Business Management Information

Big Company Intelligence on a Small Company Budget

Information is the lifeblood of the economy. That?s especially true for businesses, because the ability to identify current customers and locate new prospects makes the difference between boom and bust. So how do successful companies do it? Through targeted market research, which usually means arcane computer systems, large staffs, and six-figure budgets.

Dealing with Marginal Performers: The Therapeutic Approach

--PREPARATION: The purpose of the therapeutic approach is to spark an employee toward improved performance through counseling. The manager?s goal is to help the employee recognize the existence of a problem, accept the need for change, and formulate his or her own program for improvement. The manager should critically assess his or her own attitudes and opinions. It is important to try to eliminate all personal bias and prejudice or at least be aware of any such emotions no matter how little effect they seem to be having. For the most positive results, the manager should be noncritical or at least noncommittal toward the marginal performer. In addition, the interview should be conducted in private, without interruptions, and with adequate time.

Competencies for HR Professionals in Knowledge-based Industry with Reference to IT, ITES-BPOs


What We Have Here Is A Failure To Communicate

Today's successful organizations are the ones which carry on open and honest communications with their employees. If employees know and understand the mission, they will help communicate it to customers.

The Punitive Approach to Marginal Performers

MANAGING A MARGINAL PERFORMER: Often a marginal performer, even after therapeutic counseling, may not understand that his or her work is seen as substandard. The manager will have to ask the employee directly how the performance could be improved. If the manager still meets with resistance or avoidance, as a last resort he or she will have to give suggestions.

Counseling Interviews for the Marginal Employee

ACTIVE LISTENING: The most frequent cause of failure in therapeutic counseling interviews is the interviewer?s tendency to talk too much. Numerous studies have shown that in counseling interviews the average manager will talk as much as 85 percent of the time. For a counseling interview to serve its purpose of drawing out responses from the employee, the interviewer must be an effective listener, not a talker. The manager must know how to ask questions which force the employee to speak about his or her unsatisfactory performance. After asking the question, the interviewer should remain silent, thus compelling the employee to speak.

Make Change Easy - Get Involved!

There are wild variances in how much involvement organisations are brave enough to offer their people in change. From those organisations where they just ?tell? (sometimes by text message even!), to the most enlightened extreme, where they enable wholesale contribution to the change process.

Reprimanding Marginal Employees

THE MARGINAL PERFORMER: Every manager must, from time to time, deal with a marginal performer ? an employee whose work, for the most part, is satisfactory, but who regularly fails in some specific area or areas to maintain a satisfactory level of performance. The work of the marginal performer can be classified as substandard in some cases but not so poor as to warrant immediate termination.

Delegation for Business Leaders - How Letting Go Works

A leader?s role is to focus on those areas of operation where he or she can deliver the greatest value and this requires huge shifts in perspective of the role. Leaders differ from managers in terms of accountability.

Instantly Uncover Your Corporate Culture

Best Definition of ?Corporate Culture?

Choices in Appointing International Managers

Globalization is requiring companies to make important choices about how to deploy international managers. The costs of making the wrong choice are heavy both economically and in the emotional and physical toll it can take on employees and the impact it can have on the overseas branch.

I Said Pareto Chart? Not Potato Chart!

Does this sound familiar? You were hired for the new management position. You were tasked to turn the numbers around. You take some time reviewing the current situation. Now it?s time to take a look at the current processes and get your staff together to analyze the data. You tell them that you want to brainstorm; work on a few mind maps, whip out a couple Ishikawa?s to get started and then have them bring Pareto charts relative to their respective functions.

Hidden Consultants Within Your Organization

You?ve all heard the old joke about a consultant being someone who uses your watch to tell you the time, and then steals your watch. There?s some truth to the story: consultant recommendations are often the same things that your employees or customers have been telling you all along. But while you will listen to a consultant, you don?t listen to your employees and customers. Why is that? Why do companies pay more attention to consultants then they do to employees or customers? And what should you do about it? But let?s start with an even more important question: why should you listen to employees and customers?

Rules for Running a Meeting

As an experienced manager, I can announce without a doubt that the primary reason for lack of effectiveness in the contemporary business world is that people don?t follow the rules for running a meeting. Thousands meetings are conducted each day and most of the meeting chairmen have not even heard of the rules for running a meeting. Therefore, the following article includes a brief description of the basic rules for running a meeting.

Making Powerful Requests That Launch People Into Action

Do you ever wonder why people do not simply do the things that you want them to do? Well, instead of waiting for things to happen, decide to take responsibility for making them happen. The way to do this is often as simple as making an appropriate request.

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