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Has Your Business Had a Recent Check-up? (02 Nov 2006)
Take a quick pulse of your business by looking at certain key areas. Being intimate with your financials, market, customers, competitors and employees can go a long way in the successful operation of your business.
Just Jump: Moving Your Business to the Next Level, Part 1 (02 Nov 2006)
Being stuck in a rut is a problem that many business owners find themselves when it comes to managing their business. What will help them to move to the next level in their business is to "JUST JUMP". This means that you have to stop being afraid to change, begin believing in yourself, your business, and your future. "JUST JUMP" will give you key factors that will help you determine how to move to the next level with your business.
The Long & Winding Road (to a Comprehensive Business Plan) (02 Nov 2006)
You've heard the old adage: "People who fail to plan, plan to fail." This article offers quick tips to a useful business plan.
The Happy Secretary (02 Nov 2006)
If you want to ensure longevity and productivity from your secretary, just treat her right!
How An Executive Can Spot Creative Potential in Others (02 Nov 2006)
One of the most important responsibilities any executive must handle is seeing that his company gets "the most" from its workers. This is particularly so when it comes to creativeness- the production of the ideas upon which the company is dependent to make money, or to operate efficiently and at a profit. Here is how you can increase productivity all while boosting morale.
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Tales from the Corporate Frontlines: Creating a Culture of Empowerment (02 Nov 2006)
Corporate climate is displayed by the effect an organization has on the employees, while culture refers more to the acceptable behaviors, attitudes, and habits of the organization as a whole. Some relevant topics include employee values, attitudes, and morale throughout the organization. This short story tells about the effects of a negative culture on nursing home residents and what was done to turn things around and create a better culture and climate in the workplace.
Tales from the Corporate Frontlines: The Best Incentives are Free (02 Nov 2006)
The Best Incentives Are Free: Studies show that employees who receive regular recognition and praise are more likely to increase their individual productivity levels, increase engagement with their colleagues, and stay longer at the organization. This article illustrates the value of praise and recognition as a powerful, cost-effective motivator available to managers on a daily basis.
Employee Motivation - Access Their Unique Talents (02 Nov 2006)
How well do you truly understand the people you have working with you in your business? Why would you want to know? They show up, do what you tell them, take their pay and go home. It's as simple as that. Or is it? In fact, is there a trick you are missing?
Tales From the Corporate Frontlines: Team Dynamics and Communication (02 Nov 2006)
Team Dynamics and Communications: In today's marketplace, in order for organizations to operate efficiently, it is essential that they understand how to create and utilize effective work teams at all levels of the organization. Well-managed teams improve productivity, innovation, and the likelihood of success. This article explores the sensitivity of team dynamics and the importance of keeping balance among members.
Doing More With Less (02 Nov 2006)
In this curent business environment we are asked to do more, faster and better all the time. And in order to do that we need to invest in ourselves by setting up some systems and processes to help us get focused, reduce stress and save time. Here are some ideas to help you do just that.
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Tales from the Corporate Frontlines: Adapting Human Resource Functions (02 Nov 2006)
Adapting Human Resource Functions: A human resource department that is properly informed of employee issues, demonstrates a high integrity level, and communicates effectively with staff and management supports a high level of confidence in the company, throughout the workforce. This article comments on the changing roles of human resource departments as companies change with the times.
Characteristics/Attributes of a Lean Operation (02 Nov 2006)
Just what does a lean operation look like? How do we determine how far we have come in our lean journey? The following list is intended to address these fundamental questions.
Never Punish Yourself or Others for Failures (02 Nov 2006)
Businesses succeed from its failure. Often, no failure, no success.
Is Chess Good for Management? (02 Nov 2006)
Can you play your way to success or failure?? Is chess that managerial?
Safety Policy Sample Outline (02 Nov 2006)
Writing a safety manual is a tough job and most larger corporations outsource such jobs or they have someone on staff with the proper credentials in risk management. Imagine writing the safety manuals for NASA? I had the opportunity to be in the unique position of being able to imagine just such a thing when writing our company safety manuals.
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You Cant Not Communicate (02 Nov 2006)
Most of us would like to be better communicators. As leaders, co-workers, team members and in all of the other roles we play both professionally and personally, we know that communication is a major key to success. That is why you can't not communicate.
Got A Meeting Planned? Ask This Question (02 Nov 2006)
Meetings - they are a fact of our business lives. And while the number of meetings and the amount of time you spend in them may vary based on your job title, it is hard to argue that they are a significant part of business life today. Answering this question carefully is the fastest way to improve our meetings.
Influencing the Organisation (02 Nov 2006)
Managers have a reputation for working with limited resources, and getting the most out of money, materials, time and people. And today we hear so much about global competition, and the need for creativity and innovation, that organisations need more than good management; they need inspirational and transformational leadership.
Management Apathy (02 Nov 2006)
Some owners are too close to the business to see the forest for the trees. Poor earnings call for proactive management. An outsider is frequently able to see solutions that current management has overlooked.
You Get the Behavior You Reward (02 Nov 2006)
High achievers want to be in control of their financial destiny. Discretionary bonuses put management in control, not the employee. Take advantage of your people's competitive spirit.
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