Term
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Definition
IDENTIFICATION
-One of the guys:
Needs to be liked
Undermine position
Lose respect
-The boss:
Make decisions, give orders
Kick ass, take names
Obedience, not development |
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Term
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Definition
-Manager:
Coordinator, facilitator
Empower individuals & teams
Ownership
COACH & LEADER:
-Command Respect
-Train/Observe/Appraise
-Relate per. goals w/ org goals: WIIFM? |
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Term
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Definition
-Teams/Total project management
L-T vision
S-T goals & objectives
Ind. responsibility/accountability
Standards/Controls/Time frame
No place to hide
CRITICAL SKILLS
-Communication/Listening
-Time Management- handle your own sched
-Street Smarts/Gut feel-accept mistake |
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Term
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Definition
-Hire people smarter than u- get out of
the way
-Think profit/have fun- it's only a game |
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Term
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Definition
Managing- POSDC activities of others to achieve objectives for which you are ultimately responsible
Operating- The direct conduct of business functions
More managing, less operating @ higher levels of management
Good doers not nec. good managers |
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Term
Players in the Corporate Game
Michael Maccoby, The Gamesman, 1976 (1) |
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Definition
1. The Craftsman
-Independent perfectionist
-Strives to build the best
-Not competitive or aggressive
2.The Jungle Fighter
-Power-hungry predator
-Likes to be feared; fear stimulates
better work
-Kill or be killed |
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Term
Players in the Corporate Game
Michael Maccoby, The Gamesman, 1976 (2) |
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Definition
3. The Company Man
-Gracious,courteous, loyal careerist
-Sticks to the rules/resists change
-Desires approval by authority
4. The Gamesman
-Fast-moving/loves change
-Competes for pleasure
-Classifies others as winners/losers |
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Term
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Definition
*Basic Concept- you don't just work for T.O., but belong to it: spiritually & physically.
*Core premise: Belongingness-the deep emotional security that comes from total integration w/ the group
-The group is sup. to the ind.
-Create a harmonious atmosphere in
which the group brings out best in
everyone |
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Term
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Definition
Antithesis: The Protestant Ethic-
individual salvation thru thrift,
hard work, & comp. struggle
Central Fallacy: False
collectivization- Insisting on
treating a person or yourself as a
member of the group, when
association w/ the group isn't vital
to the task in ? or may even be
repressive |
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Term
The Peter Principle
Laurence J. Peter, 1969 |
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Definition
| In a hierarchy, every employee tends to rise to his/her level of incompetence |
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Term
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Definition
1.Spec. agenda/participants in advance
2.Part.'s attend only applicable seg's
3.Start/End on time
4.E-mail summary that day of decisions
& each individual's assigned
activities & deadlines: Who/What/When
5.Calculate total $ cost of meeting in
e-mail summary: salaries-sandwiches
6.Ask yourself: Is a meeting necessary?
-What can be delegated?
-What can phone call/e-mail handle? |
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Term
| Mackormack's Rules for Meetings |
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Definition
1. When in doubt, don't call a meeting
2. Be able to say: "You're right, I
never considered that"
3.Don't let people get too comfy
4.Tradition is the bane of effective
meetings |
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Term
| Dealing with Personalities (1) |
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Definition
*Amy Attacker-wants to dominate others
to further her personal agenda.
Always as an answer & isn't
interested in opinions of others
-Direct Q's on current topic to others
-Cut her off diplomatically
*Corey Comedian-Constantly joking
around & distracting others. Can't
grow up & be serious
-Seek his input on specific pts.
-Compliment him on positive
actions/inputs |
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Term
| Dealing with Personalities (2) |
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Definition
*Dan Downer- negative attitudes about group members, ideas, & activities. Always pointing out why something won't work.
-Solicit ideas/suggestions for what
would work
-Get others to make comments which
counter his negativity |
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Term
| 10 Classic Time Wasters (1) |
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Definition
1.Phone interruptions/Drop in visitors
2.Paperwork/Messy Desk
3.Socializing/Wasting time of others
4.Failure to delegate
unnecessary/unimportant tasks
5.Lack of planning/shifting priorities
6.Crisis management/Recurring crises
7.Ineff. communication
8.Meetings
9.Duplication of effort/no spec. resp.
10.Decision by committee- give 1 person
ownership |
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Term
10 Classic Time Wasters (2)
Telephone Interruptions/Drop-In Visitors |
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Definition
Telephone Interruptions/Drop-in Visitors:
-Communicate with e-mail
-Establish daily Q.T./phone
time/reception hour
-Curtail conversation: get to the pt.
-Have secretary screen: handle/delegate
-Close door
-Go to their office/meet in hall/stand
-Cover everything @ once
-Is delegation a problem? |
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Term
10 Classic Time Wasters (3)
Paperwork/Messy Desk |
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Definition
Paperwork/Messy Desk:
-Check e-mail 2-3 x's/day
-Set aside 20% which require time
-Other 80%- quick reply/forward/delete
-Insist on 1 pg. executive summaries
-Scan indices/table of contents/
reports; Read only app. sections
-Nothing on desk except what working on |
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Term
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Definition
Delegation-accomplishing results for
which you're ultimately
responsible through others.
4 Key Concepts:
1) Responsibility-you pass on
responsibility
2) Resources- money, training
accessibility
3) Authority = power
4) Accountability- standards and
deadlines |
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Term
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Definition
Perspective:
Make the employees, not just yourself, look good!
-Give Credit
-Absorb blame |
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Term
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Definition
All questions & details, often trivial,
reverting to the boss rather than
being handled directly
6 Reasons for RD:
The employee:
Wishes to avoid rish
Is afraid of criticism
Lacks confidence
Lacks necessary info. & resources
The Boss:
Wants to be needed
Can't say no! |
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