英文企业管理傻瓜书-一般管理 Management Pocketbooks - The Manager's Pocketbook

LEADING OBJECTIVES
French ‘manège’ (Italian ‘maneggio’) which
The newly-appointed manager
Don’t pass the buck - be loyal
Face the music - you are now the
conductor! (It’s your POLCA!)
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MY ROLES/OBLIGATIONS
(Family, Friends, Social, Hobbies)•..............................•..............................•..............................•..............................•..............................•..............................•..............................•..............................•..............................
THEIR ROLE EXPECTATIONS (Bosses, Colleagues, New Subordinates)•..............................•..............................•..............................•..............................•..............................•..............................•..............................•..............................•..............................
you do to minimise this conflict?
All good strategic or operational plans answer the six ED SODA questions:
E
D
S
O
D
A
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A 500,000 ton supertanker doing 16 knots with its propeller running astern will take 44 minutes and 7 nautical miles to stop!
Your organisation is like a supertanker. It takes
time and resources to stop and/or change
direction. First ask ‘Where are we
coming from and where are we
•U N R E A L I
S T
I C M I S S I O N /O
B J E
C T I V E
•I N S U F F
I C I E N T R E S O U R C E S
MEETINGS
ORGANISATIONAL MISSION
STRATEGY STRATEGY
STRATEGY
UNIT OBJECTIVE UNIT OBJECTIVE UNIT OBJECTIVE INDIVIDUAL OBJECTIVES INDIVIDUAL OBJECTIVES INDIVIDUAL OBJECTIVES
Voluntarily imprecise statements of
(eg: operating options, areas of emphasis, decisions on methods, resources and direction, behavioural
‘What will you accept as evidence that you have succeeded?’
In fact, the answer to this challenge objective!
If you’ve ever been bowling, imagine
what it would be like playing without
pins! How long could you keep it up?
How long would you keep watching
a soccer match if there were no
Ever thought of playing golf at night?! That’s really what it’s like working with no objectives - demotivating and not much fun!
ORGANISING TIME
: DEFINE & RECORD KEY GOALS
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1E D S O D A
The results of your ED SODA exercise will enable you to set up your Goal Funnel which, in turn, will allow you to ‘concentrate’ your daily actions.
: TIMESAVERS (OUTSIDE THE OFFICE)
Always have your time planner close at hand
Use down-time productively (delayed flights, waiting ...)
Read weekly not daily news (in bus, train or plane)
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‘visit’ your house/flat or room in a specific sequence of rooms or pieces of furniture Decide once and for all that this is the sequence in which you will always
: TIMESAVERS (MEMORY TECHNIQUES) Here’s another memory technique for those vital things
‘What’s on my Jack-in-the-box today?’
oday is the first day of the rest of your life’, so it’s not too late to start getting organised - even if you should really have done there are a number of action-planning
They were written in a style that reflected the organisation’s culture *Details published in ‘A Sense of Mission’ (see Further Reading, page 90)
COMMUNICATING THE MISSION
The key to direction setting lies in the leader’s ability to
communicate the mission in a clear and precise
way - a way that speaks to the hearts as well
the key elements of the mission
in various forms (annual
strategies in conferences,
meetings and seminars
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Aligning also involves adapting one’s leadership style to fit the needs and values of the team members. In this way, each person can see and feel why they should follow the mission.
SENDER
FEEDBACK
FORMULATING THE MESSAGE
MESSAGE
RECEIVER
UNDERSTANDING
THE MESSAGE
• Verbal • Written • Non-Verbal • Visual • Verbal • Written • Non-Verbal • Visual
INTERFERENCE。