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Hub You - Dynamic Management
Real estate is a booming business in America. With millions of dollars worth of property being bought and sold every day, real estate is definitely a popular commodity. To deal in real estate, a person needs to acquire a real estate license. This could be considered a passport to a lucrative career in real estate.The process of acquiring a real estate license is simple. There are a few eligibility criteria to be observed. Any applicant must be at least 18 years of age when applying for a real estate license. The applicant should not have had a real estate license denied within one year, or revoked within two years from the date of application. More importantly, if the applicant was originally licensed more than ten years ago, he may not be able to use his prior pre-licensure education unless he has worked in a related field. All new salesperson licensees must also take a six-hour continuing education course in contract law and contract writing before they activate their licenses. It is essential to verify that the applicant is hones
What is Dynamic Management?
What we actually need is simple - a Management Plan and Management Guidelines. It comprises of five major guidelines to be adopted at every level from top to bottom. They are:
- Direct
- Change
- Minimise
- Maximise
- Humanise
The individual requirements of each business will vary and I can only suggesst broad framework for such a dynamic approach.
Direct:
Top management sets the direction towards which the whole organisation has to proceed. It may include the future vision, values, preferences, infrastructure, aspiratio
With increasing numbers of online shoppers spending more money than ever online, this year is set to be another record year for online retail outfits in the run up to Christmas. A new report from Numero (www.thisisnumero.com), a customer interaction services provider, suggests that retail contact centres will be flooded with five-fold the volume of queries from disgruntled and anxious customers than at any other time during the year. Retailers have consistently been criticised for their online customer service, with the perceived sense of disconnection between customers and the retailer coupled with the disappointing online customer service received from contact centres. With 11 million registered broadband users in the U.K, and with numbers increasing at a rate of some fifty thousand registrations per week; allied with a further seven million dial-up users, this existing problem seems set to be amplified come Christmas. Much like the general retail market, online shoppers tend to leave it late before making their pu
Difficulties in Traditional Management Techniques:
Planning:
- Nobody is sure what will happen in future. This makes plan and forecasts very difficult to make.
- Dependance on any survey and analysis is not fully reliable. Nobody knows whether the basis of plan is correct.
Nobody knows whether the plan is optimal.
- It is very difficult to optimize the plans scale and time frame which invariably change during the course of their execution.
Execution:
- How to ensure the success of the execution?
- How to correlate the human and impersonal elements?
- How to manage the influence of external and unforeseen forces?
Control:
- iAre you able to monitor the flow of tasks?
- Can you control something before it is too late or do a post mortem?
- Does controls hinder the smooth flow and processing of tasks?
We are tempted to set targets and achieve it. We call it a success if the target is achieved and explore the reasons if we fail. What we should do, infact, is set the direction and not ' limit ' the progress by setting the targets. Should we target to a preconceived imaginary state of affairs at a future date? Only top management has to worry about target if any and all below will do something ancillary to or incidental to that target. Even top management can do away with setting a target limit and instead set the direction of progress.
We devise all management structures based on some preconceived notions and situations. When we encounter variations in real life situations we resort to crisis management or atleast to a revision of the original plan. What confusion and mess these variations create is known to everybody.
Many are obsessed with perfection and meticulous adherence to the rules. One need to be perfect in the completion of the tasks not necessarily in the procedures and processes.
What we need?
The purpose of management techniques is to simplify tasks and not complicate them. There has to be automatic delegation of tasks. The work has to proceed unhindered to infinite levels. Nobody need to be stressed about the outcome. If we proceed on a definite path and the guidelines are flexible enough to adjust to change, the results are bound to be desirable.
Let's study the management atmosphere in the fields of Science and Technology especially Research and Development, Government Operations, Religious Activities, Family Affairs, Traffic Management, Disaster Management, War Tactics. etc. There is no real Target in these areas but only guidelines to go about because the end is not predictable. We should adopt the same approach in business management also. We have to only set the direction of progress and nothing else.
The management techniques should automatically optimize all tasks and results. It has to minimise, maximise or change the affairs as and when required and optimise the time and scale of operations.
All business activities are carried out by, after all, humans. It can not be just abstract and impersonal. We have to accept the human element in all business affairs. You may observe that in many companies discretionary decisions are taken by two or three persons on a regular basis and they are indispensable for the functioning of the business. If they exit the business mostly fails.
What is Dynamic Management?
What we actually need is simple - a Management Plan and Management Guidelines. It comprises of five major guidelines to be adopted at every level from top to bottom. They are:
- Direct
- Change
- Minimise
- Maximise
- Humanise
The individual requirements of each business will vary and I can only suggesst broad framework for such a dynamic approach.
Direct:
Top management sets the direction towards which the whole organisation has to proceed. It may include the future vision, values, preferences, infrastructure, aspiration
Did you recognize the sage advice of the rocker George Thorogood. It is the song about how one brother goes to school, gets a degree and goes out and gets a “good job”. The other is a rock and roll singer and his parents and friends tell him to clean up and get a real job.Of course the song goes onto say how the straight brother’s life sucks and the rocker makes millions. Can it happen this way? Of course it can, it just comes down to the basics of working hard at being great at what you do and keeping current to what the market wants.In the search for a job, some people search for a life they want and it also pays. If you like to sing I would not suggest you look into singing for a living. If you LOVE to sing and that is all you think about, then maybe you can look into singing as a career.I know people that love to SCUBA dive. That is all they think, read and talk about. They decided to search the world for places to open a dive shop and now they make a good amount of money in Thailand. They also have a fantastic l
Nobody knows whether the plan is optimal.
Execution:
- How to ensure the success of the execution?
- How to correlate the human and impersonal elements?
- How to manage the influence of external and unforeseen forces?
Control:
- iAre you able to monitor the flow of tasks?
- Can you control something before it is too late or do a post mortem?
- Does controls hinder the smooth flow and processing of tasks?
We are tempted to set targets and achieve it. We call it a success if the target is achieved and explore the reasons if we fail. What we should do, infact, is set the direction and not ' limit ' the progress by setting the targets. Should we target to a preconceived imaginary state of affairs at a future date? Only top management has to worry about target if any and all below will do something ancillary to or incidental to that target. Even top management can do away with setting a target limit and instead set the direction of progress.
We devise all management structures based on some preconceived notions and situations. When we encounter variations in real life situations we resort to crisis management or atleast to a revision of the original plan. What confusion and mess these variations create is known to everybody.
Many are obsessed with perfection and meticulous adherence to the rules. One need to be perfect in the completion of the tasks not necessarily in the procedures and processes.
What we need?
The purpose of management techniques is to simplify tasks and not complicate them. There has to be automatic delegation of tasks. The work has to proceed unhindered to infinite levels. Nobody need to be stressed about the outcome. If we proceed on a definite path and the guidelines are flexible enough to adjust to change, the results are bound to be desirable.
Let's study the management atmosphere in the fields of Science and Technology especially Research and Development, Government Operations, Religious Activities, Family Affairs, Traffic Management, Disaster Management, War Tactics. etc. There is no real Target in these areas but only guidelines to go about because the end is not predictable. We should adopt the same approach in business management also. We have to only set the direction of progress and nothing else.
The management techniques should automatically optimize all tasks and results. It has to minimise, maximise or change the affairs as and when required and optimise the time and scale of operations.
All business activities are carried out by, after all, humans. It can not be just abstract and impersonal. We have to accept the human element in all business affairs. You may observe that in many companies discretionary decisions are taken by two or three persons on a regular basis and they are indispensable for the functioning of the business. If they exit the business mostly fails.
What is Dynamic Management?
What we actually need is simple - a Management Plan and Management Guidelines. It comprises of five major guidelines to be adopted at every level from top to bottom. They are:
- Direct
- Change
- Minimise
- Maximise
- Humanise
The individual requirements of each business will vary and I can only suggesst broad framework for such a dynamic approach.
Direct:
Top management sets the direction towards which the whole organisation has to proceed. It may include the future vision, values, preferences, infrastructure, aspiratio
The personal marketing power of Eddie McGuire as chief executive of the Nine Network could add more than 100 million dollars to the company over the next five years.Running a commercial TV station is a simple business model. The more eyeballs you have watching - the more you can charge for advertising.Advertising is limited by time and space so the key is to get the maximum number of viewers with good programming.In the case of Channel 9, analysts believe each rating point increase is worth about $40 million dollars in revenue a year.McGuire's unique combination of charismatic personality, influencing skills and high profile makes him the perfect personal brand on which to build a new corporate identity.Branding in today's competitive, crowded and noisy marketplace now needs to focus on three levels - the corporate brand for capital markets and external stakeholders, the internal brand for employees and at a leadership level, the personal brand of the CEO has a significant and often underestimated impact
We devise all management structures based on some preconceived notions and situations. When we encounter variations in real life situations we resort to crisis management or atleast to a revision of the original plan. What confusion and mess these variations create is known to everybody.
Many are obsessed with perfection and meticulous adherence to the rules. One need to be perfect in the completion of the tasks not necessarily in the procedures and processes.
What we need?
The purpose of management techniques is to simplify tasks and not complicate them. There has to be automatic delegation of tasks. The work has to proceed unhindered to infinite levels. Nobody need to be stressed about the outcome. If we proceed on a definite path and the guidelines are flexible enough to adjust to change, the results are bound to be desirable.
Let's study the management atmosphere in the fields of Science and Technology especially Research and Development, Government Operations, Religious Activities, Family Affairs, Traffic Management, Disaster Management, War Tactics. etc. There is no real Target in these areas but only guidelines to go about because the end is not predictable. We should adopt the same approach in business management also. We have to only set the direction of progress and nothing else.
The management techniques should automatically optimize all tasks and results. It has to minimise, maximise or change the affairs as and when required and optimise the time and scale of operations.
All business activities are carried out by, after all, humans. It can not be just abstract and impersonal. We have to accept the human element in all business affairs. You may observe that in many companies discretionary decisions are taken by two or three persons on a regular basis and they are indispensable for the functioning of the business. If they exit the business mostly fails.
What is Dynamic Management?
What we actually need is simple - a Management Plan and Management Guidelines. It comprises of five major guidelines to be adopted at every level from top to bottom. They are:
- Direct
- Change
- Minimise
- Maximise
- Humanise
The individual requirements of each business will vary and I can only suggesst broad framework for such a dynamic approach.
Direct:
Top management sets the direction towards which the whole organisation has to proceed. It may include the future vision, values, preferences, infrastructure, aspiratio
Let’s say a customer comes to you with a complaint.Maybe in person, via email or over the phone.What’s the best approach?It’s simple: SSTOP!No, that wasn’t a typo. You read it right: SSTOP. And it represents a five-step process for approaching problems, diffusing anger, changing minds and winning the customer back. Let’s take a look.S is for SURPRISE. Psychologically, if you respond to a problem, complaint or accusation with surprise, three things happen. First, you begin to diffuse anger. Secondly, your reactive response comes off as natural and sincere. Lastly, the customer is more willing to forgive you.PHRASES THAT PAYSES: “Really?”Really is one of the most versatile words in the English language. It exudes both concern and curiosity. And based on the severity of the problem, changing the inflection of your voice indicates numerous emotions. For example, stop reading right now. Try saying the word really two times: first with a low pitch and second with a high pitch.ork has to proceed unhindered to infinite levels. Nobody need to be stressed about the outcome. If we proceed on a definite path and the guidelines are flexible enough to adjust to change, the results are bound to be desirable.
Let's study the management atmosphere in the fields of Science and Technology especially Research and Development, Government Operations, Religious Activities, Family Affairs, Traffic Management, Disaster Management, War Tactics. etc. There is no real Target in these areas but only guidelines to go about because the end is not predictable. We should adopt the same approach in business management also. We have to only set the direction of progress and nothing else.
The management techniques should automatically optimize all tasks and results. It has to minimise, maximise or change the affairs as and when required and optimise the time and scale of operations.
All business activities are carried out by, after all, humans. It can not be just abstract and impersonal. We have to accept the human element in all business affairs. You may observe that in many companies discretionary decisions are taken by two or three persons on a regular basis and they are indispensable for the functioning of the business. If they exit the business mostly fails.
What is Dynamic Management?
What we actually need is simple - a Management Plan and Management Guidelines. It comprises of five major guidelines to be adopted at every level from top to bottom. They are:
- Direct
- Change
- Minimise
- Maximise
- Humanise
The individual requirements of each business will vary and I can only suggesst broad framework for such a dynamic approach.
Direct:
Top management sets the direction towards which the whole organisation has to proceed. It may include the future vision, values, preferences, infrastructure, aspiratio
I want to share this staggering statistic. 1 in 12 people in the US is a shoplifter and a shoplifter will commit an average of 50 thefts before being caught. What is worse for retailers is that this represents close a 5 Billion dollar loss to shrink.I think store shrinkage is that "dirty little secret" that no one wants to talk about but everyone knows it is happening. Most people feel that it is only the customer who is stealing. Unfortunately the latest statistics showed that dishonest employees stole as much as six times the dollar amount that shoplifters do.In order to "shrink the shrink numbers", I believe that organizations need to take ownership of the problem and train their employees to be more engaged at work. Statistics have also shown that if an employee has a conversation with a customer, that customer will be less likely to steal from that store. It seems to me that one of the key ingredients to any good training program should be that of making a connection with the customer.Here are 3 ways to conn
What is Dynamic Management?
What we actually need is simple - a Management Plan and Management Guidelines. It comprises of five major guidelines to be adopted at every level from top to bottom. They are:
- Direct
- Change
- Minimise
- Maximise
- Humanise
The individual requirements of each business will vary and I can only suggesst broad framework for such a dynamic approach.
Direct:
Top management sets the direction towards which the whole organisation has to proceed. It may include the future vision, values, preferences, infrastructure, aspirations, status, image and anything but no goals. Simply state what you like and what you don't like. What should be in the plan is up to the top management to decide. The plan is some sort of a mission statement. Define the powers and limits for each task not for each person, wherever that person may be in the organisation. In the guidelines for the accomplishment of each major task state what can be done without any further query, what should not be done whatsoever, what need to be authorized by someone.
Change:
Give guidelines for change. What can be modified, altered, enlarged or reduced, reset, etc. have to be clearly defined. What should not be changed should also be stated. By change we mean elimination, substitution, and alteration also. If something can be changed it should be changeable by the person doing the task and should not require the approval of another. There should be proper and clearcut guidelines about when and only when something can be changed. Again, the emphasis is on the completion of the task and not on who is empowered to authorize the change.
Minimise:
Big is small. Only a handful of criteria is really important. Rest are all less important and ancillary. Concentrate on the few important aspects of any activity and leave the rest to their own course. Minimise all resource utilisation, whether manpower or money or anything. Minimise documentation, paperwork or anywork! Avoid duplication. Allow the tasks to be completed at as low a level as possible. Make systems as simple as possible. Divise the tasks so that they can be done by as simple a worker as possible.
Maximise:
Small is also big. Everything can evolve and grow to its own maximum. Allow it. Maximise the use of men, materials, machine and money. Allow freedom of growth so that everyone does his maximum. Maximise profits, productivity, quality, market, speed, efficiency, information exchange, inter-personal relationships, everything.
Humanise:
Emphasise on human element. No customer likes an automated mail or ready made FAQ. They like to chat or email or talk. Employees also need recognition. In all businesses everything is oriented to serving the human beings ultimately. Everybody should have job satisfaction. They should feel that they have accomplished something not just completed somebody's instruictions. This is possible only when they excercise some amount of discretion. Each task, because it has an element of discretion, would be satisfying to the person doing it. They benefits accruing to the business from a satisfied employee cannot be underestimated.
Summary:
Business conditions are not static and every task has to be adapted to the changing scenario. Regular organisational structure is prone to delays and bottlenecks and constricts freedom of action. Setting targets limits progress. Management techniques have to be as simple as possible to be used by everybody. A Management Plan and Management Guidelines are only required for successful management and growth. They should clearly state the prefered direction, what is acceptable and what is not acceptable. Embed the possiblility of change and how to change in all tasks. Minimise all resources and maximise all outputs. Remove all unnecessary constratints on human beings in the accomplishment of their tasks. Emphasis is laid only on tasks and not on persons accomplishing them. These principles are universal and can be applied to any business anywhere in the world.
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