in black and white
Main menu
Home About us Share a book
Biology Business Chemistry Computers Culture Economics Fiction Games Guide History Management Mathematical Medicine Mental Fitnes Physics Psychology Scince Sport Technics

Self help the menegment - Nelson B.

Nelson B. Self help the menegment - wiley publishing , 2005. - 304 p.
ISBN 0-471-70545-4
Download (direct link): selfhelpthemanagementbible2005.pdf
Previous << 1 .. 25 26 27 28 29 30 < 31 > 32 33 34 35 36 37 .. 85 >> Next

The Top 10 Ways to Develop Employees
1. Provide employees with opportunities to learn and grow.
2. Be a mentor to an employee.
3. Let an employee fill in for you in staff meetings.
4. Assign your employee to a team.
5. Allow employees to pursue and develop their ideas.
The Management Bible
6. Provide employees with a choice of assignments.
7. Send your employee to a seminar on a new topic.
8. Take an employee along with you when you call on customers.
9. Introduce your employee to top managers in your organization, and arrange to have him or her perform special assignments for them.
10. Allow an employee to shadow you during your workday.
Most business leaders are familiar with the power of mentoring, a relationship in which a person with greater experience and wisdom guides another to a higher level of personal and professional excellence. In fact, the vast majority of business executives have experienced successful mentoring relationships first hand. In a recent survey of Fortune 1000 executives sponsored by Robert Half International, 94 percent of respondents stated that having a mentor is important for individuals early in their careers and 75 percent reported that they currently have a mentor or have had one in the past.
While formal mentoring programs in business are a relatively recent phenomenon, James Cash Penney in 1901 was an early proponent of formal mentoring as a way of developing managers to build new J.C. Penney stores. The history of mentoring is very long and very rich. The term mentor comes from the ancient Greek myth of Odysseus. According to legend, when King Odysseus prepared to leave home on a ten-year journey to fight in the Trojan War, he asked his loyal friend Mentor to protect, guide, and teach his young and inexperienced son Telemachus. Mentor—actually, the goddess Athena in disguise—gladly did Odysseus’s bidding, guiding Telemachus’s development, becoming his trusted advisor, and teaching him important lessons about life.
In business today, mentoring most typically refers to the pairing up of an older, more experienced employee—often a manager—with a younger, less experienced employee. Researchers point to numerous
We all need heroes and role models in our lives, and this is all the more true when it comes to our careers. Most people will spend more time planning their next vacation than they will ever give to planning their career. Having a mentor helps to give you a perspective—and needed feedback—on your job, career, and profession. Chances are, however, getting a mentor will not happen by accident! You need to think about whom you can best learn from and approach him or her about the opportunity. Perhaps initially, meet the potential mentor for lunch and ask for advice about an issue in your job. If the individual is helpful and supportive, you can expand the types of things that you ask for advice about, and, at some point, ask if he or she would be interested in being an ongoing advisor for you. Most people are honored to be asked to be an ongoing advisor for someone's career.
benefits of mentoring relationships for both mentor and protege, and to the organizations for which they work. In one study, executives who had a mentor earned higher incomes at an earlier age than executives who did not have a mentor. In another study, proteges reported a greater commitment toward their organizations, higher job satisfaction, better socialization, a greater sense of career progress, and higher salaries and promotions as a result of their mentoring experiences.
There are two main types of mentoring programs in common use today: formal and informal. Formal programs create prescribed processes for identifying prospective mentors and proteges and then pairing them up. Informal programs have no prescribed pairing processes, instead relying on mentors and proteges to self select. While both kinds of mentoring programs are commonly used, it is increasingly clear from both the research and the practical application of mentoring programs in a wide variety of organizational settings that formal
The Management Bible
mentoring programs are more successful, producing more and better quality mentor-protege relationships.
Mentors benefit organizations—and the employees within them— in a variety of different ways, including:
• Explaining how the organization really works. Experienced employees know how their organizations really work—both in their formal and in their informal procedures, processes, and cultures. A mentor will have a very good understanding of what the company’s formal pronouncements really mean, and he or she can convey that knowledge to other, less experienced, employees without their having to figure it out the hard way.
• Teaching by example. Effective mentors know the best ways to get things done in organizations, and they can teach other employees these same lessons. There’s no reason every employee should have to figure out how to get things done by themselves when there are experienced employees around who can show them the ropes.
Previous << 1 .. 25 26 27 28 29 30 < 31 > 32 33 34 35 36 37 .. 85 >> Next