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Atricle Dump - Is Your Management System in Need of an Overhaul
One hot summer day my daughter and I ventured to our local craft store with one mission in mind – purchase velvet covered coloring panels called fuzzy boards. Little did we know this simple trip would turn into such an adventure.The store advertised the boards on sale and offered a 40% discount coupon. My daughter excitedly selected two boards however I noticed different manufacturers produced them, so I asked her to select an extra board just in case both were not on sale. She did, and we proceeded to the cashier. With a half hour until closing, we eagerly approached
• No merit-based pay.
• No job descriptions.
• No measurements.
• No formal performance
There are many ways in which a church can raise funds and there are plenty of places where a person can look in order to find a church fundraising idea. In this article we will look at a number of different ways for raising funds for your church. But before you start any fundraising activities there are a few things that you need to do in order to make it as good and successful as possible. Select someone from your church to control the fundraising activities. Ideally it should be someone with good organizational skills and is good at getting people to do what is needed. Also get a
Examples of the nenkojoretsu system:
• Longevity determines a worker’s rank in the organization.
• Competence is equated with age.
• Experience counts more than expertise.
• Each spring, and with no explanation, workers receive slips of paper advising them of nearly identical raises.
• During the first 15 years with their respective company, workers receive promotions regardless of their ability.
• The best indication of high performance: Working long hours.
• Workers are never told where they stand; their performance is not measured. Workers must sense how they are doing by how they are treated in after-work drinking sessions with coworkers.
Result: Japanese payrolls are bloated with 2 million to five million under-utilized workers. Companies’ operating expenses are so high that they can no longer compete in a fast-changing world market that demands flexibility.
Of course, this is the same system that allowed Japan to rise from worst to first with respect to quality. But the system has run its course. The time has come for change. We can change too.
North American companies may not have the specific name for our “system,” but many of the characteristics are practically identical to those found in Japan. It’s not at all unusual to visit large and seemingly progressive North American companies and find compensation systems in place that are heavily based on management discretion:
• No merit-based pay.
• No job descriptions.
• No measurements.
• No formal performance r
Branding is an extraordinarily powerful marketing tool that is commonly overlooked. Your business needs to create an image of your company in the minds of consumers. Contrary to what most people believe, branding isn’t just a logo. Your businesses purpose, focus, and image all must be combined to create your brand. There are several benefits from making your brand stick in consumer’s heads.Create MemorabilityIt’s hard to remember a company with a generic name. You may not be able to distinguish their purpose and business focus. And why would you call
• Competence is equated with age.
• Experience counts more than expertise.
• Each spring, and with no explanation, workers receive slips of paper advising them of nearly identical raises.
• During the first 15 years with their respective company, workers receive promotions regardless of their ability.
• The best indication of high performance: Working long hours.
• Workers are never told where they stand; their performance is not measured. Workers must sense how they are doing by how they are treated in after-work drinking sessions with coworkers.
Result: Japanese payrolls are bloated with 2 million to five million under-utilized workers. Companies’ operating expenses are so high that they can no longer compete in a fast-changing world market that demands flexibility.
Of course, this is the same system that allowed Japan to rise from worst to first with respect to quality. But the system has run its course. The time has come for change. We can change too.
North American companies may not have the specific name for our “system,” but many of the characteristics are practically identical to those found in Japan. It’s not at all unusual to visit large and seemingly progressive North American companies and find compensation systems in place that are heavily based on management discretion:
• No merit-based pay.
• No job descriptions.
• No measurements.
• No formal performance
The loss of employee privacy rights in the workplace is a growing concern among employees, attorneys, and civil libertarian groups. Although employers in banks, telecommunications, securities exchange, in hi-tech industries, and in other workplaces justify using video surveillance in the workplace to monitor employee behavior to chiefly promote safety, improve productivity, and stop theft, protecting employee privacy must be a top concern. For if the courts find that the employer’s surveillance methods are less than fair, that firm may find itself knee-deep in lawsuits that could have
• Workers are never told where they stand; their performance is not measured. Workers must sense how they are doing by how they are treated in after-work drinking sessions with coworkers.
Result: Japanese payrolls are bloated with 2 million to five million under-utilized workers. Companies’ operating expenses are so high that they can no longer compete in a fast-changing world market that demands flexibility.
Of course, this is the same system that allowed Japan to rise from worst to first with respect to quality. But the system has run its course. The time has come for change. We can change too.
North American companies may not have the specific name for our “system,” but many of the characteristics are practically identical to those found in Japan. It’s not at all unusual to visit large and seemingly progressive North American companies and find compensation systems in place that are heavily based on management discretion:
• No merit-based pay.
• No job descriptions.
• No measurements.
• No formal performance
The Federal Trade Commission enforces franchise company disclosure rules. They have developed a policy for the uniform franchise disclosure laws. The UFOC contains massive amounts of disclosure and often is 200 pages, most of which no one ever reads. It also contains all the franchisor’s present franchisee’s phone numbers. The potential franchise buyers want to call all the current franchisees and want to talk. Well many of these franchisees do not want people calling them. They do not want their privacy violated as it is and now the FTC has increased and the information given in the
Of course, this is the same system that allowed Japan to rise from worst to first with respect to quality. But the system has run its course. The time has come for change. We can change too.
North American companies may not have the specific name for our “system,” but many of the characteristics are practically identical to those found in Japan. It’s not at all unusual to visit large and seemingly progressive North American companies and find compensation systems in place that are heavily based on management discretion:
• No merit-based pay.
• No job descriptions.
• No measurements.
• No formal performance
Founded over 200 years ago, the United States of America is a country of diversity. And in the ensuing years, a belief system evolved in which individuals and their respective traditions were asked to assimilate into the existing culture. This “melting pot” approach presumed that the strengths of each contributor meld together made the country stronger.Now, with even greater diversity, does this approach acknowledge and, more importantly, work with the natural strengths of individuals? Possibly, a more innovative strategy needs to be considered which blends all the contributors
• No merit-based pay.
• No job descriptions.
• No measurements.
• No formal performance reviews.
• No minimum conditions of employment.
• No guidelines for overtime pay.
(In Japan, white-collar workers have been averaging 60 hours a month in overtime. Management ignored how much overtime was wasted, resulting in little additional productivity.)
Management has always been a tough job, but the most profitable firms I observe are managed by proactive men and women who are goal-oriented; they set strict standards and reward the employees who meet and exceed those standards. The most effective managers have the reputation for being tough, but fair. Employees who are just “holding on” are not tolerated.
Many of managers who are critical of our government entitlement programs are equally guilty of tolerating them within their own companies. Ask yourself these questions:
• How many of my employees who received raises this year actually deserved them?
• How many of the employees who are currently on my payroll have I given up on and should replace?
• How many of my current managers earned their promotion as a result of longevity rather than merit?
• How many of my current managers have plateaued?
Bloated payrolls will eventually lead to financial disaster in any industry. Performance standards of just five years ago are no longer adequate for most businesses to effectively compete, especially in large metro areas.
Remember the four-minute mile? For years, it was a barrier no one could imagin
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