IN THIS SUMMARY
Across all industries and at all levels of organization there is a shocking epidemic of what Bruce Tulgan labels “undermanagement.” Undermanagement occurs when supervisory relationships between employees and bosses lack the engagement required to maintain the very basics of management: clear expectations, resources, feedback, and fair reward. The result is that both employees and managers are over-worked, stressed out, and not performing at their full potential. In It's Okay to Manage Your Boss, Tulgan challenges employees to take responsibility for their role in every management relationship. He urges employees to manage their own bosses in order to get what they need to succeed in the workplace and accelerate their careers.
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Two Factor Theory states that factors causing job satisfaction (motivators) are separate from factors causing job dissatisfaction (hygienes). Herzberg interviewed 203 accountants and engineers who described times they felt exceptionally good or bad about work. He found that motivators like achievement, recognition, and responsibility increased satisfaction but did not decrease dissatisfaction. Meanwhile, hygiene factors like salary, job security, and company policies prevented dissatisfaction but did not strongly influence long-term satisfaction. The theory distinguishes between intrinsic motivators arising from the job itself and extrinsic hygiene factors relating to workplace context.
The document provides information about problems facing two stores of a furniture company in Egypt. It is experiencing reduced sales, revenue, and customer satisfaction. The staff in these stores are old with good experience but low motivation and morale.
The consultant identifies issues including lack of ability due to insufficient resources and skills, lack of motivation due to no incentives or penalties, poor manager relationships, and low morale. Objectives are set to improve performance, communication, set clear goals, and share information.
Actions proposed include job enlargement, enrichment, and rotation to increase tasks, responsibility, and prevent boredom. Principles of enrichment focus on more autonomy, responsibility and recognition. Simplification divides complex tasks while rotation prevents monotony
This presentation provides the definition, principles and discussions on the Max Weber's Bureaucratic Management Theory.
For more of this presentation: https://youtu.be/SZECH-gPW7E
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Corporate culture refers to the beliefs and behaviors that guide how a company's employees and management interact and handle business. It develops organically over time based on who the company hires. A company's culture can be determined by factors like dress code, work hours, employee benefits, and how clients are treated. Corporate culture impacts a company by influencing its willingness to take risks, ability to retain employees, how incentive programs are administered, and whether employees have a unified focus. Issues can arise when different cultures have varying views of ethical practices, so companies must be tolerant of cultural diversity in international business.
Departmentation, or departmentalization, is the process of grouping similar activities within a business into departments to facilitate smooth administration. It involves dividing the organization into smaller administrative units. There are several bases for departmentation, including functional (e.g. production, marketing, finance), product, territorial, process, customer, time, and alpha-numerical. The main benefits of departmentation are specialization, fixed responsibility, autonomy, smooth functioning, performance appraisal, and manager development. However, over-departmentation can also lead to decentralization issues and difficulties in manager selection and training.
Job satisfaction is defined as an individual's contentment with their job resulting from both positive and negative feelings about the job. Important factors that influence job satisfaction include knowing your strengths and interests, continuously developing skills, avoiding comparisons to others, taking breaks, and maintaining a positive mindset. Higher job satisfaction is associated with lower employee turnover and fewer union activities and workplace accidents.
Cool Products is expanding its packaged condiments business to Rajasthan and is establishing a new production unit in Kota. They are considering two candidates for General Manager: Mr. Varun Tyagi, a production manager with 10 years of experience in the food industry, and Mr. Avinash Kale, an MBA holder with excellent academics and a task-oriented leadership style. As a consultant, the document analyzes the strengths and leadership styles of both candidates to determine that Mr. Varun Tyagi, with his relevant experience, supportive behavior traits, and consultative leadership style, would be the best choice for GM.
As more skilled workers enter the global labor market and companies outsource jobs, employees feel increased pressure to work longer hours and take on more work to protect their jobs. Advances in technology allow people to work anywhere and be available around the clock. Employers commonly require overtime work which can negatively impact employees' physical and mental health as well as their personal lives by causing them to miss important family events. To achieve a better work-life balance, employees should track their time use, communicate clearly with their employers about scheduling needs, set boundaries between work and personal time, prioritize self-care, and leverage social support systems during stressful periods.
1) Recognition has been proven to significantly increase employee performance, engagement, and retention according to a 10-year study of over 200,000 employees.
2) Companies that effectively recognize excellence enjoy returns that are 3 times higher than companies that do not recognize employees. They have higher operating margins, returns on equity, and returns on assets.
3) Even during a period with no pay raises or bonuses, recognizing employees led to a 15% increase in revenue and employee satisfaction at Walt Disney World.
The document describes a case study involving an employee named Ravi Shankar who discovers that a new hire with an IIT degree is being paid slightly more than him despite having less experience. When Shankar confronts his manager Keith Weston about the pay disparity, Weston explains that the company needed to pay a premium to attract talent from IITs. Weston says Shankar's salary will be reviewed in 6 months but Shankar is unsatisfied with this response and updates his resume, believing 6 months is too long to wait.
The document discusses different approaches and aspects of management, including:
1) The behavioral approach to management developed by Elton Mayo emphasized that workers have both economic and social needs, and that increased job satisfaction can boost output.
2) Good leadership involves keeping an open mind, sharing credit, building a clear vision, leading by example, and delegating tasks to suitable employees.
3) Motivated employees perform better, and motivation can come from increased pay, better work conditions, recognition, self-worth, and positive reinforcement.
4) Effective communication of business goals and plans is important for the financial success of a business.
Functions and theories of management: Elton MayoShanice Rowe
George Elton Mayo was an Australian psychologist known for founding the Human Relations Movement. He conducted research at the Hawthorne factory that showed workers are motivated not just by money but having their social needs met at work. The Hawthorne Studies surprisingly found that productivity increased regardless of changes in lighting or work conditions. Mayo concluded that workers are best motivated through good communication with managers, managers taking an interest in employees' lives, and encouraging teamwork. His research emphasized the importance of social factors in motivation and influenced businesses to focus more on employee interests.
This document introduces key concepts in organizational behavior and management challenges in the 21st century. It discusses how globalization, information technology, mergers and acquisitions, workplace diversity, and other trends are impacting organizations. It emphasizes that managing human resources effectively is critical for business success. Organizational behavior involves understanding, predicting, and managing human behavior within organizations to improve performance.
Individual dimensions of organizational behaviorAshutosh
This presentation will give an insight into individual dimensions of organizational behavior. it includes the concepts of perception, motivation and personality.
This document discusses the importance of work-life balance and its benefits. It notes that factors like increasing female workforce participation, job insecurity, and technology changes have contributed to an imbalance. Maintaining a healthy balance improves employee well-being, productivity, and morale while reducing absenteeism and health issues. The document also outlines specific policies companies can adopt to promote flexibility and balance for workers.
This document provides an overview of several theories of motivation. It begins by defining motivation and its key elements. It then discusses early theories proposed by Maslow, McGregor, and Herzberg. Maslow's hierarchy of needs proposes that lower level needs must be satisfied before higher needs. McGregor's Theory X and Y describe negative and positive views of human nature. Herzberg's two-factor theory distinguishes between motivators and hygiene factors. The document also covers McClelland's need theory and contemporary theories like self-determination theory, which examines intrinsic versus extrinsic motivation. Self-determination theory suggests rewards can enhance or undermine motivation depending on whether they are seen as informational or controlling.
The document discusses work-life balance and defines it as achieving meaningful daily achievement and enjoyment in work, family, friends, and personal life rather than an equal balance. It outlines consequences of poor work-life balance like increased stress, fatigue, and lost time. The document also compares work-life programs in the US and EU and provides tips for improving work-life balance like tracking time use, saying no, and nurturing oneself. Finally, it discusses the role of health managers in promoting work-life balance.
Contribution of Henri Fayol to the development of Management theory....Mohit Agarwal
This document discusses Henri Fayol's contributions to the development of management thought and principles of management. It provides an introduction to Fayol's background and career as a mining engineer and director. The core of the document outlines Fayol's 14 principles of management, which include specialization of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, fair compensation, and stability of tenure. Fayol developed these principles based on his experience managing a large mining company to explain how managers should organize work and interact with employees. His principles remain influential in modern management theory.
The document discusses the different types and roles of managers. It describes top managers who make organization-wide decisions, middle managers who oversee first-line managers, and first-line managers who directly manage non-managerial employees. Ten managerial roles are identified relating to interpersonal relationships, information transfer, and decision-making. Managerial skills include technical skills for job tasks, human skills for working with people, and conceptual skills for strategic thinking.
It's Okay To Be The Boss by Bruce Tulgan [Book Review]StevenJBarker
Bruce Tulgan's book "It's Okay To Be The Boss" provides some useful management advice but is 90% fluff. The review recommends focusing on the concise 10% that matters: a manager's job is to provide direction, hold people accountable, deal with failure, and reward success. The solution to poor management is clear communication, not micromanagement.
8 quick guidelines to consider BEFORE you try to manage your boss.
From It's Okay to Manage Your Boss by Bruce Tulgan. Manage up: http://bit.ly/Tulgan8
This document discusses different types of bosses and tips for managing them. It identifies six main types of bosses: the control freak, the blame fixer, the autocrat, the soft heart, the politician, and the team builder. For each type, it provides characteristics and tips for dealing with their management style. Some tips include keeping control freak bosses updated on all details, documenting assignments from blame fixers, and getting written support for risky tasks from politician bosses. The conclusion emphasizes that bosses combine traits and success requires adapting to their individual styles.
This document provides an overview of the various engineering services offered by Solutions Focused Engineering, including robotics, artificial intelligence, information technology, electronics, mechanical engineering, control systems, and physics. Examples are given for each service area, such as developing humanoid robots, automating irrigation, creating toy robots, designing custom robotic arms, implementing neural networks for data mining, and more. Contact information is provided at the end for those interested in the company's services.
Brian McDowell presented on establishing a sustained center of excellence for SEO. He outlined 10 steps: 1) have a shark tank mentality, 2) understand attribution modeling, 3) audit account credentials, 4) build a channel profit and loss statement, 5) conduct continuous keyword discovery, 6) perform technical site audits, 7) establish a collateral publishing calendar, 8) use reporting platforms and requests for proposals, 9) pitch for team expansion, and 10) pursue continued education. The presentation provided details and tips for implementing each step to build and maintain an effective SEO program.
1) The internet makes it easy for predators to locate potential victims through chat rooms, discussion groups, blogs, email, and instant messaging. Predators use a child's online interests to persuade them that they have found someone with similar interests or problems.
2) To stay safe online, control access to chat rooms and discussion boards, monitor instant messaging, keep screen names free of personal information, and place computers in common areas. Also avoid online profiles, monitor camera and webcam use, and check conversations.
3) If being threatened or harassed online, contact authorities like a school resource officer, internet service provider, or Cybertipline for help.
This document provides step-by-step instructions for setting up Files Connect in Salesforce to connect to Google Drive. It explains how to create a Google project, enable the Drive API, generate credentials, set a callback URL, create an external data source, update a profile, and more. The goal is to allow users to view, search, and manage Google Drive files directly within Salesforce.
Greenpeace is an environmental organization founded in 1971 with over 5 million members worldwide. It is important because of its victories protecting the environment and living things through protests and research. The document raises questions about whether Greenpeace is truly exemplary and trustworthy, and whether people act on environmental issues as strongly as Greenpeace.
The document provides an overview of the key features and tools available on the eTwinning desktop workspace. It allows teachers to find partners, communicate with other schools, and start projects. Key features include access to eTwinning news, learning events, discussion groups, profiles, contacts, projects, and teachers' rooms on various topics. Teachers can also create their own rooms and use tools to find partners and proposals to collaborate on projects.
This document outlines the constitution of the Health Research and Social Development Forum (HERD) established in 2061 in Nepal. The constitution defines HERD's mission to conduct research and social programs to address health issues in communities through identifying problems, exploring solutions, and building capacity. It establishes HERD's objectives, governance structure, and types of membership. Key activities include conducting research, health services, social development programs, and disseminating findings to support public health.
This document discusses nuclear energy in Italy. It provides background on nuclear energy and lists the top nuclear energy producing countries in Europe. It notes that Italy had nuclear power plants in the past but they were dismantled after a referendum following the Chernobyl accident. The Italian government is now examining the possibility of reopening nuclear power plants while complying with EU renewable energy treaties. It lists pros and cons of nuclear energy but does not specify them. It concludes by asking the reader for their opinion on the issue.
Senator Jesse Helms Letter To Russia About KAL 007Ingo Breuer
I am searching for Russia's answers to the questions asked by Senator Jesse Helms about the whereabouts of possible survivors and the remains of the KAL007 shootdown in 1983. There is hard evidence that there are survivors and that the plane made a water emergency landing. Russia owes the world an answer and to my knowledge there are no asnwers to these valid questions.
This document contains an English language lesson about conditionals and vocabulary. It includes exercises matching words to definitions, filling in blanks in sentences, choosing the correct answers, and completing conditional sentences. The lesson covers topics like computer and internet terms, conditional sentences using if/unless, and a job interview dialogue practice.
3 giorni di formazione in aula a Roma (presso l'Hotel Regent****) e Milano (presso le sale Spaziper) per parlare di Social Media Marketing, Facebook Marketing, Campagne di comunicazione online e Wordpress!
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This document discusses the importance of healthy employer-employee relations for business success. It defines employer-employee relations and outlines the essentials, which include mutual respect, open communication, support, and gratitude. Benefits of strong relations include increased productivity, employee loyalty, and reduced conflict. Reasons for poor relations leading employees to quit their jobs are also examined. The document emphasizes that treating all employees, including temps and contractors, with dignity and respect is key to building positive relations.
This document lists 10 dumb things that managers do. It discusses pushing too much work onto employees through unnecessary reports and meetings. It also discusses managers who act as slackers and don't pull their own weight. Additionally, it discusses only listening to complainers, sharing too much personal information, making assumptions without asking employees, gossiping about staff, failing to communicate important information, asking employees to do personal work, misusing performance reviews, and lacking decisiveness. The document is written by a human resources manager providing advice to avoid these common management mistakes.
The document discusses ways to motivate demotivated employees. It suggests that employees can be motivated intrinsically through inspiration and focusing on how their work helps others. Telling employees about how the company's revenues are used to help people and charitable causes can create positive feelings and a sense of responsibility that acts as motivation. Self-care initiatives from companies like gym memberships or meditation classes can also help motivate employees by improving well-being. While bonuses or perks only provide short-term motivation, appealing to employees' sense of purpose and supporting their health can motivate them intrinsically long-term.
This document discusses why employees leave organizations and offers strategies for improving retention. The main points are:
1) Employees often leave their jobs due to poor management rather than issues with the company itself. Bad managers can negatively impact performance and inspire disloyalty.
2) Other reasons for employee turnover include constant reorganization that creates uncertainty, a culture of negative competition between departments, and lack of support and appreciation for employees.
3) To improve retention, managers should identify key employees, understand their career goals, offer growth opportunities, ensure fair compensation, build strong relationships, and develop a formal retention plan with accountability. Regular communication and showing trust in employees are also important.
This presentation is about The one minute manager novel. Topics covered are - Why i have chosen this book, about the authors, Introduction, two types of managers, secrets of one - minute manager, 1st secret, benefits of 1st secret, the one minute goal works well when, 2nd secret, benefits, the one minute praising works well when, 3rd secret, benefits, the one minute reprimand works well when, game plan, conclusion
New ideas are always encouraged the Group. The Group has nurtured and promoted innovative culture. With growth and diversification of the Organization, in order to leverage maximum innovative potential of employees, a formal suggestion scheme ‘I Have An Idea!’ has been launched. The objective is to encourage the employees to think out-of- the-box and suggest for improvements.
Immediate managers have a huge impact on engaging employees. The best managers develop personal relationships with employees, provide regular feedback and recognition, clearly communicate goals and expectations, and empower employees. Struggling managers can improve by gaining self-awareness through 360-degree feedback and coaching. They must be willing to change undesirable behaviors like inconsistency and lack of communication. Upcoming webinars will provide tools to help managers and HR professionals strengthen engagement.
In politics, business, and education, individuals need to be held .docxbradburgess22840
In politics, business, and education, individuals need to be held accountable for their actions. Unfortunately, too many people do not know what it means to be accountable. This chapter discusses the concepts of accountability and workplace relationships. The concepts of empowerment, responsibility, and accountability are all about personal choices. These personal choices not only impact how successfully you will perform at work but have a tremendous impact on workplace relationships.
In chapter 5 we discussed power bases and how workplace power affects politics and ethical behavior. Employees in the workplace have power. Unfortunately, many people in the workplace do not use their power appropriately or at all. As companies place an increased focus on quality and performance, correct decision making by employees becomes more and more important.
Empowerment is pushing power and decision making to the individuals who are closest to the customer in an effort to increase quality, customer satisfaction, and, ultimately, profits. The foundation of this basic management concept means that if employees feel they are making a direct contribution to a company's activities, they will perform better. This will then increase quality and customer satisfaction.
Consider the case of a manager for a retail customer service counter telling his employee to make the customer happy. The manager feels he has empowered his employee. However, the next day, the manager walks by the employee's counter and notices that the employee has given customers refunds for their returns, even when the return did not warrant a refund. The boss immediately disciplines the employee for poor performance. Didn't the employee do exactly what the manager asked the employee to do? Did the manager truly empower his employee? The answer is no. Telling someone to do something is different than showing someone the correct behavior. The employee interpreted the phrase "make the customer happy" differently from the manager's intention. The proper way for the manager to have empowered the employee would have been to discuss the company's return policies, role-play various customer scenarios, and then monitor the employee's performance. If or when the employee made errors through the training process, the wrong behavior should have been immediately corrected while good performance should have immediately received positive reinforcement.
When you, as an employee, demonstrate a willingness to learn, you have taken responsibility. Responsibility is accepting the power that is being given to you. If you are not being responsible, you are not fully utilizing power that has been entrusted to you. The concept of empowerment and responsibility is useless without accountability. Accountability means that you will report back to whoever gave you the power to carry out that responsibility. Employees at all levels of an organization are accountable to each other, their bosses, their customers, and the com.
This document provides leadership lessons drawn from history's greatest leaders. It discusses the importance of aligning employee expectations with the employment contract to avoid issues like presenteeism. Developing leaders within the organization is key, with managers taking a parental approach to find employees' talents, give regular feedback, empower decision making, and recognize contributions. Determination is a crucial quality for managers to have in order to convince others of their leadership and achieve goals. Living fully for the job and working fearlessly are emphasized.
Managing one's boss is important for a subordinate's effectiveness and success. It is important to understand the boss's requirements, strengths, and weaknesses in order to help the boss perform their role better. A subordinate should understand the boss's preferences for reporting, communication, and decision-making and adapt their own style accordingly. They should also keep the boss well-informed while avoiding surprises, and identify and utilize the boss's strengths while minimizing the impact of weaknesses.
This document discusses key reasons why employees quit their jobs and provides suggestions for managers to improve retention. The top three reasons are 1) a poor relationship with their boss, 2) being bored or unchallenged in their work, and 3) having poor relationships with their coworkers. Other common reasons include a lack of opportunities to use skills, lack of autonomy, unmeaningful work, financial instability in the organization, and a negative overall corporate culture. The document advises managers to focus on developing strong employee relationships, engaging employees in challenging and meaningful work, and creating a positive work environment to improve retention.
People often quit their jobs due to problems with their managers, not the work itself. Common complaints about managers include poor communication, unrealistic demands, bad listening skills, and lack of support. However, improving communication with your manager can help make the situation better. It is important to schedule meetings with your manager to discuss your responsibilities, priorities, and goals to ensure they understand your role. If communication issues persist despite these efforts, adapting your own working style to match your manager's motivations may help. As a last resort, finding a new job may be preferable to staying in an untenable relationship with your current manager.
Great managers break conventional rules of management in order to get the best performance from employees. They focus on selecting employees based on talents, not experience or intelligence. They define desired outcomes rather than directly controlling how employees do their work. And they concentrate on developing existing strengths in employees rather than trying to fix weaknesses. The keys for great managers are selecting the right people for jobs based on their natural talents, setting appropriate expectations focused on outcomes, motivating employees by recognizing strengths, and helping employees find roles that are the best fit for their talents.
18 warning signs you need to be a better manager... plus tips to improve!Halogen Software
The document outlines 18 warning signs that a manager needs to improve their leadership skills. Some of the key signs included micromanaging employees, not giving constructive feedback, ignoring employee input, and failing to develop employees or discuss their career goals. The document recommends that managers work on providing meaningful feedback, empowering employees, addressing issues early, and supporting employee growth and motivation to become a stronger leader.
The document outlines several key reasons for early employee quitting from a company:
1) A toxic relationship with their boss undermines an employee's engagement, confidence and commitment. A bad boss is the number one reason employees quit.
2) Employees want engaging, exciting work that challenges them. If their current job is boring and unchallenging, they will look for work elsewhere.
3) Relationships with coworkers are critical to an employee's work environment. Positive relationships with coworkers help retain employees.
4) Employees want opportunities to use their skills and abilities. If they cannot grow or develop skills in their current role, they will seek opportunities elsewhere.
This document provides tips for how to become a better manager. It recommends learning to delegate tasks to empower employees and avoid burnout. Managers should examine their own leadership style and strengths/weaknesses. Creating a positive work environment with low stress and drama helps motivate employees. Effective motivation requires understanding what incentivizes each individual employee.
IT Project - How to manage your boss five tips for managing up it-toolkitsIT-Toolkits.org
To succeed in business and project management you need to manage your boss. This is known as ‘managing up’. It means developing a working relationship that allows you to understand the world from your boss’s perspective and gain benefits for you both. Without this understanding time can be wasted, misunderstandings occur, frustration develop and can lead to career suicide in the worst cases. Here are five tips for ‘managing up’.
10 Challenges That Every First-Time Manager Will FaceOfficevibe
Being a manager is tough. Here are 10 challenges that every manager faces, with tips on how to improve them.
Read more on Officevibe Blog about Leadership and Employee Engagement:
https://www.officevibe.com/blog
[Slideshare] Cracking the Employee Engagement Code - Workforce GroupWorkforce Group
On a scale of 1-10, how would you rate the effectiveness of your employee engagement strategies? How would your employees rate it?
As a leader, do you find it challenging to engage your direct reports effectively? What would you consider "an engagement strategy"? Do your employees lack the motivation to perform their daily tasks? Are you worried about their dedication or commitment levels? If yes, there is a good chance that your Employee Engagement methods are ineffective.
Many organisations are aware of the importance of employee engagement, yet, many leaders struggle to create the right strategies and implement the best engagement practices. In the same vein, extensive research has proven that the rate of engagement of an employee is directly proportional to the quality of work output and the level of commitment to that organisation.
Therefore, what practices can business leaders adopt to drive emotional connection, foster loyalty, and encourage their employees to bring their best selves to work every day?
This slide deck provides proven engagement strategies that business leaders can deploy to drive employee engagement, motivation and performance.
In the deck, we share how you can crack the employee engagement code.
Adopt the best practices shared in this deck to improve employee development and effectiveness, invariably reducing employee burnout and leading to better business outcomes.
Learn how to engineer a shift from robotic compliance-driven practices to genuine commitment-driven initiatives where employees thrive and perform optimally by downloading this deck today.
To be a good manager, one must motivate employees by respecting their values, asking for regular feedback, and offering perks that employees value. A good manager also makes people feel good by publicly and privately applauding employees' strengths. In addition, a good manager treats everyone equally and avoids favoritism, telling employees how much
In Fantastic, author Alan Austin-Smith attempts to answer the age old question of why some people are consistently more successful than others. Having studied many successful people, Austin-Smith presents the Fantastic Theory, a presentation of the seven characteristics that all fantastic people have. In order to be fantastic, people must stand out above the rest who are merely good enough by adopting the seven characteristics. These characteristics are known as “the other stuff” and are the secret of successful people. Austin-Smith stresses throughout the book that simply reading and learning is not enough; people must take action in order to move in the direction of their dreams. Being good is not enough; to be successful people must strive to be fantastic at what they do.
Inside Apple by Adam Lashinsky explores the inner workings of Apple and how its founder, the late Steve Jobs, returned from exile to transform a floundering computer company into an unrivaled producer of products that inspire near-religious devotion from fans. Jobs’s management style resulted in a commitment to exceptionally high standards, an intense focus on minute points of design, and the tight control of Apple’s image. The company’s obsession with secrecy means that pre-release product information is kept from most employees with the same rigidity as it is kept from the public. In addition to analyzing Jobs’s management techniques, Lashinsky examines the capabilities of Apple’s most promising senior executives, as much speculation has risen concerning Jobs’s replacement and how the company will proceed without him.
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Michael Dunne is an American businessman with over 20 years of experience working in China in the automotive industry, initially as an industry consultant and more recently as an investment advisor. In American Wheels, Chinese Roads, he puts his experience to work, telling the story of General Motors’ early years in China. He explains the rules of the road for doing business in China, providing colorful examples and anecdotes from Chrysler Jeep as well as GM. Dunne describes the importance of luck and licenses, the central role of joint ventures, and the enormous power of China’s city governments, which function almost like sovereign countries.
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Most business executives and managers approach problem solving using a method whose end result is excessive data collection, analysis paralysis, and solutions that cause more problems than they solve. One temporary fix after another is all too common in organizations, with true resolution being the exception rather than the norm. Research indicates that about 92 percent of the population approaches problem solving in a manner that yields the aforementioned results, so what are the other eight percent doing right? In Smart Questions, Gerald Nadler and William Chandon reveal that those most adept at creating lasting solutions are people who ignore what they have been taught about planning, designing, and creating solutions in favor of a holistic approach that is based on asking different types of questions. Rooted in the core concepts of these leading solution creators, the Smart Questions Approach is a repeatable methodology others can emulate to reach breakthrough solutions in their organizations.
The document summarizes key points from the book "Co-opportunity" by John Grant, which presents cooperative solutions to sustainability problems like climate change, food/energy shortages, and poverty. It describes how cooperatives can address these issues through community involvement, sustainable agriculture practices, and checklist of principles like being democratic, durable, and devolving ownership. The document also discusses how making corporate impacts more visible has motivated emissions reductions and how measuring economic "abundance" rather than just growth could refocus societies.
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In today’s business world, organizations are constantly challenged to “do more with less.” Companies must determine how to translate employee motivation into better performance at the individual, team, and organization-wide levels. Research conducted seven years ago by Mark Royal and Tom Agnew at Hay Group revealed that workplace barriers are a major but often overlooked threat to employee engagement. The resulting frustration decreases employee engagement. The authors wrote The Enemy of Engagement to help managers address this problem. To illustrate their concepts, they employ the fictional Bernette Financial case study as a foundation to defining workplace frustration and its negative effects on organizations, as well as to describe how to identify its root causes, and discuss how to promote higher levels of employee enablement and improve company performance.
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Networking events make many people uncomfortable. In Smart Networking, author Liz Lynch confesses to feeling so small and overwhelmed at her first networking event that she only lasted five minutes. But Lynch did not give up, and today she has built two businesses through networking. She writes that people who network do not need to be extroverts or manipulate others, and they do not need to network all the time. Lynch contends that networking is not about doing more but rather about being strategic. What people must do is be themselves and network smart.
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In Brains on Fire, Robbin Phillips, Greg Cordell, Geno Church, and Spike Jones relate how their marketing agency has de-emphasized the use of campaigns and instead fosters the growth of word-of-mouth movements to build customer loyalty for a brand. They recommend that brand managers should focus on creating movements that tap into the passions of customers and inspire them. Researchers have shown a strong correlation between a company’s success and the degree to which the company is engaged with its customers. The authors believe “closeness” to customers is a signal of corporate health and profitability.
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In At the Crossroads, Philip Coltoff examines how not-for-profit organizations can address today’s critical issues in ways that will help redefine their missions and expand their visions. Not-for-profits, because of their size, budgets, and number of employees, are considered the third sector in American life, joined by the for-profit free enterprise system and government. Due to recent social and economical crises, the not-for-profit industry is struggling to provide for its growing number of clients. Coltoff examines the full scope of issues that must be addressed for the not-for-profit industry to grow, meet its obligations, and secure its place in the American social system.
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Sales people play an important role in winning revenue for companies. It is in every organization’s best interest to enhance sales performance, especially during challenging economic times. In Turbulent Times Leadership for Sales Managers, Tom Connellan applies his research on high performance to sales teams. He demonstrates how sales managers can improve their sales representatives’ effectiveness by conveying confidence, demanding accountability, and giving supportive feedback.
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In No End to War, Walter Laqueur deals with the new elements in contemporary terrorism, why terrorism came so suddenly, and why it is so often and so thoroughly misinterpreted. Terrorism has changed over time and so have the terrorists, their motives, and the causes of terrorism. During the 1990s, a new factor arose that became the most prominent component of world terrorism: Islamic terrorism, especially from al Qa’ida under Osama bin Laden.
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Animal Spirits dissects standard economic theories and demonstrates their failure to account for human emotion, even though emotions have a large impact on the economy. George A. Akerlof and Robert J. Shiller state that there are five key “animal spirits” which influence global economics: confidence, fairness, corruption, money illusion, and storytelling. They begin by explaining each animal spirit in detail, and continue on to apply these animal spirits to historic economic examples and traditional economic theories. Economic depressions, the current financial crisis, unemployment, and inflation are a few of the economic aspects examined within.
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What if a meeting could change your life? In The Art of Convening, authors Craig and Patricia Neal offer a recipe for taking any meeting, gathering, or conversation and making it transformational. It starts with authentic engagement, the phenomenon that occurs when a person truly expresses what is true for them and listens attentively to what is true for others. Authentic engagement creates a feeling of connectedness that leads to better outcomes, no matter the purpose of the meeting. The authors define convening as the art of “holding” people in a safe environment so that authentic engagement can take place. The Art of Convening offers a set of practices and principles laid out in a logical sequence on a convening wheel. By following the points on the wheel, conveners can make any gathering better.
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Many people experience anxiety on the job. This problem affects employees at every level of organizations, from entry-level workers to senior executives. Although workplace anxiety can be debilitating, it does not have to be. In Work Makes Me Nervous, Jonathan Berent and Amy Lemley describe a personal coaching system that conquers this problem. Berent developed the program based on his work with thousands of people. This process is designed to help readers diagnose their symptoms, build a map for change, and create a High Performance Mind.
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As the U.S. Army faces new types of missions and adopts complex technologies, the issue of leadership is more important than ever. In Leadership: The Warrior’s Art, editor and author Christopher Kolenda has gathered nineteen essays which analyze leadership and offer frameworks for better organizational effectiveness. The contributing authors examine leadership using theory, history, and the experiences of seasoned military personnel. The goal of the book is to enhance the education of Army leaders. Readers benefit from a wide range of perspectives on leadership. A common theme that unifies the content is the fact that leaders cannot exist without followers. As a result, a leader’s authority and success lies with the perception of his subordinates.
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Hundred Percenters aspire to achieve the extraordinary, and they give 100% in pursuit of greatness. In Hundred Percenters, Mark Murphy shows leaders how to take average people and unleash their potential. The ideal 100% Leader pushes his or her people to excel and builds a strong emotional connection with them, empowering them to maximize their capacities and experience deep fulfillment. The author’s firm, Leadership IQ, has distilled the critical success factors into a goal-setting methodology called HARD goals, which push people beyond their self-imposed restraints. HARD goals are Heartfelt (they exist to serve something bigger than ourselves), Animated (they are vividly described and presented), Required (they are critical to our continued existence), and Difficult (they will test every one of our limits).
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The document summarizes the book "30 Days to Social Media Success" which provides a 30-day guide for small businesses and solo professionals to effectively use social media like Twitter, blogs, LinkedIn and Facebook to meet their business goals with limited time and resources. It discusses how to lay the foundation by aligning social media efforts with business objectives, and how to use different social media platforms like Facebook, LinkedIn, Twitter and blogs to promote business over 30 days. The book also covers how to tie social media marketing to other marketing activities for sustained success.
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Economists and business leaders alike are still trying to understand the forces that led to the United States’ current economic woes. Some believe it is a down financial cycle or a recession, but in Aftershock, David Wiedemer, Robert Wiedemer, and Cindy Spitzer detail why they believe that neither explanation is correct. They describe what they have termed a Bubblequake–a popping of the real estate bubble, the private debt bubble, the stock market bubble, and the discretionary spending bubble. More alarming is that the economy is not going back to the way it was before because there are still more economic bubbles waiting to burst.
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In The New Social Learning, the authors make the case that the deepest, most enduring impact of social media might be on workforce learning. They show how social media can improve the way companies recruit talent, engage employees, and build a workforce’s capabilities. While social learning is not a replacement for training and employee development, it can accomplish what traditional approaches often cannot. Networks of knowledgeable people can make informed decisions and solve complex problems in ways they could not have dreamed of years ago. Social media has the potential to transform the workplace into an environment where learning is as natural as it is powerful.
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Generation Blend discusses how companies can better manage a multigenerational workforce and leverage technology. It addresses the different attitudes towards and skills with technology among the Silent, Baby Boomer, Gen X, and Millennial generations currently in the workforce. The book provides tools to help companies overcome obstacles to technology adoption for all generations in order to increase productivity and blend the strengths of each generation.
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He exemplifies this approach by his unshakable commitment to generating results and his relentless drive, as evidenced by his over 15 years of experience in the industry. As an accomplished professional in the diversified industry of telecommunications, his story illustrates the power of enthusiasm and tenacity to propel success.
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As the world spins on its axis, the constant ebb and flow of current events, technological advancements, and social trends shape our daily lives. Here are the top five predictions for today that are set to influence various facets of our global society:
1. AI Integration in Daily Life
Artificial Intelligence (AI) continues to embed itself deeper into our everyday routines. Today, expect to see more AI-driven solutions in sectors like healthcare, finance, and education. Personalized learning experiences powered by AI algorithms are becoming mainstream, while in healthcare, AI is aiding in early diagnosis and personalized treatment plans. Financial institutions are increasingly relying on AI for fraud detection and customer service automation.
2. Stock Market Fluctuations Amid Economic Uncertainty
The stock market remains a rollercoaster, reflecting global economic uncertainties. Inflation concerns, geopolitical tensions, and shifting monetary policies are likely to cause significant fluctuations. Investors should brace for a volatile day as markets react to new economic data and policy announcements. Keep an eye on tech stocks, which are particularly sensitive to changes in interest rates and investor sentiment.
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With climate change becoming an ever-pressing issue, today's headlines will likely feature significant climate action. Governments and organizations are set to announce new policies and initiatives aimed at reducing carbon footprints and promoting sustainable practices. From renewable energy investments to stricter emission regulations, these efforts are critical in the global fight against climate change.
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Social media platforms continue to shape public opinion and cultural trends. Today, expect new viral challenges, influencer endorsements, and social justice movements gaining traction online. With platforms like TikTok and Instagram driving much of the digital conversation, brands and public figures will leverage these channels to connect with audiences and promote their messages. Be prepared for a flood of new content that could spark debates and inspire collective action.
As these predictions unfold, they will undoubtedly impact various aspects of our lives. Staying informed and adaptable is key to navigating the rapid changes in today's dynamic world.
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2. IT’S OKAY TO MANAGE YOUR BOSS The Step-by-Step Program For Making The Best Of Your Most Important Relationship At Work AUTHORS: Bruce Tulgan PUBLISHER: Jossey-Bass DATE OF PUBLICATION: 2010 202 pages
3. FEATURES OF THE BOOK It’s Okay to Manage Your Boss is a step-by-step book for high-performing employees who are ready to get the best out of the most important person in their work lives—their boss. Bruce Tulgan catalogs dozens of concrete tactics for real world boss-managing techniques that he has developed through fifteen years of research.
4. THE BIG IDEA Bruce Tulgan urges employees to manage their own bosses in order to get what they need to succeed in the workplace and accelerate their careers.
5. INTRODUCTION Across all industries and at all levels of organization there is a shocking epidemic of what Bruce Tulgan labels “ undermanagement .” Undermanagement occurs when supervisory relationships between employees and bosses lack the engagement required to maintain the very basics of management: clear expectations, resources, feedback, and fair reward. The result of undermanagement is that both employees and managers are over-worked, stressed out, and not performing at their full potential.
6. REFUSE TO BE UNDERMANAGED Undermanagement is destroying workplace relationships and stifling productivity across all industries. Based on his ongoing research since 1993, Tulgan concludes that most problems in the workplace are a result of undermanagement. Employees are not getting what they need from managers at the most basic level, and everyone suffers as a result. According to Tulgan, it is up to employees to take charge and get what they need from their bosses.
7. REFUSE TO BE UNDERMANAGED When a boss undermanages, their employee pays the price. No matter what the reason for the boss’s undermanagement may be, the employee is still expected to meet high expectations on the job. In the current workforce, expectations, competition, and uncertainty are constant concerns. So it is up to the employee to be proactive in their career and manage their own boss. This requires a fundamental re-thinking of their role and their relationships in the workplace.
8. MYTHS ABOUT MANAGING ONE’S BOSS Myth 1 : If an employee is a high-performer, then their boss should not tell them how to do their job. Myth 2 : In order to be creative at work, employees need to be left alone to do things their own way. Myth 3 : Everyone should get special treatment. Myth 4 : The path to success is catering to the manager’s style and preferences. Myth 5 : “Making friends” with a boss is smart workplace politics.
9. MYTHS ABOUT MANAGING ONE’S BOSS Myth 6 : Hiding from mistakes and problems is a good way to avoid trouble. Myth 7 : No news is good news, but being “coached” is bad news. Myth 8 : If the manager does not like to read paperwork, then the employee does not need to keep track of their performance in writing. Myth 9 : If an employee is not a “people person,” then they will have a hard time getting ahead in the workplace. Myth 10 : Some bosses are just too busy to meet with their employees.
10. FOCUS ON SELF-MANAGEMENT Tulgan believes that employees must make sure that the first person they are managing every day is themselves. He describes these specific guidelines for employee self-management: Employees should understand the role they play in their department. They should focus on playing the role assigned to them successfully before reaching beyond that role. Employees should bring their best selves to work every day.
11. FOCUS ON SELF-MANAGEMENT Employees should make sure they are not acting like jerks at work. Employees should be great workplace citizens by practicing these standards of conduct. Employees should get lots of work done very well, very fast, every day Employees should focus on problem solving and resist complaining. Employees should anticipate and avoid problems. Employees should regularly assess their success.
12. GETTING IN THE HABIT OF MANAGING THE BOSS EVERY DAY According to Tulgan’s research findings, some bosses will want to spend too much time talking to their employees.In these cases, Tulgan suggests for employees to: Talk about the work. When anything other than the work is being discussed, do not talk. When there is a break in the conversation, go directly back to talking about the work. Start taking notes every time the boss starts talking. Develop a good, consistent strategy to signal the end of the meeting.
13. TRACK PERFORMANCE EVERY STEP OF THE WAY The better an employee tracks their own performance, the more power they will have to: Seek guidance, direction, on-the-job training, and coaching. Identify resource needs and justify requests. Evaluate themselves against the expectations agreed upon with their boss. Help their boss keep track of their success by offering regular, accurate performance reports. Help their boss link their high performance to increased rewards .
14. TRACK PERFORMANCE EVERY STEP OF THE WAY Anticipate problems. Enlist their boss’s help in solving problems as they occur. Adjust their plans on an ongoing basis. Keep setting ambitious goals. Gain more responsibility.
15. WHAT IF SOMEONE’S BOSS REALLY IS A JERK? Tulgan lists seven subtle types of “jerk” boss behavior: The boss lets small problems slide, but then comes down like a ton of bricks when one of those problems gets out of control . An employee should keep an eye out for problems of any kind related to their work, and talk through their work in detail with their boss. The boss imposes their obsessive-compulsive preferences onto the employee even though there is no clear business reason . An employee should work with their boss to spell out the parameters of each task and develop a detailed project plan.
16. WHAT IF SOMEONE’S BOSS REALLY IS A JERK? The boss treats the employee like a beck-and-call assistant . The employee should try to get their manager or boss to give them as many different to-do items as possible in each interaction. The goal is to move the boss away from giving a list of small tasks toward giving a list with more complex tasks and longer timeframes so the employee may work independently. The boss starts pretending things are up to the employee when they are not . Employees should force their manager or boss to spell out every requirement and expectation for every task, responsibility, and project so they do not get stuck doing the wrong kind of work.
17. WHAT IF SOMEONE’S BOSS REALLY IS A JERK? The boss is not keeping track of what is going on, but makes big decisions that affect everyone . An employee should keep their manager or bosses informed, and act as a reliable source of honest, accurate, and complete information. The boss soft-pedals their authority until something goes terribly wrong, and then becomes authoritarian if a strong disagreement arises . The employee should acknowledge the boss’s authority and power in the working relationship, and remind the boss how much influence they have and how much their support is appreciated.
18. WHAT IF SOMEONE’S BOSS REALLY IS A JERK? The boss is intimidating, mean, or abusive. The employee should remember that this is the boss’s psychological problem, not theirs. They should try to get the manager or boss to discuss the behavior. If that does not work, they must walk away or file a complaint with HR. When filing a formal complaint, the employee must first make sure that they have done everything in their power to deal with the situation, as well as have proof to back up their efforts.
19. CONCLUSION Tulgan urges employees to really consider their roles and current work performance before reinventing their approach to managing themselves and their bosses. The decision to invoke real change at the workplace is too important to rush. The employee must be prepared for many things to change: their role at work, their relationships at work, and their overall work habits. Employees should attempt to portray a work-minded attitude, and who always go the extra mile. If they follow the steps in It’s Okay to Manage Your Boss , they will successfully learn the skills needed to refuse to be undermanaged, and propel their careers forward.
20. Business Book Summaries is a product of EBSCO Publishing. The website is updated weekly with 4 to 5 new summaries chosen from among the top business books printed in the United States. For more information or to sign up for the weekly newsletter, please visit http://www.bizsum.com. ABOUT BIZSUM.COM