According to Mr. Ralph Waldo Emerson, one of the best known American writers of the 19th century, “concentration is the secret of strength in all management of human affairs, whether is be politics, in war, in business.”
In any endeavors in life, concentration is one of the key factors for achieving objectives victoriously. Hereunder are some checklists for effective concentration.
- As much as possible make sure to complete the task being worked on before starting a new one.
- When analyzing a particular assignment, exert effort to eliminate any kind of destructions.
- Set priorities according to order of importance when scheduling tasks on a day-to-day basis.
- Make the working environment conducive for better concentration for a subordinate given special task to accomplish.
- Be certain that all efforts and full concentration is exerted when making decision for every encountered problems or assignments.
- Ascertain when in a day is best to concentrate in solving the most challenging problems in the workplace.
- When a problem is encountered that is extremely difficult to concentrate on, it is best to temporarily take a breather then go back to the problem later when ready.
- It is wise to consult the better experienced co-employees or immediate superior when encountered by a difficult problem that cannot be personally solved.
- Take the necessary precautionary measures in discouraging interruptions when working on a major problem or having an important discussion with a subordinate.
- Make sure that all the necessary information is already available prior to making decision for a difficult problem.
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22
Aug
Posted in Career, Jobs and Careers by Damien |
Dr. Roger W. Birkman, a writer contributor at Houston Business Journal, revealed about the common traits in every successful executive which could lead to an exemplary performance.
- The need for Authority. A respectable manager needs authority as a tool in order to accomplish objectives. His management style is consultative or participative, rather than authoritative. He has thorough knowledge about the goals and objectives of the company. He shares authority with co-workers who can help produce favorable and acceptable results.
- The need for a Purpose. A good manager looks for challenges and may sometime create the challenges because he feels success and victory when he overcomes them. He has an idea of risk and avoids situations where he cannot make definitive decisions. Because of this, he seldom commits serious mistakes.
- The ability to Delegate. The successful manager’s satisfaction and fulfillment comes from getting things done through other people, compared to less successful manager whose satisfaction come from being able to manipulate people and persuade them base on his point of view which could later complicate decisions and unfavorable reflection among people he leads.
- The ability to Empathize without getting involved. The studies show that the more successful executive’s good human nature leaves him open to natural emotions when and if they are appropriate, but he copes with these with exception with successful result, whereas the reaction of the less successful executive is to recognize but to detach himself from such emotions in a much difficult manner.
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21
Aug
Posted in Business, Business Administration by Damien |
One of the challenges encountered by every manager is dealing with employees’ personal problems. While the manager makes sure that the subordinate is capable of performing the assigned tasks, he must also avoid getting involved in any arguments or conflicts related to the personal life of the subordinates.
A manager can still manage to handle a troubled subordinate with sympathy and encouragement while making sure that the objectives and the company’s best interest will still be the focus.
Martin M. Broadwell, trainer and educator from Georgia suggest some approaches to managers on how to maintain balance in handling a scenario that will cause embarrassment to the employee or violate working relationship.
The first step the manager has to do is to specify the differences between the company working standards and the subordinate’s actual performance. Then ask what action should be initiated to improve performance. This is the moment wherein the manager gives opportunity to the subordinate to disclose the problem, may it be personal or work related. The subordinate should feel the manager’s sincerity to listen without imposing.
As such, any employee who feels the sincerity of his manager’s concern and willingness to help may be encouraged to reveal the problem.
The next step is to determine the kind of problem the subordinate disclosed. If the problem is personal, it is best to refer the subordinate to experienced individuals who is an expert in handling the identified problem. If the problem is about poor performance, a receptive manager can bring back the employee into performing based on standard through support and guidance.
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“If we doubt what we see, how can we believe what goes on behind our back?” This is according to old Chinese proverb.
Handling a rumor must be done subtly. To many managers, they believe that it is best to just ignore a rumor but it could be a dangerous practice. Uncontrolled rumor can possibly create problems in the workplace.
There are some guidelines that can help a manager cope better and effectively keep such from weakening departmental objectives.
- Update the subordinates on information about management that can affect them particularly concerning important changes at the present and in the future.
- Encourage subordinates to express their personal grievances, to share their ideas and suggestions concerning their jobs..
- Make every effort to trace the main source of a rumor.
- Communicate with subordinates regularly like when a system transition is in process, to avoid misunderstanding.
- Maintain high credibility and at the same time be accessible to subordinates for their concerns.
- Identify and give special attention to employee, whether confirmed or not, that exhibits negative attitude in the workplace.
- Anticipate problems and give subordinate insights to avoid confusion.
- Be honest when explaining about the confidentiality of some management information that cannot be shared with the subordinates.
- Be careful not to say anything that can be misinterpreted by the subordinates that may become to a rumor.
- Take the rumor seriously and respond to grievances promptly.
Handling a rumor can be easy if it is being worked out in an objective manner without subjective thinking.
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In every business entity, one of every supervisors’ task is to conduct performance evaluation of every subordinate within their jurisdiction. It is also the supervisor’s responsibility to call the attention of a subordinate with below par performance then correct and improve productivity.
Constructive criticism when applied effectively or skillfully can generate positive result. The following are some tips on how to criticize people skillfully that will motivate and improve performance.
- Always define the purpose of criticism before it is applied and be ready with all the facts before criticizing anyone.
- Remember to keep in mind that the purpose for criticism is to build, correct and develop but not to insult the subordinate.
- When criticizing, always give the other person the chance to express his opinions and thoughts.
- See to it that when criticizing the bases would be on high quality performance standard and yet sensible.
- Do not forget to get feedback from subordinates to make sure that criticism is properly understood.
- When a performance in unacceptable, determine if the problem was due to lack of training or experience.
- Make certain that for every instruction given to a subordinate, it is clear and properly understood.
- Make sure that the subordinate assigned to a particular job is qualified and adequately equip.
- Make sure that every subordinate have complete knowledge of their job functions and assignments.
- Show appreciation to subordinate for every outstanding performance, not just merely criticize below performer.
- Ensure that when criticizing, it will not undermine the self-confidence of the subordinate.
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