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Digg it UP - Do You Make These Ten Management Mistakes?
Energy management is quite a hot topic these days. With fuel costs soaring and the average person not making a whole lot more, you can expect more and more people to be looking at ways to lower their utility bills. Energy management is a necessary thing to consider no matter who you are or where you are from. But, how can you lower your rates effectively? Here are some helpful hints and tips about energy management that you can take to the bank.• Mak
8. Do you constantly strive to improve your company’s performance yet fail to compare your performance against external benchmarks for success?
9. Do you believe that your customers, employees, and vendors all love your company yet you have no process for measuring their satisfaction on an on-going basis?
10. Do you produce f
Your IT data center is the heart and nervous system of your business. Almost every transaction depends on having reliable, supportable technology. Servers, storage devices, routers, switches, cabling, telecom systems, even the simple KVM switch all play important and mission critical roles in making sure your business can run like a well oiled machine.All businesses with data centers are constantly juggling the competing demands of price and functional
Most managers find themselves spending 80% or more of their time “reacting” to business events and very little time in preventing those same events from occurring again. If this sounds familiar then you may be making some of these management mistakes:
1. Do you have a compelling vision for your company, that projects a remarkable future, but few of your employees have heard of it or could explain it if asked?
2. Do you have a company mission that addresses your customer needs yet your operations fail to measure your progress towards your mission?
3. Do your objectives focus on increasing revenue and profitability while your assets are performing poorly, generating negative cash flows, or encumbered by debt to create the profit?
4. Do you talk a lot about your employees (positive or negative) without noting what your employee turnover or performance metrics are for your industry?
5. Do you spend a lot of time working IN your business on tactics yet fail to spend a greater amount of time working ON your business to define your strategy, performance metrics, and real resource needs?
6. Do you have regular interactions with employees yet fail to communicate the status of objectives, financials, or metrics?
7. Do you make money available for training yet fail to measure how that training helps your company achieve its goals?
8. Do you constantly strive to improve your company’s performance yet fail to compare your performance against external benchmarks for success?
9. Do you believe that your customers, employees, and vendors all love your company yet you have no process for measuring their satisfaction on an on-going basis?
10. Do you produce fo
A lot has been written about all known kinds of scams including “Phishing”. But criminals keep on throwing their nets and having quite a good take. Therefore we have to continue exposing the phishing attempts. And since “it is better to see once than hear 10 times” I want to share with you 2 emails that I have recently received.These are really similar letters (in fact it is almost the same one with tiny differences). The letter(s) are as follows:
1. Do you have a compelling vision for your company, that projects a remarkable future, but few of your employees have heard of it or could explain it if asked?
2. Do you have a company mission that addresses your customer needs yet your operations fail to measure your progress towards your mission?
3. Do your objectives focus on increasing revenue and profitability while your assets are performing poorly, generating negative cash flows, or encumbered by debt to create the profit?
4. Do you talk a lot about your employees (positive or negative) without noting what your employee turnover or performance metrics are for your industry?
5. Do you spend a lot of time working IN your business on tactics yet fail to spend a greater amount of time working ON your business to define your strategy, performance metrics, and real resource needs?
6. Do you have regular interactions with employees yet fail to communicate the status of objectives, financials, or metrics?
7. Do you make money available for training yet fail to measure how that training helps your company achieve its goals?
8. Do you constantly strive to improve your company’s performance yet fail to compare your performance against external benchmarks for success?
9. Do you believe that your customers, employees, and vendors all love your company yet you have no process for measuring their satisfaction on an on-going basis?
10. Do you produce f
In the first part of Business Plan Basics you’ve learned which are the public aspects of a business plan. Now it is time to study the “internal” aspects: those little secrets that drive a business to success.Industry Analysis:Every business operates within an industry. Identify where your company fits in and describe the market trends, explain the factors influencing growth and decline in this industry and spot the future expectations. Try to a
3. Do your objectives focus on increasing revenue and profitability while your assets are performing poorly, generating negative cash flows, or encumbered by debt to create the profit?
4. Do you talk a lot about your employees (positive or negative) without noting what your employee turnover or performance metrics are for your industry?
5. Do you spend a lot of time working IN your business on tactics yet fail to spend a greater amount of time working ON your business to define your strategy, performance metrics, and real resource needs?
6. Do you have regular interactions with employees yet fail to communicate the status of objectives, financials, or metrics?
7. Do you make money available for training yet fail to measure how that training helps your company achieve its goals?
8. Do you constantly strive to improve your company’s performance yet fail to compare your performance against external benchmarks for success?
9. Do you believe that your customers, employees, and vendors all love your company yet you have no process for measuring their satisfaction on an on-going basis?
10. Do you produce f
An extranet is a private network within which document sharing can take place by specific groups of users outside the organization through a network administrator. An organization may allow authorized customers and partner’s access to the system after verifying the usernames and passwords.The extranet: Enhanced document sharing and collaborationArchitectural firms have increasingly been using extranet to send and receive documents in a secure envi
5. Do you spend a lot of time working IN your business on tactics yet fail to spend a greater amount of time working ON your business to define your strategy, performance metrics, and real resource needs?
6. Do you have regular interactions with employees yet fail to communicate the status of objectives, financials, or metrics?
7. Do you make money available for training yet fail to measure how that training helps your company achieve its goals?
8. Do you constantly strive to improve your company’s performance yet fail to compare your performance against external benchmarks for success?
9. Do you believe that your customers, employees, and vendors all love your company yet you have no process for measuring their satisfaction on an on-going basis?
10. Do you produce f
It is hard to imagine the world without computers. I often find myself wondering about how we survived in the pre-computer era. Just a few short years ago the general population used computers for much less than we do now. Sure, many of us used the computer to surf the web, maybe do a little research using online encyclopedias, perhaps send e-mail and play an online game or two. That was then.In 2004 we are using our computers for so much more than
8. Do you constantly strive to improve your company’s performance yet fail to compare your performance against external benchmarks for success?
9. Do you believe that your customers, employees, and vendors all love your company yet you have no process for measuring their satisfaction on an on-going basis?
10. Do you produce forecasts and budgets yet fail to achieve the agreed upon goals or learn from the experience to improve in the future.
Daily operational issues eat up much of a manager’s time. Too much for most managers. But by reversing this trend, you will have the opportunity to correct those mistakes and build a superior organization that keeps your best people, increases revenue and increases margins.
Start by examining how to remove yourself from your business. Look at automating or outsourcing tasks you perform now. Any task that falls within the tactical operation of your business should be transferred to another person.
If automating or outsourcing is not an option then move the responsibility down the organization and train your employees to take over those tasks. Most employees are quite capable once they have been properly trained and given enough time to become proficient.
Continuous improvement beats delayed perfection.
The business is not about the founder, executive or management that has more experience, thinks they are the smartest or can do the best job. A business is about all of the people. In fact a business is the people.
Management’s job is strategic. Manager’s must focus on the vision, mission and objectives of the organization. Then deploy the resources to see the work gets done. Then measure, monitor and communicate the results so that everyone has the information they need to improve their performance.
Management job is to do the strategic work and not to do the tactical work or else who is doing the managers job? The workers cannot.
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