Oct
26

Who Knows What in Your Organization?

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Wall Street Journal October 26 2009 “In-house experts, with their specialized knowledge and skills, could be invaluable to both colleagues and managers. But often workers who could use their help in other departments and locations don’t even know they exist.” Great article talks about assisting staff and mangers to locate the expertise they need within… Continue reading »

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Oct
20

Time to Turn Your Business Model Upside Down Part One

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Historically businesses have built the management structure based on a pyramid resembling early military and bureaucratic structures where the power and decision making was with a select few at the pinnacle. Under this tradition the customer (enemy in the case of the military) only received what they were seeking at the whim of that elite… Continue reading »

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Oct
16

THE CHANGING ROLE OF MANAGERS IN ENTREPRENEURIAL ORGANIZATIONS part 4

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Finally on this topic… what was… and now what needs to be… two key areas; In TRADITIONAL organizations much was done to train managers to act as the leader. Leadership traits where researched honed and developed. People studied how to become more powerful and influential and how to control communication flows, corporate budgets and scarce… Continue reading »

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Oct
15

THE CHANGING ROLE OF MANAGERS IN ENTREPRENEURIAL ORGANIZATIONS part 3

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To continue… In TRADITIONAL organizations assessments of efficiency where based on top down periodic performance reviews, appraisals where given against pre-set standards and often only conducted on an annual basis. In ENTREPRENEURIAL organizations we need to implement performance management on a continuous basis through a system of reviews, personal development discussions and 360-degree analysis of… Continue reading »

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Sep
07

Personal Competencies for People Oriented Management

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More desirable personal competencies for successful people oriented management: NETWORKING ABILITY A) Displays an interest in other people and areas of operation. Has the respect of his/her colleagues and supervisors. B) Demonstrates good human relations skills; makes friends easily and actively seeks out like-minded people in similar positions. C) Able to mix with various social/work… Continue reading »

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Jun
25

LOOKING FOR LEADERS A DIFFERENT APPROACH

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I have spent a large part of my life trying to turn highly qualified technical engineers into managers, then I often get re-hired to turn inept managers into effective leaders. So am I a lousy trainer/facilitator or is the managerial candidature process flawed. Yes we could (and mostly do) make the best engineer the next… Continue reading »

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