Volume 4: Managing a Company
Managing a company is the all-encompassing process of guiding or directing people and things within the company. This volume offers a key techniques from the vast field of management. Articles in this volume provide helpful guidance across all facets of managing a company.
Browse the articles below.
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This is an AI-generated summary of the thirty articles in Chapter 4.01 This is an AI-generated summary of the thirty articles in Chapter 4.02 This is an AI-generated summary of the thirty articles in Chapter 4.03. This is an AI-generated summary of the thirty articles in Chapter 4.04 This is an AI-generated summary of the thirty articles in Chapter 4.05 This is an AI-generated summary of the thirty articles in Chapter 4.06. Virtually every article in this collection is about management, this Volume only skims the surface. Company and business expansion invariably leads to growing pains and uneasiness at all levels. Changes cause disruptions and can result in negative attitudes that, left unchecked, can spread. New employees, without the benefit of past experiences, can quickly become rules based. As organizations grow, more specialization occurs, and communications can become ineffective. Plan how to address activities as demand significantly increases. Change is constant, often moving us out of our comfort zone, we all must get used to it. Individual and department goals vary which causes a seemingly purposeful non-cooperation. Changing expectations by the company or the employee is a major cause of employee turnover. Open individual and group two-way dialogue is the most effective way to combat growing pains. CEOs must provide a “brain drain” to new employees, especially sales reps. Near-instant access to events causes many of us to react to it instead of responding. We often react without considering factors; when we do, we are more likely to respond. Reacting can become addictive and inappropriate; can you ignore your cell phone for an hour? Jumping from one activity to another is inefficient; there is really no such thing as multitasking. Taking a deep breath implies stopping for a moment to think, not filling up the lungs to scream. Many times, speedy responses are made without reasonable deliberation of facts. Practice makes permanent; consistent reactive behaviors can become the norm. When the answer is clearly known, in most cases it should be delivered quickly. Take the time to ask a few others to help you develop a reasonable response. Slow and deliberate may be much faster than quick if it avoids false starts. Find the route that led to the root cause and eliminate it. Every manager in every organization is responsible for properly managing all employees. Management needs to be aware of how employees judge the company’s overall actions. Employee morale can be significantly impacted by what is considered to be acceptable behavior. Consciously take time to show employees that you care about them as people. As organizations grow, they, naturally, can become less friendly unless simple actions are taken. Avoid actions or segmentation that can inadvertently divide the employee population. Other’s perceptions, not company or management intentions, determine morale. Organization charts can easily send some inadvertent negative messages. The use of walls or open spaces and other environmental factors can have significant impacts. Company success is determined by the performance of individuals who must be held accountable.