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Casual Articles - Management Apathy Kills Corporate Potential
It's been said that the antidote to liking/loving is not hating, but indifference. So, when an ad makes you angry or disgusted or evokes any other strong emotion, it has done it's job. That is what advertising is supposed to do! Isn't it?There is an advertisement currently running on T.V. that makes me so disgusted that I spent quite a few minutes last night discussing it with my sister,The ad is for a well known brand of toothpaste that is being recommended for people with sensitive teeth. Nothing wrong so far. There are plenty o
The core problem was that for years management had given raises averaging 4% to 5% regardless of performance. Gross profit didn’t keep pace, so the bottom line slowly eroded.
The salespeople had noticed that they had lost a few accounts here and there, but had s
Conference organizers are a group of professionals who make all necessary arrangements to make a conference a great success. These organizers work with guidelines to make the conferences uniform and unique. Guidelines generally apply to all conferences, symposia and workshops with the exception of an annual meeting, which has its own set of guidelines. The primary role of the organizing committee is to design the technical program, including the selection of themes, invitations to plenary speakers and the scheduling of all sessions. The committee also
The owner cited two major factors that he believed to be the cause: 1. A strong national distributor had opened in his market. 2. A near depression was looming over the community due to the closure of a large military base.
I asked the owner to allow me to interview and test each of his key employees and also interview several customers. The owner also agreed to send me the company’s financial statements from the past five years.
The results should be a warning to every business: management apathy will kill a business.
From the psychological tests we administered, we learned that the organization was not balanced. Inertia had set in. There was no spark, no innovation. No one was initiating change. The employees were good people with excellent product knowledge and years of experience. The problem was that they were merely going through the same motions year after year, expecting different results.
The financial statements revealed that over the past five years operating expenses had steadily increased while sales and gross margin had slowly declined, producing a lot of red ink. Employee interviews revealed that not one of them had a clue that the company was in trouble. Management kept profitability a secret unto itself. Everyone was working hard, but no one was doing any long term thinking or planning or keeping score.
The core problem was that for years management had given raises averaging 4% to 5% regardless of performance. Gross profit didn’t keep pace, so the bottom line slowly eroded.
The salespeople had noticed that they had lost a few accounts here and there, but had sp
Why do movie stars look the way they do? It’s not just genetics. It’s because they spend lots of time working out, choosing clothes and doing their hair and makeup so they are photo gorgeous every time they step out the door. Yes, movie stars know the extra time and effort is what separates them from mere mortals like us.It is the same in business. While some companies spend their time, energy and resources getting the hundreds of tiny details just right, others are left wondering why their one advertisement on page three didn’t make a differenc
The owner cited two major factors that he believed to be the cause: 1. A strong national distributor had opened in his market. 2. A near depression was looming over the community due to the closure of a large military base.
I asked the owner to allow me to interview and test each of his key employees and also interview several customers. The owner also agreed to send me the company’s financial statements from the past five years.
The results should be a warning to every business: management apathy will kill a business.
From the psychological tests we administered, we learned that the organization was not balanced. Inertia had set in. There was no spark, no innovation. No one was initiating change. The employees were good people with excellent product knowledge and years of experience. The problem was that they were merely going through the same motions year after year, expecting different results.
The financial statements revealed that over the past five years operating expenses had steadily increased while sales and gross margin had slowly declined, producing a lot of red ink. Employee interviews revealed that not one of them had a clue that the company was in trouble. Management kept profitability a secret unto itself. Everyone was working hard, but no one was doing any long term thinking or planning or keeping score.
The core problem was that for years management had given raises averaging 4% to 5% regardless of performance. Gross profit didn’t keep pace, so the bottom line slowly eroded.
The salespeople had noticed that they had lost a few accounts here and there, but had s
Unfair dismissal & constructive dismissal can sometimes occur when a bad boss is at work. These dismissals can become messy and involve an Employment Law solicitor or an Employment Tribunal - though fortunately they aren’t that common. However dealing with a difficult boss at some stage of your career is almost certain. When this occurs you may find the easiest solution is to start looking for another job but in the meantime if you are worried that you are being unfairly treated and become a victim of unfair dismissal, here are some tips which can help
The results should be a warning to every business: management apathy will kill a business.
From the psychological tests we administered, we learned that the organization was not balanced. Inertia had set in. There was no spark, no innovation. No one was initiating change. The employees were good people with excellent product knowledge and years of experience. The problem was that they were merely going through the same motions year after year, expecting different results.
The financial statements revealed that over the past five years operating expenses had steadily increased while sales and gross margin had slowly declined, producing a lot of red ink. Employee interviews revealed that not one of them had a clue that the company was in trouble. Management kept profitability a secret unto itself. Everyone was working hard, but no one was doing any long term thinking or planning or keeping score.
The core problem was that for years management had given raises averaging 4% to 5% regardless of performance. Gross profit didn’t keep pace, so the bottom line slowly eroded.
The salespeople had noticed that they had lost a few accounts here and there, but had s
As indicated in my previous TQM article titled: TQM Implementation Project published on May 13, 2006 02:48:20 pm, In my last article Part 3a, I have shared issues pertaining to Data Collection, Trend Charting and Pareto Analysis. In this article, I will deal with Fish-bone Diagram and Why-Why Analysis in the D.A.I.C. Methodology.Just to recap, tools used in the ANALYZE Phase are:Data Collection | Trend Charting | Pareto Analysis | Fish-Bone Diagram | Why-Why AnalysisCase Study in Fish-bone Diagramd years of experience. The problem was that they were merely going through the same motions year after year, expecting different results.
The financial statements revealed that over the past five years operating expenses had steadily increased while sales and gross margin had slowly declined, producing a lot of red ink. Employee interviews revealed that not one of them had a clue that the company was in trouble. Management kept profitability a secret unto itself. Everyone was working hard, but no one was doing any long term thinking or planning or keeping score.
The core problem was that for years management had given raises averaging 4% to 5% regardless of performance. Gross profit didn’t keep pace, so the bottom line slowly eroded.
The salespeople had noticed that they had lost a few accounts here and there, but had s
Today I am joined by Phil Gerbyshak of Make It Great!, one of the web’s premier personal development bloggers.Benjamin: How did you get started in the field of Self Improvement?Phil: About 5 years ago, I decided I wasn’t happy with the path I was on, so I decided to pick up a few good books to try to get motivated and change my life. I was reading about 20 books a year, and over the past 5 years, I’ve turned it up to read 40-50 a year on self-improvement, motivation, business, and the like.B: Were you always this positive a person?
The core problem was that for years management had given raises averaging 4% to 5% regardless of performance. Gross profit didn’t keep pace, so the bottom line slowly eroded.
The salespeople had noticed that they had lost a few accounts here and there, but had spent no time on a game plan to replace them.
The operations manager realized that overtime had become a problem, but limits were never set.
The buyer was achieving around five inventory turns and thought that this was a pretty good job for a business doing almost $60 million in sales.
The customer interviews revealed that our client did have a great reputation for quality and service, but most of the customers who weren’t regular customers hadn’t seen one of this company’s sales reps in years. To make a long story short, the sales force was in a rut, calling on the same customers year after year. The sales force could be described as “content.”
Could a similar scenario occur in your company? By putting basic management principles in place now, any company can avoid this kind of catastrophe. Just don’t wait until you are in serious trouble to begin.
The most profitable companies I work with have a leader at the helm. All companies have managers in place, but only the most progressive have placed an emphasis on leadership. While leaders are also managers, they do more than what I call directing traffic. By merely telling their people what to do, the leaders don't develope the critical thinking skills necessary to determine why their organization is not performing to high standards.
For example, if your sales force has not produced sufficient sales for your company to keep up with the growth in your market; that is, your company is losing market share to the competition, critical thinking skills are necessary to determine why this is the case.
It is often the case that owners and managers are so close to the business that they can no lo
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