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Casual Articles - Communication: Management's Responsibility
Price reflects the value sacrificed for the acquisition of an item at the moment of purchase; therefore price paid is a historical fact and does not necessarily reflect the value of the item after the transaction, since this may change. Value changes when supply or demand changes. If the value of an asset that was acquired at a specific cost changes in the course of time, the accounting records will no
In some senses, this perception reflects a divide in the abstract-concrete spectrum. Workers deal in very concrete situations and matters; management deals in
Your Label Says A Lot About Your BusinessA brand is a powerful tool in your hands, a visual image that encapsulates a perceived value associated with your company, product or service by customers and potential customers. As competition intensifies, small business owners are realizing the power of branding through private label as part of an ingenious business strategy. Owning your
If you're not familiar with the series, it features real-life CEOs who leave their comfortable offices (well sort of comfortable, these days) and go work on the front lines of their organizations for a week. Cameras follow the CEOs and record their interactions with staff, and their responses to those interactions.
In this episode, the managing director of London's Heathrow Airport took the plunge and worked in customer service for five days. That meant facing customers and dealing with their problems, including problems created by the airport.
Once more, we saw a CEO suffer the slings and arrows of outrageous fortune, so to speak. This CEO was rebuked by employees on the front lines, as well as customers. Employees tried to convey to him the difficulties they experience because no one at head office listens to them.
And, that's a fairly constant refrain in all episodes, as one CEO after another finds out he or she doesn't know much about what happens when the organization comes face-to-face with real customers and their needs.
As most of us know, this is no anomaly. In many organizations, employees feel management doesn't know what's going on in the real world, and perhaps what's worse, feel that management doesn't care.
In some senses, this perception reflects a divide in the abstract-concrete spectrum. Workers deal in very concrete situations and matters; management deals in a
In these days of takeovers and mergers, of downsizings and lean management, chances are that you are going to be caught in a job upheaval at least once in your career. Probably more than once!Change in the wind may come like an invigorating breeze on a hot humid night. For instance, your boss is promoted to a new job and you have to get used to reporting to someone new, who turns out to be even
In this episode, the managing director of London's Heathrow Airport took the plunge and worked in customer service for five days. That meant facing customers and dealing with their problems, including problems created by the airport.
Once more, we saw a CEO suffer the slings and arrows of outrageous fortune, so to speak. This CEO was rebuked by employees on the front lines, as well as customers. Employees tried to convey to him the difficulties they experience because no one at head office listens to them.
And, that's a fairly constant refrain in all episodes, as one CEO after another finds out he or she doesn't know much about what happens when the organization comes face-to-face with real customers and their needs.
As most of us know, this is no anomaly. In many organizations, employees feel management doesn't know what's going on in the real world, and perhaps what's worse, feel that management doesn't care.
In some senses, this perception reflects a divide in the abstract-concrete spectrum. Workers deal in very concrete situations and matters; management deals in
Well, you've set up your medical billing company and you're all set to do business. Except there's one problem. You don't have any clients. So the question is, how do you go about getting them? Since nobody knows you even exist yet, they're not likely to come knocking on your door. Well, hopefully, after you've read this article, you'll have several good ideas for how to build up your medical billin
Once more, we saw a CEO suffer the slings and arrows of outrageous fortune, so to speak. This CEO was rebuked by employees on the front lines, as well as customers. Employees tried to convey to him the difficulties they experience because no one at head office listens to them.
And, that's a fairly constant refrain in all episodes, as one CEO after another finds out he or she doesn't know much about what happens when the organization comes face-to-face with real customers and their needs.
As most of us know, this is no anomaly. In many organizations, employees feel management doesn't know what's going on in the real world, and perhaps what's worse, feel that management doesn't care.
In some senses, this perception reflects a divide in the abstract-concrete spectrum. Workers deal in very concrete situations and matters; management deals in
The Internet can promote your services in unlimited relevant areas that buyers are looking forEven when they both have a website, a service business (like window blinds) has to use the Internet differently than an online business does. For example, a chiropractor needs to provide different information a trucking firm, to supply what customers search for. While they both can benefit from Local Sear
And, that's a fairly constant refrain in all episodes, as one CEO after another finds out he or she doesn't know much about what happens when the organization comes face-to-face with real customers and their needs.
As most of us know, this is no anomaly. In many organizations, employees feel management doesn't know what's going on in the real world, and perhaps what's worse, feel that management doesn't care.
In some senses, this perception reflects a divide in the abstract-concrete spectrum. Workers deal in very concrete situations and matters; management deals in
So often small business owners will attempt to tell the public and reader of a publication, yellow pages or Internet portal site, how great their company is, when they should be telling the company what they can do for them.For many years I had run a franchise company and we had specifications of what advertising we would and would not allow to insure that our brand name was not jeopardized and to
In some senses, this perception reflects a divide in the abstract-concrete spectrum. Workers deal in very concrete situations and matters; management deals in abstractions. That's both logical and appropriate, even if it does keep each side from understanding the other.
Management simply can't function effectively if it gets bogged down in details or specifics. Nor can it make important decisions if it stops to consider how each decision will affect individual persons in the organization.
Still, there's much management can do to bridge the divide. And the first step in that process is for management to accept responsibility for better communication. Unless management takes the initiative, there's no way for communication up and down the hierarchy to take place.
After all, employees can -- and often do -- express their ideas and emotions. But nothing can happen unless someone in management allows it to happen.
For example, in the Heathrow program, the managing director spots some trash in an out-of-the-way spot and calls in a cleanup crew. The customer service manager, who supervised the managing director for the week, chastised him for incurring an expense that wasn't in the budget (an appropriate response because the customer service manager would be chastised by his immediate superior if he had done that). The CEO responded by making an important policy change on the spot, yet what he really needed was a mechanism to get and give information about suc
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