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Other Added - Dynamic Management
Right now, as you're reading this article, notice something. Do you have a headache? No? Did you notice that you didn't have a headache until I asked that question? Stop for a minute and appreciate the fact that you don't have a headache. Celebrate that your head feels good.Do you find that a little goofy? Yet it's usually only when our head hurts that we wish we'd remember what it feels like not to have a headache. Only when we feel lousy can we appreciate what it's like to feel well.That's not a lot different than the way we view our companies or organizations - or really, our lives. We don't really think much about the things that are going well until something happens to throw us off our game. At that point we need a quick fix so we can get back to taking the health of our bodies or our organizations for granted.What might we do to maintain our health, whether that's our physical health or our organizational health? What might we do right now - today - when we don't have a headache, to ensure we won't get one - or
Let's study the management atmosphere in the fields of Science and Technology especially Research and Development, Government Operations, Religious Activities, Family Affairs, Traffic Management, Disaster Management, War Tactics. etc. There is no real Target in these areas but only guidelines to go about because the end is not predictable. We should adopt the same approach in business management also. We have to only set the direction of progress and nothing else.
The management techniques s
The most frequent advice that I give fundraisers is about how to increase the amount of money raised with a fundraiser. Many of these ideas to maximize results will apply to just about any situation. So consider adding one or all of the following techniques to your upcoming fundraising efforts.1. Incentive Programs – Create an incentive for donors or participants to help you with your fundraising program. Here are two examples of incentive programs:Sales Contests – prizes for volunteers who sell the most raffle tickets, have the highest sales in a product fundraiser or otherwise raise the most money with your campaign. Prizes can be anything from a gift certificate, a plaque, free tickets to an event or a trip.Thank you gifts for donors – Provide small thank you tokens depending on the level of giving. Thank you gifts could be items such as books or DVDs or event oriented such as a cocktail party, concert or other special gathering just for donors.2. Multiple Fundraisers - Event fundraisers s
Difficulties in Traditional Management Techniques:
Planning:
- Nobody is sure what will happen in future. This makes plan and forecasts very difficult to make.
- Dependance on any survey and analysis is not fully reliable. Nobody knows whether the basis of plan is correct.
Nobody knows whether the plan is optimal.
- It is very difficult to optimize the plans scale and time frame which invariably change during the course of their execution.
Execution:
- How to ensure the success of the execution?
- How to correlate the human and impersonal elements?
- How to manage the influence of external and unforeseen forces?
Control:
- iAre you able to monitor the flow of tasks?
- Can you control something before it is too late or do a post mortem?
- Does controls hinder the smooth flow and processing of tasks?
We are tempted to set targets and achieve it. We call it a success if the target is achieved and explore the reasons if we fail. What we should do, infact, is set the direction and not ' limit ' the progress by setting the targets. Should we target to a preconceived imaginary state of affairs at a future date? Only top management has to worry about target if any and all below will do something ancillary to or incidental to that target. Even top management can do away with setting a target limit and instead set the direction of progress.
We devise all management structures based on some preconceived notions and situations. When we encounter variations in real life situations we resort to crisis management or atleast to a revision of the original plan. What confusion and mess these variations create is known to everybody.
Many are obsessed with perfection and meticulous adherence to the rules. One need to be perfect in the completion of the tasks not necessarily in the procedures and processes.
What we need?
The purpose of management techniques is to simplify tasks and not complicate them. There has to be automatic delegation of tasks. The work has to proceed unhindered to infinite levels. Nobody need to be stressed about the outcome. If we proceed on a definite path and the guidelines are flexible enough to adjust to change, the results are bound to be desirable.
Let's study the management atmosphere in the fields of Science and Technology especially Research and Development, Government Operations, Religious Activities, Family Affairs, Traffic Management, Disaster Management, War Tactics. etc. There is no real Target in these areas but only guidelines to go about because the end is not predictable. We should adopt the same approach in business management also. We have to only set the direction of progress and nothing else.
The management techniques sh
Some people may not realize how disruptive to our civilization that labor strikes can be. When unions take advantage of strikes in order to get more than their productivity warrants they are indeed throwing a wrench in the entire Global System.When a strike occurs at General Motors then they slow production and cause issues with supply to consumers, this artificially temporarily raises the prices and causes less sales and therefore less work need bother to return to work. The temporary shortfall also causes increased prices for consumers, making them pick other options.When a strike occurs at a copper mine in another nation it affects world copper prices. This recently happened at BHP Billiton in Chile. They have about 9 to 10% of the worlds copper production and the short fall cannot be made up in the United States because most of our copper mines have closed. One major one is still open but they cannot increase production that fast to make up for it.So who really loses in the copper mine strike. The whole world as co
Planning:
- Nobody is sure what will happen in future. This makes plan and forecasts very difficult to make.
- Dependance on any survey and analysis is not fully reliable. Nobody knows whether the basis of plan is correct.
Nobody knows whether the plan is optimal.
- It is very difficult to optimize the plans scale and time frame which invariably change during the course of their execution.
Execution:
- How to ensure the success of the execution?
- How to correlate the human and impersonal elements?
- How to manage the influence of external and unforeseen forces?
Control:
- iAre you able to monitor the flow of tasks?
- Can you control something before it is too late or do a post mortem?
- Does controls hinder the smooth flow and processing of tasks?
We are tempted to set targets and achieve it. We call it a success if the target is achieved and explore the reasons if we fail. What we should do, infact, is set the direction and not ' limit ' the progress by setting the targets. Should we target to a preconceived imaginary state of affairs at a future date? Only top management has to worry about target if any and all below will do something ancillary to or incidental to that target. Even top management can do away with setting a target limit and instead set the direction of progress.
We devise all management structures based on some preconceived notions and situations. When we encounter variations in real life situations we resort to crisis management or atleast to a revision of the original plan. What confusion and mess these variations create is known to everybody.
Many are obsessed with perfection and meticulous adherence to the rules. One need to be perfect in the completion of the tasks not necessarily in the procedures and processes.
What we need?
The purpose of management techniques is to simplify tasks and not complicate them. There has to be automatic delegation of tasks. The work has to proceed unhindered to infinite levels. Nobody need to be stressed about the outcome. If we proceed on a definite path and the guidelines are flexible enough to adjust to change, the results are bound to be desirable.
Let's study the management atmosphere in the fields of Science and Technology especially Research and Development, Government Operations, Religious Activities, Family Affairs, Traffic Management, Disaster Management, War Tactics. etc. There is no real Target in these areas but only guidelines to go about because the end is not predictable. We should adopt the same approach in business management also. We have to only set the direction of progress and nothing else.
The management techniques s
You have the perfect plan, you know how it will play out, everyone has a role and the outcome is assured. Then one or all of the people, or the characters in your play, don't follow your script and you don't get what you want in the way you want it.This occurs all the time in families, offices, business deals, friendships and teams. You, the director, KNOW how it should go if only everyone would do it YOUR way.People use a variety of tactics to convince others to do things their way. Guilt, rewards, punishments, praise, begging, and so on.Everything works sometimes, and you convince yourself that you have 'the power' to have people follow your plan and your script, except when your actors don't follow your plan, then the director (you) gets angry, frustrated, stressed, and lonely. Sometimes a director may tell himself that he isn't good enough, that he doesn't don't know what he is doing, that he is a failure. He takes personal responsibility for the outcome by inflicting emotional pain on himself. Other times a direct
Control:
- iAre you able to monitor the flow of tasks?
- Can you control something before it is too late or do a post mortem?
- Does controls hinder the smooth flow and processing of tasks?
We are tempted to set targets and achieve it. We call it a success if the target is achieved and explore the reasons if we fail. What we should do, infact, is set the direction and not ' limit ' the progress by setting the targets. Should we target to a preconceived imaginary state of affairs at a future date? Only top management has to worry about target if any and all below will do something ancillary to or incidental to that target. Even top management can do away with setting a target limit and instead set the direction of progress.
We devise all management structures based on some preconceived notions and situations. When we encounter variations in real life situations we resort to crisis management or atleast to a revision of the original plan. What confusion and mess these variations create is known to everybody.
Many are obsessed with perfection and meticulous adherence to the rules. One need to be perfect in the completion of the tasks not necessarily in the procedures and processes.
What we need?
The purpose of management techniques is to simplify tasks and not complicate them. There has to be automatic delegation of tasks. The work has to proceed unhindered to infinite levels. Nobody need to be stressed about the outcome. If we proceed on a definite path and the guidelines are flexible enough to adjust to change, the results are bound to be desirable.
Let's study the management atmosphere in the fields of Science and Technology especially Research and Development, Government Operations, Religious Activities, Family Affairs, Traffic Management, Disaster Management, War Tactics. etc. There is no real Target in these areas but only guidelines to go about because the end is not predictable. We should adopt the same approach in business management also. We have to only set the direction of progress and nothing else.
The management techniques s
By far, interview etiquette remains the third most important factor that decides the fates of most job candidates. Subject expertise or skills and body language are the only two qualities that score over interview etiquette, according to expert human resource practitioners. These elements gain importance, as they are often the only indications of a candidate’s character.Interview Etiquette: An OverviewIf etiquette can be described as rules governing socially acceptable behavior, they apply to a job interview, too, in the same fashion. Good etiquette shows from the moment you enter the company, and how you conduct yourself until you are called.1. Unless someone shows you in, knock at the door before you enter.2. Being lenient with dressing, un-pressed clothing or wearing casual clothing for interviews is simply not good etiquette. An office environment and especially interviews call for formal dress.3. Greeting the interviewer is another aspect of etiquette. Greet him before he greets you, and with a firm
We devise all management structures based on some preconceived notions and situations. When we encounter variations in real life situations we resort to crisis management or atleast to a revision of the original plan. What confusion and mess these variations create is known to everybody.
Many are obsessed with perfection and meticulous adherence to the rules. One need to be perfect in the completion of the tasks not necessarily in the procedures and processes.
What we need?
The purpose of management techniques is to simplify tasks and not complicate them. There has to be automatic delegation of tasks. The work has to proceed unhindered to infinite levels. Nobody need to be stressed about the outcome. If we proceed on a definite path and the guidelines are flexible enough to adjust to change, the results are bound to be desirable.
Let's study the management atmosphere in the fields of Science and Technology especially Research and Development, Government Operations, Religious Activities, Family Affairs, Traffic Management, Disaster Management, War Tactics. etc. There is no real Target in these areas but only guidelines to go about because the end is not predictable. We should adopt the same approach in business management also. We have to only set the direction of progress and nothing else.
The management techniques s
the third in a series taken from:How to Evaluate and Profit from a Business Opportunity - The Entrepreneur's Guide.Guess what every not-yet-an-entrepreneur says when they are asked what's keeping them from owning their own business?"No money. I don't have enough money."Certainly many may not have enough money, but most people don't understand how much money they have -- or may have access to. They also don't realize that money is just one resource they will need to get their business up and running, or bought and open for business.Many people pass up opportunities because they don't think about the resources they have. Instead, they focus on what they don't have. A successful business owner is resourceful. Think about that word for a moment. What comes to mind? Someone who can make a fire with a piece of rock and some dry twigs? Maybe somebody who can open a locked car with a coat hanger or who can figure out how to get the computer program to run. That's what successful business people can do because t
Let's study the management atmosphere in the fields of Science and Technology especially Research and Development, Government Operations, Religious Activities, Family Affairs, Traffic Management, Disaster Management, War Tactics. etc. There is no real Target in these areas but only guidelines to go about because the end is not predictable. We should adopt the same approach in business management also. We have to only set the direction of progress and nothing else.
The management techniques should automatically optimize all tasks and results. It has to minimise, maximise or change the affairs as and when required and optimise the time and scale of operations.
All business activities are carried out by, after all, humans. It can not be just abstract and impersonal. We have to accept the human element in all business affairs. You may observe that in many companies discretionary decisions are taken by two or three persons on a regular basis and they are indispensable for the functioning of the business. If they exit the business mostly fails.
What is Dynamic Management?
What we actually need is simple - a Management Plan and Management Guidelines. It comprises of five major guidelines to be adopted at every level from top to bottom. They are:
- Direct
- Change
- Minimise
- Maximise
- Humanise
The individual requirements of each business will vary and I can only suggesst broad framework for such a dynamic approach.
Direct:
Top management sets the direction towards which the whole organisation has to proceed. It may include the future vision, values, preferences, infrastructure, aspirations, status, image and anything but no goals. Simply state what you like and what you don't like. What should be in the plan is up to the top management to decide. The plan is some sort of a mission statement. Define the powers and limits for each task not for each person, wherever that person may be in the organisation. In the guidelines for the accomplishment of each major task state what can be done without any further query, what should not be done whatsoever, what need to be authorized by someone.
Change:
Give guidelines for change. What can be modified, altered, enlarged or reduced, reset, etc. have to be clearly defined. What should not be changed should also be stated. By change we mean elimination, substitution, and alteration also. If something can be changed it should be changeable by the person doing the task and should not require the approval of another. There should be proper and clearcut guidelines about when and only when something can be changed. Again, the emphasis is on the completion of the task and not on who is empowered to authorize the change.
Minimise:
Big is small. Only a handful of criteria is really important. Rest are all less important and ancillary. Concentrate on the few important aspects of any activity and leave the rest to their own course. Minimise all resource utilisation, whether manpower or money or anything. Minimise documentation, paperwork or anywork! Avoid duplication. Allow the tasks to be completed at as low a level as possible. Make systems as simple as possible. Divise the tasks so that they can be done by as simple a worker as possible.
Maximise:
Small is also big. Everything c
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