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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
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Step 1: Set goals with employees. After Bob drafted a checklist of what he wanted to accomplish, he talked with the employees in
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his new department and interviewed the department’s customers— both inside and outside the organization. Bob quickly filled seven pages with negative comments about the department, work processes, finished products, and more. On his first day in the office, Bob got to witness a typical problem first hand when a company salesperson called in some urgently needed changes to one of the projects—completed the day before—only to find out that the software version of that particular product was lost. Bob figured out exactly what was interfering with his employees’ ability to do a good job and then he discussed department needs and changes with them. Everyone agreed on a set of mutually acceptable goals and a game plan and—together—Bob and his employees set the stage for the next step in achieving world-class performance.
Step 2: Change the performance-monitoring system. When Bob took a look at his new department’s performance reporting systems, he realized that the measures were all negative: late projects, number of mistakes, backlogged orders, and so on. There was plenty of tracking of negative performance measures, but no tracking of positive performance measures. Bob installed a new system that focused on only one performance measure—a positive one— the number of on-time projects. This changed everything. When Bob took over, the department could count only a few on-time projects. Within two years after putting this new performance measurement system into place, his department accomplished 2,700 on-time projects—a night-and-day difference.
Step 3: Revise the plan. As department performance improved, Bob implemented other improvements as well: 24-hour project quotes, project indexing, software storage, streamlining of royalty and invoicing systems, and more. Soon, the company’s top management team noticed what was going on in Bob’s department and liked what they saw. The department was routinely completing 80 percent of its projects within two weeks after receipt, and the
EXECUTION: GETTING THE JOB DONE
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THE REAL WORLD
"If you can't measure it, you can't manage it" is one of the classic truisms of management. We can add to this the fact that if you can measure it, but don't, you are likely not to get the results you hoped for. A key part to being a professional manager is to make things happen according to a plan. If a plan is created, but then filed away never to be looked at until the end of the year, it is worthless. Your plans need to be living documents with action steps and deadlines. As the saying goes, "A goal is a dream with a deadline." And every deadline should have milestones that lead up to the final success.
customization function went from being a liability that the company’s salespeople refused to use to becoming a leading competitive advantage for the company.
Case 2: Helping Your Employees Give 100 Percent
Because of ongoing performance problems, management at Cascades Diamond, Inc. in Thorndike, Massachusetts, decided to survey its employees. The results showed that 79 percent of employees felt they weren’t being rewarded for a job well done, 65 percent felt that management treated them disrespectfully, and 56 percent were pessimistic about their work. With the evidence clearly in front of them, management took the following steps to fix the company’s problems:
Step 1: Create a program based on the behaviors you want. Cascades Diamond’s management team chartered a new club in the company, the 100 Club, to encourage and reinforce these particular behaviors:
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• Attendance.
• Punctuality.
• Safety.
Points were awarded to employees based on certain measurable criteria related to these behaviors. After accumulating 100 points, employees received a special award—a nylon jacket with the Cascades Diamond logo and the words “The 100 Club” imprinted on it.
Step 2: Assign points to the desired behaviors. Employees received 25 points for a year of perfect attendance but, for each full or partial day of absence, points were deducted from their totals. Employees who went an entire year without formal disciplinary actions received 20 points, and employees who worked for a year without injuries resulting in lost time received 15 points. Employees could also receive points for making cost-saving suggestions, safety suggestions, or participating in community service projects such as Red Cross blood drives or the United Way. Management made sure that the number of points was proportionate to the behavior’s importance to the organization and that the numeric goals weren’t impossible to reach or demotivating.
Step 3: Measure and reward employee performance. Measuring and rewarding desired employee behavior were at the heart of Cascades Diamond’s program. It was the job of supervisors and managers to closely track the performance of employees and assign points for each of the factors. When employees reached the coveted 100-point level, they were inducted into the 100 Club, and the jacket was theirs.
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