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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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BUILDING HIGH-PERFORMANCE ORGANIZATIONS 213
-------------------------- POP QUIZ! -----------------------------------
Being a manager today requires more than a casual acquaintance with human behavior and how to create an environment that will encourage and allow your employees to give their very best at all times. Reflect for a few moments on what you have learned in this chapter; then ask yourself the following questions:
1. To what extent do you rely on teams to get things done in your organization?
2. Are team members in your organization committed? If not, why not? What could be done to improve teams and effective teamwork?
3. What are your strengths in working with and being a part of a team? What are your weaknesses?
4. In what ways do you empower teams, giving them the authority and autonomy they need to get their jobs done? What more could you do?
5. How do you track the results of teams in your organization and hold them accountable for their results?
CHAPTER 13
V
Making Meetings More Effective
IT'S A NEW WORLD OUT THERE . . . Meetings and . . .
How they enable teams to get work done.
Getting the most out of meetings.
Understanding common meeting problems—and theirfixes. Improving your meetings.
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BUILDING HIGH-PERFORMANCE ORGANIZATIONS
217
MEETINGS PUT TEAMS TO WORK
Meetings are the primary forum in which groups conduct business and communicate with one another. With the proliferation of teams in business today, it pays to master the basic skills of meeting management.
Teams are clearly an idea whose time has come. As organizations continue to flatten their hierarchies and empower front-line workers with more responsibility and authority, teams are the visible and often inevitable result. Consider how one of the best companies runs meetings to respond to this new, team-oriented business environment.
• Say what you will about Jack Welch, former chairman of General Electric (GE), he is one of the most effective and successful managers in the history of American business. Part of his success was a direct result of moving his company away from the old-style autocratic leadership model and toward a new model of participative management based on teams. This new leadership model required a new model of meetings, called work out meetings, which bring workers and managers together in open forums where workers are allowed to ask any question they want and managers are required to respond.
• The results of Welch’s influence can be observed at GE’s Bayamon, Puerto Rico, lightning arrester plant, where employees have been organized into self-managing, cross-functional teams that are responsible for specific plant functions—shipping, assembly, and so forth—comprising employees from all parts of the plant. As a result, when a team discusses changes that need to be made in their operations, employees from throughout the organization will be a part of the discussion and decision-making process, tearing down the organizational silos that often get in the way of communication. In addition, hourly workers run the meetings on
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their own, while advisors—GEs term for salaried employees— participate only at the team’s request.
While considered an experiment, Bayamon produced clear and convincing evidence that GE’s approach was quite successful. A year after startup, the plant’s employees measured 20 percent higher in productivity than their closest counterpart in the mainland United States. Not only that, but management projected a further 20 percent increase in the following year.
Unfortunately, meetings in many organizations are at best a waste of time and at worst a severe detriment to efficiency and effectiveness. Poorly run meetings are routine; instead of contributing to an organization’s efficiency and effectiveness, most meetings make employees less efficient and less effective. When was the last time that you actually looked forward to participating in a meeting rather than trying to figure out some way to get out of it? But, let us make it as clear and unambiguous as we can: Every minute counts; it’s your job to ensure that the meetings you attend have value for the organization.
WHAT'S WRONG WITH MEETINGS?
What does your gut tell you about meetings in your organization? If your organization is like most organizations, the majority of meetings are a waste of time. Meeting experts have determined that approximately 53 percent of all the time spent in meetings is unproductive, worthless, and of little consequence. While this is bad news in itself, when you consider that most businesspeople spend at least 25 percent of their working hours in meetings, with upper management spending more than double that time in meetings, you can see that bad meetings are a real recipe for organizational disaster.
But why do so many meetings go so wrong, and is there something you can do to fix them within your organization? In our book Better
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