. Exploring this scenario further, one may argue that the sales manager can see a bigger picture than an individual salesman and can decide whether to eat into margin based on this wider knowledge base. Question is: why couldn't the salesman be made aware of the bigger picture?
I think that a great manager spends his time trying to do himself out of a job. He not only solves day to day problems but puts in place procedures and structures to prevent such problems recurring. He anticipates future changes and helps to smooth bumps along the way before they become obstacles. This kind of manager would be happy to do himself out of a job because he knows he will be promoted or, at the least, be given a larger department to manage. Er....well, not always, though. Managers that anticipate problems are not always noticed by senior management, especially in large organisations. This is because they don't cause problems and therefore are n
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