This is possibly the first in a series. Ultimately, I plan to post the videos together on a separate site.
Yes, the production values are low. They are made on iMovie on my iMac. I am not an expert!
My intention is keep each video about 2 minutes in length (this one is 2:02). It is intended to be a a simple, quick definiton of a key business concept.
Please let me know what you think. And, let me know what other concepts you would like me to tackle.
Management: Organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives.
It is hard to escape news about the BP Oil Disaster. It is omnipresent, as it should be. But part of this week’s news has to do with the judge’s decision to block the Obama ordered 6-month moratorium on drilling.
“This is not an engineering problem, it’s a management problem, and it’s BP’s management that screwed up,” says Bruce Johnson, a professor emeritus of oceanic engineering at the Naval Academy in Annapolis, Md. The moratorium “penalizes the whole industry for the mistakes of” BP management, he adds.
Here’s my thought: since it’s a “management problem,” then the solution should be that we make sure there are no more management problems. How confident do we feel about this actually happening?
In fact, I spoke to a group of 200-300 hundred at a conference this week, and asked this question: “how many of you have ever seen a management failure that created problems for your organization? Practically every hand went up.
In other words, we have not yet learned how to manage with enough precision and effectiveness to insure all desirable outcomes – to assure “achievement of clearly defined objectives.”
Thus we know that management failure does not have an easy fix. And we know that there have been many major problems caused by management failures in major corporations/companies/organizations over the last few years.
Gary Hamel points out part of the problem in his book The Future of Management. Here’s an excerpt:
Unlike the laws of physics, the laws of management are neither foreordained nor eternal… Whiplash change, fleeting advantages, technological disruptions, rebellious shareholders – these 21st- century challenges are testing the design limitations of organizations around the world and are exposing the limitations of a management model that has failed to keep pace with the times.
Part of the problem of “these times” is the difficulty of managing all of the complexity (like drilling down nearly 5 miles below the surface of the ocean). The challenges of such complexity require near flawless management practices. And we have attained nothing like such near-flawlessness.
When the problem is small, management failure is survivable. When the problem is massive, like the BP management failure, the consequences can be almost more than we can bear.
Here is an excerpt from article written by Anne E. Herman for Talent Management magazine. To read the complete article, check out other articles and resources, and/or sign up for a free subscription to the magazine, please visit here.
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To protect the investment made in new hires and increase engagement and retention, companies need to recognize that getting new employees acclimated to the company culture and positioning them for success is more than just provisioning and paperwork. A positive on-boarding experience must include a range of learning opportunities and specialized training programs that help new hires gain confidence and be productive in their new roles right from the start.
Imagine leaving a job you’ve held for a while. The transition from being someone who is an expert in the informal details to starting over with a new employer can be quite stressful. By guiding new employees through this transition, organizations can build confidence, foster engagement and improve performance.
Industry researchers at Aberdeen Group Inc. surveyed nearly 800 HR and line managers globally, and 86 percent of respondents said that new employees make their decision to stay within the first six months on the job.
Strategic on-boarding should provide the foundation for learning and development to ensure employees get off to a great start.
Feedback about performance and clear communication on expectations will help new employees make continual improvements as they get up to speed. However, performance goals during the on-boarding period — at least through the first six to 12 months — should be based on achieving specific learning milestones.
Defining learning objectives, such as the skills, knowledge and abilities required for success, should be interwoven with creating a timeline that helps determine at what stage the employee should accomplish these milestones. New employees also should be rewarded for achieving relevant learning outcomes. It’s important to recognize that learning means change, and for many individuals, this creates fear of failure or embarrassment. A learning-based new-hire on-boarding program that includes necessary training as well as rewards for accomplishments will help new employees conquer the fear of learning and increase their willingness to be bold and take risks.
Because on-boarding is also a critical period for establishing an employee’s potential career path and success with the company, organizations need to examine their on-boarding processes and identify areas of improvement.
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To read the complete article, check out other articles and resources, and/or sign up for a free subscription to the magazine, please visit here.
Anne E. Herman serves as a research consultant for the Kenexa Research Institute. She has extensive consulting experience in performance management, organizational assessment and change, creativity and innovation, employee selection and promotion, organizational strategy, program evaluation and statistical methodology. She can be reached at email@example.com.
They will discuss their recently published book, The Why of Work.
There will be no charge,
Please visit https://www1.gotomeeting.com/register/695685256.
Friday, June 25th
10 – 11 AM (MST)
Required: Windows® 7, Vista, XP, 2003 Server or 2000
Required: Mac OS® X 10.4.11 (Tiger®) or newer
You are welcome to extend this invitation to as many other people as you wish.