Manager and Leader Roles

Some people thought that managers and leaders have almost the same roles and duties in managing and leading people. In fact, they carry different roles and have different views. Relatively, Bennis views that leaders have a skill which can be learned by the managers willing to put in substantial effort. It is, however, fundamentally different management. “To survive in the 21^st century we are going to need a new generation of leaders, not managers. The distinction is an important one. Leaders conquer the context - the volatile, turbulent, ambiguous, surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them- while managers surrender to it.”   He goes on to list the fundamental differences between the two as:

               Managers                                           Leaders

-          administer                                         - innovate

-          copy                                                  - are original

-          maintain                                            - develop

-          focus on system & structure             - focus

-          rely on control                                  - inspire trust

-          have a short range view                    - have a long range

-          ask how and when                            - ask what & why

-          have eyes on the bottom line            - have eyes on the horizon

-          accept the status quo                       - challenge

-          are the classic good soldiers             - are on their own persons

-          do the things right                            - do the right things

              Mind                                                Soul

Sam Aun (Andy)

What Is Total Quality Management?

Total Quality Management (TQM) plays very important role in every organization. It does not only help the organization to run smoothly, but also attract the customers. In terms of talking about Total Quality Management, many questions have been asked that what Total Quality Management is. Total Quality Management is a set of principle that embodies a strong emphasis on establishing and maintaining a high level of quality. Its main function is related to products and processes. These products and processes are the responsibilities of everyone whom is involved the creation or consumption of the products and services offered by the organizations. Moreover, Total Quality Management capitalizes on the involvement of management, workforce, suppliers, and even the customers. Relatively, Total Quality Management is also related to product design, process management, supplier quality management, customer involvement, leadership, cross-functional training, or employee involvement. The key principle associated with Total Quality Management involves (Vecchio, 2006, p. 112):

            A. Getting it right the first time: Reducing the error by improved the techniques and processes

            B. Focusing on the customers or clients: Being close to and understanding the needs of one’s constituency

            C. Emphasizing continuous improvement: Making an emphasis on the quality part of “the ways we do things around here”

            D. Fostering mutual respect among co-workers: Eliminating fear based on hierarchical organizational designs and replacing that fear with autonomy and participation based on power sharing.

Sam Aun (Andy)

Obstacles to Accurate Perception

Globalization brings people from different nationalities to work in one organization. When these people come and work in the same organization, they also hold different behaviors, and these become the touchy barriers for the organization to grow better. There are many barriers to the precise perception of others’ behavior. Each barrier is a possible source of misleading or distorted information. These barriers are included (Vecchio, 2006, pp. 40-43)

            A. Stereotyping: Stereotype is a judgment of others that is based on group membership. Such attributes as sex, race, ethic group, and age are the basis of commonly held stereotypes. This is not to say that stereotypes are totally worthless and inaccurate. In some instances, stereotypes can provide a useful shortcut for quick evaluation. But the potential cost of erroneous evaluations must always be considered.      

            B. Halo effect: The halo effect occurs when a perceiver uses a general impression of favorableness or unfavorableness as the basis for judgments about more specific traits. In essence, the perceiver’s evaluation is influenced by the overall information. The halo effect explains why a subordinate who is liked by a superior can do no wrong in the superiors’ eyes, while a subordinate who is disliked may have difficulty in obtaining a favorable review from the same superior.  

            C. Projection: It refers to ascribing ones own feelings and attributions to others. This mechanism helps us protect ourselves from unpleasant or unacceptable truths. An individual’s emotional state has been shown to influence his or her perception of that emotional state in others.

            D. Perceptual distortion: This refers to defending the egos by projecting feelings and attributes onto others. We may simply deny that something occurred or that we witnessed something. Similarly, we may modify or distort what we report in an attempt to avoid an unpleasant reality. It is related to our own personal perception.

            E. Selective perception: This rises from the tendency to be influenced by our own interest. It occurs in the organization when managers tend to interpret problem situations in light of their own background and interest.

Sam Aun (Andy)

Model of Personality in the Organization

The workers who come and work in the organizations are from different backgrounds. Some of them are from rich family, higher education, or hold different nationalities. These lead to having different personalities, thoughts, behaviors and attitudes, and they become the obstacles in the organizations. With this, it is required to consider of the whole perspective especially the model of personality, and these can be:

A. Agreeableness: It is related to deferring to others, seeking harmony, cooperative and trusting. The workers who work in the same organization have to understand this, and then they can closely and happily work together. They have to consider of the whole benefits and keeping away of self-interest. They look for working in groups and sharing the ideas, and consolidating two in one approach.

B. Conscientiousness: It is related to being dependable, achievement-oriented, and acceptable responsibility. The workers work together to achieve the organization’s purpose. They do not divide into parties, cause the conflicts, and break themselves differently. The idea of everyone is a part of the organization is strongly encouraged, and they can actively participate in the organization so that it can run smoothly and successfully.

C. Emotional adjustment: It concerns with being relaxed and positive in orientation. Even though we know that the workers bring different behaviors and expectations into the organization, they are required to adapt their thoughts to the organization’s perspective and work towards ending-successfully approach. Putting the organization’s orientation first will be the best way that every worker can work together and keep apart their different thoughts.

E. Extroversion: It refers to being interested in what is happening around him than his own thoughts and emotions. It is contradicted to introvert that only considers of himself. The workers are outgoing and friendly, and they must be open to every one. All the things have to bring and put on the desk, and then everyone is required to take part in discussing and making a decision.

F. Inquisitiveness: It refers to being open to new experiences, imaginative with artistic sense and intellectual curiosity. When the workers come and work in the organizations, they do not just only work but are inquisitive in looking for new ways to build up the organizations and also themselves. They can learn from each other and work together to initiate the successful and efficient tactics, to conduct the integrity, and assist the organizations to go smoothly.

Sam Aun (Andy)

The Effective Ways to Correct the Organization Failure

To survive in the information age, the organizations have to compete with each other. Some of the organizations adopted change management whereas the others change management, conduct training, or employ new strategies. With this competitive environment, some organizations can survive, yet some others almost get bankruptcy. To recover from this bad situation, some effective strategies have been suggested:

A. Restructuring: It is a strategy through which the organizations change their set of businesses or their financial structures. The organizations change both internal and external environments. There are three restructuring strategies that the organizations can use”

1. Downsizing: It is a reduction in the number of the organizations’ employees, and, sometimes, in the number of its operating units, but it may or may not change the the composition of business in the organizations’ portfolio. The ways of reduction can be lay off, or attrition (early retirement, resignation or death).

2. Downscoping:  It refers to divestiture, spin-off, or some other means of eliminating businesses that are unrelated to the organizations’ core businesses. Commonly, downscoping is described as a set of actions that causes the organizations strategically focus on their core businesses.

3. Leveraged buyout: It refers to a restructuring strategy whereby a party buys all the organization’s assets in order to take the organization private.   

B. Reengineering: It began as a private sector technique to help organizations fundamentally rearrange how they can do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.

1. Rethink: It is related to thinking of the new ways for improving the organization rather than depending on the old ways of managing.

2. Redo: It is the way that is used to manage an organization's core business processes with the aim of achieving dramatic improvements in critical performance measures, such as cost, quality, service, and speed

3. Retool: It is related to the resources used to create products and services that meet the needs of particular customers or markets. As a structured ordering of work steps across time and place, a business process can be decomposed into specific activities, measured, modeled, and improved.

4. Redesign: It is related to the way that work is done to better support the organization's mission and reduce costs. It starts with a high-level assessment of the organization's mission, strategic goals, and customer needs.

Sam Aun (Andy)

Leadership Behavior

Good leaders lead the followers to where they have never been. They guide and pave the ways for the followers to become leaders one day in the future too. With this, the leaders themselves have to well perform and act as models for the others. Leaders are required to hold good behavior that can be learnt and followed by the others and these can be:

A. Showing enthusiasm: The leaders have to show the strong admiration and feeing in both leading and working so that these can be used as motivators or stimuli for others.

B. Supporting other people: The Leaders work closely with the followers, and they have to support by teaching, guiding, or showing the ways for them to work towards accomplishment.

C. Recognizing individual effort: The leaders do work only work relatively with the followers, but they have also to recognize individual effort so that this can taken to be the example for the others to follow.

D. Listening to individuals’ ideas or problem: Good leaders always get all the information that is related to work itself. They are required to listen to, share the ideas with, and participate with their followers in order to manage the work to run smoothly.

E. Providing the direction: The leaders have to provide the directions for the followers so that they can accomplish their work effectively and easily. These directions can be related to both management and leadership.

F. Demonstrating personal integrity: The leaders have to work their best to achieve all kinds of activities. They have to consider of the groups’ interest rather than individuals.  

G. Practicing what he/she preaches: The leaders have to walk the talk, or they will be respected and listened by the followers. They have to put into practice what they have already talked or promised to do.  

H. Encouraging team work: The leaders have to motivate and encourage the followers to work in groups or teams. As one said “Two heads are better than one”, and the leaders have to keep this in mind so that they can work together to achieve the desired purposes.  

I. Actively encouraging feedback: Feedback is really necessary that can be used as indicator to evaluate what we have already for both good and bad points so that we cab make an improvement. The leaders need to encourage the followers to give the feedback as said in 360 degree book.  

J. Developing other people:  Teaching the followers to be the leaders is considered to be the main job of the leaders. The leaders do not only lead alone, but they have to give the chance to the others to hold this position too.  

Sam Aun (Andy)

The Elements of Leadership Quality

Every person can be a leader, but not everyone can choose to do so. Some people said when one person is chosen to lead the team that one is considered to be a leader. However, this idea is sometime judged to be wrong. When talking about the leader, it is required to talk in terms of the elements of leadership qualities and these can be (John Adair):

A. Enthusiasm: Enthusiasm refers to strong feeling of admiration, interest or great eagerness.  Every leader has to be enthusiastic in leading the others. They do not only communicate to get things done, do the thing right but also do the right thing.

B. Confidence: Confidence refers to feeling or showing trust in oneself or ability. The leaders have to be confidential in every kind of activity such as giving a speech, making a decision or leading the other people. They have to believe themselves so that the others can take to be the example in order to become good leaders in the future.

C. Toughness: Toughness refers to the ability to ensure the hardship that is not easily defeated or injured. The leaders have to be resilient, tenacious, demanding high standards, or seeking respect. Even though they are in a very difficult situation, the leaders can peacefully fight against it and work towards achievement.

D. Integrity: Integrity refers to the quality of being honest and morally upright. It is the condition of whole or undivided respect, preserve, or threat. The leaders comprise of wholeness, soundness, honesty and belief so that they can build trust among the followers.

E. Warmth: Warmth refers to caring for the others. The leaders have to take into consideration of followers and prepare them for their good future too. They do not only lead the followers, but also teach and guide them the way how to become good leaders.

F. Humanity:  Humanity refers to regarding every body as human-being. The leaders are not the kings, but they act as teachers, negotiators, communicators or others while they are leading the followers. They are willing to listen to and take blame from their followers.  

Sam Aun (Andy)

Leadership and Management Styles

Motivation is the ultimate weapon, Carlos Ghosn

Leadership is defined as the use of coercive or non-coercive influence to direct and coordinate the activities of a group toward accomplishing a goal. The leadership style is related to the people themselves. To achieve their purposes, those leaders may use different styles of leaderships, and these can be:

A. Charismatic style: This leadership style is related to the leader himself in having good personality, inspirational qualities, aura, achievement-oriented, and this leader is a calculated risk taker or good communicator. For example, Buddha is considered as a charismatic leader, and he uses his charismatic style in managing and making people believe him.

B. Non-charismatic style: This leadership style is always used by people. The leader uses what is called “know how” to manage and lead other people to reach his/her purpose. It is the authority that the leader uses over the persons who are known by him/her, and his or her main character is related to quiet confidence, or using the analytical concepts to deal with the problem.

C. Autocratic style: This leadership style is so popular in the past, but it is judged as barbarous in the present situation. This style is related to using the position to impose the decision. The leader uses power from his/her own position to command or impose the others to follow so that he/she can accomplish his/her aim.

D. Democratic style: This leadership style is related to participation, involvement, or encouragement. The leaders as well as the followers join, share ideas and devote their together in working or making the decisions towards achievement.

E. Enabler style: This leadership style is related to empowerment to accomplish the goals. The leaders have good vision of the future, and they empower the followers to work in order to achieve the desired purposes.

F. Controller style: This leadership style is related to manipulation to obtain the compliance. The leaders control and manipulate all kinds of activities whereas the followers just wait to get the command and then do as suggested.

G. Transactional style: This leadership style is related to contingent reward, passive management by exception, active management by exception, and laissez-fair leadership. The leaders employ trade money and job security for their compliance.

H. Transformational style: This leadership style is related to idealized influence, individualized consideration, intellectual stimulation, and inspirational motivation. The leaders use motivation to strive for higher level goals.

Sam Aun (Andy)

Effective Managing with Customers

Every person you meet is a customer!!!!!

The organization’s relationships with its customers are strengthened when it delivers superior value to them. Strong interactive relationships with customers often provide the foundation for the organizations’ efforts to profitably serve the customers unique needs. There are three dimensions of the organizations’ relationships with customers, and these include (Hitt, 2007, pp.108-109):

A. Reach: It is concerned with the organizations’ access and connection to customers. This kind of access and connection can be done in many ways such as internet, direct communication, posters or billboards.

B. Richness: It is concerned with depth and detail of two-way of communication between the organizations and the customers. The potential of the richness of dimension can help the firm establish a competitive advantage in its relationship with customers. Internet technology and e-commerce transactions have substantially reduced the cost of meaningful information exchanges with current and possible customers.     

C. Affiliation: It is concerned with facilitating useful interaction with customers. Internet navigators can help online clients find and sort the information. This can supply a great deal of information at no charge to the customers.  

In short, effective management with customers can be done with reach, richness, and affiliation or it can be done with answering what service the organization uses to server the customers, who are the targets, and how to reach those targets.

Sam Aun (Andy)

Sustainable Competitive Capabilities

If you do not have a competitive advantage, do not compete!!!

A sustained competitive advantage is only achieved when then competitors can not duplicate the benefits of the organizations’ strategy, or when they lack the resources to attempt imitation. The organizations may earn a competitive advantage by using capabilities that are valuable, rare, and they think that these are inimitable. In fact, these such as good, service, and process can be imitated by the competitors. In this instance, sustainable competitive capabilities are required to be considered of and these include (Hitt et al, 2007, pp. 85-87):

A. Valuable capability: It is the capability that allows the organization to exploit the opportunities or utilized threats in its external environment. By effectively using the capabilities to exploit the opportunities, the organizations create values for the customers. As Welch emphasizes, human capital is important in creating values for customers.

B. Rare capability: It is the capability that few competitors possess. Capabilities possessed by many rivals are unlikely to be sources of competitive advantage for any one of them. Resources and capabilities are sources of competitive parity. Competitive advantage results only when firms develop and exploit valuable capabilities that differ from those shared with competitors.

C. Costly-to-imitate capability: It is the capability that offers the other organizations can not easily develop. Capability that is costly to imitate is created because of combination of three reasons (1) organizational culture, (2) casually ambiguous, and (3) social complexity.

D. Non-substitutable capability: It is the capability that does not have strategic equivalents. This final criterion for a capability to be a source of competitive advantage is that there must be no strategically equivalent valuable resources that are themselves are either not rare or imitable.        

Sam Aun (Andy)

The Effective Ideas of Management

A. Bill Gates: Chairman & CEO (1976-2000), Microsoft Corp

Success is a lousy teacher!!!!!

1. Be prepared to take any steps that will improve your market orientation-including litigation.

2. Accept that your true aim is to be as near to a monopoly as you can and the law allows.

3. When you have established a dominant position, pull out the stops to defend it. Keep pushing or your dominance will crumble.

B. Michael Dell, CEO, Dell, Inc.

Our business is about technology, yes, but it is also about operations and customer relationships.

1. Always accept that you could do things better than you are doing at the moment.

2. Avoid accepting business practices whose only reason for existing is “We have always done it this way”.

3. Keep shaking your organization up until you and your team are working in the best possible way.

C. Jeffrey Immelt: Chairman & CEO, General Electric

You lead today by building teams and placing others. It is not about you.

1. Competitors will eventually catch you up and, if you are not careful, they will end up doing what you do only better. Do not rest on your laurels.

2. If you are top team this year, make sure you know what you have to change to be top again next year.

3. Never assume that people who bought your old products will buy even more of the new ones.

D. Konosuke Matsushita: Founder & CEO (1918-61), Panasonic

Every single person you meet is a customer.

1. Use your competition for your benchmark on quality and cost. If they can make it better and cheaper, then so can you.

2. Guard against product returns – your reputation is damaged with the retailer and the customer.

3. Make sure that no customer for your product feels they require a good inward quality check.

E. Andy Grove: President, Chairman & CEO (1987-98), Intel Corp.

Success breeds complacency. Only the paranoid survive.

1. Promote people who welcome a fast pace of change; given more responsibility they may blossom.

2. Put in systems that give managers the information they need in time to make rapid decisions.

3. Some people do not fit to the environment of continuous change; if they are reluctant; move them out.

F. Warren Buffett: Founder, Chairman & CEO, Berkshire Hathaway

I was wired at birth to accumulate capital.

1. Invest now for the future. Business is a long term activity and planning your strategy is as important as seizing the opportunity.

2. Make sure you understand the business model of your customers and suppliers as well as your own.

3. Look for opportunities that others are ignoring –that is the way to find the bargain.

G. Rupert Murdoch: Chairman & CEO, News Corp.

When you are a catalyst for change you make enemies-and I’m proud of the ones I have made.

1. Strike quickly do not take no for answer. Wrong foot the competition by getting your bit in first.

2. Offer enough money to overcome resistance to a take over but give assurances you will protect quality.

3. Put processes in place to demonstrate that your buying a company will not affect its integrity.

H. Carlos Ghosn: President & CEO, Nissan & Renault

Motivate is the ultimate weapon.

1. If you are continuously in fire-fighting mode, break out of it by putting time aside for planning.

2. Leave time in team meeting to discuss the way ahead for the team rather than just operational issues.

3. Go off-site regularly to get away from the day-today issues and work on your strategic plan.

I. Steve Jobs: Co-founder, Chairman & CEO, Appple

Steve understands desire!!!

1. Brand your self within-and outside of-the company and articulate your values to others.

2. Do what you love, and integrate your passions with your jobs task.

3. Identify supporters and create a net work of relationships that support your personal brand.

J. Jack Welch: Chairman & CEO (1981-2001), General Elecrtic

If you do not have a competitive advantage, do not compete.

1. Be a great leader. Company need team leaders who make teams greater than the sum of their parts.

2. Praise your teams when they have been successful.

3. Present your teams with challenges and they will thrive. Do their jobs for them and they will wither.

Nan George Lafley: Chairman & CEO, Procter & Gamble

The consumer is boss!!!!

1. If it is not broke, don’t fix it; stick it to your knitting-that is, improve what you do now.

2. Bring out knew products when you need to but make sure key customers will welcome them.

3. Introduce new product into existing markets, or take old products into new markets. Beware starting a new product.  

Sam Aun (Andy)

   

Types of Management

You lead today by building teams and placing others first. It is not about you!!

(Jeffrey Immelt)

Organizations today operate in a world of constant change. Technology and society are changing more rapidly than ever before. Concern for the environment has forced companies to think about how their actions affect the quality of air, land, and water. Competition is fiercer than ever, because organizations from all over the world now try to sell their products and services to the same customers. To survive in this situation, many types of management have been applied and implemented, and these include:

1. Management by objectives: It was established by Peter Drucker (1954). The main purpose of this type of management is for employees to have a clear understanding of the roles and responsibilities expected of them. They can then understand how their activities relate to the achievement of the organization. Here are some of the important features and advantages of Management by objective:

A. Motivation: Involving employees in the whole process of goal setting and increasing employee empowerment. This increases employee job satisfaction and commitment.

B. Better communication and Coordination: Frequent reviews and interactions between superiors and subordinates help to maintain harmonious relationships within the organization and also to solve many problems.

C. Clarity of goal: The goal of the organization has to be smart, and this goal has to be specific, measurable, actionable, reasonable, and time-bonded. This has to be introduced and disseminated to every level of the organization.   

D. Subordinates tend to have a higher commitment to objectives they set for themselves than those imposed on them by another person.

E. Managers can ensure that objectives of the subordinates are linked to the organization's objectives.

2. Management by observation: We can compare this to managing diseases. We observe the progress of patient over a period of time to determine if the observed would benefit from intervention. With this, the employees can be managed by observing that they are present at the physical work place during accepted working hours and appear to be doing expected work tasks. Without objective setting may lead to presenteeism.

3. Management by Exception: This management devotes its time to investigating only the situations in which actual results differ significantly from planned results. The idea is that management should spend its valuable time concentrating on the more important items, for example, shaping the company's future strategic course.

4. Management by command: In management, command and control refers more generally to the maintenance of authority with somewhat more distributed decision making. In these civilian contexts, the term “command” is unfashionable, but the meaning is the same. Some management science theorists even hold that the idea is now obsolete. To the degree that you hold purpose and principles in common among you, you can dispense with command and control. People will know how to behave in accordance with them, and they'll do it in thousands of unimaginable, creative ways.

5. Management by walking around: This works best when you are genuinely interested in employees and in their work, and when they see you as there to listen. It sometimes requires to follow-up. When you can't answer an employee's questions on the spot, get back to them with an answer. This management should focus on the following:

A. Do it to everyone

B. Do it as often as you can

C. Go by yourself

D. Do not circumvent subordinate managers

E. Ask questions

F. Watch and listen

G. Share your dreams with them

H. Try out their work

I. Bring good news

J. Have fun

K. Catch them in the act of doing something right

L. Do not be critical

6. Management by value: This management is really important to be used in the present situation. The organizations look for many requirements from employees whereas the employees have high expectations from the organizations. With this, the organizations have to consider of the value of every employee so that they can put much effort in their work. These values can be:

            A. Caring for employees

            B.  Teamwork

            C. Honest communications

            D. On-time delivery

            E. Client involvement

            F. Entrepreneurship

            G. Excellence

            H. Integrity

Sam Aun (Andy)

Types of Management

You lead today by building teams and placing others first. It is not about you!!

(Jeffrey Immelt)

Organizations today operate in a world of constant change. Technology and society are changing more rapidly than ever before. Concern for the environment has forced companies to think about how their actions affect the quality of air, land, and water. Competition is fiercer than ever, because organizations from all over the world now try to sell their products and services to the same customers. To survive in this situation, many types of management have been applied and implemented, and these include:

1. Management by objectives: It was established by Peter Drucker (1954). The main purpose of this type of management is for employees to have a clear understanding of the roles and responsibilities expected of them. They can then understand how their activities relate to the achievement of the organization. Here are some of the important features and advantages of Management by objective:

A. Motivation: Involving employees in the whole process of goal setting and increasing employee empowerment. This increases employee job satisfaction and commitment.

B. Better communication and Coordination: Frequent reviews and interactions between superiors and subordinates help to maintain harmonious relationships within the organization and also to solve many problems.

C. Clarity of goal: The goal of the organization has to be smart, and this goal has to be specific, measurable, actionable, reasonable, and time-bonded. This has to be introduced and disseminated to every level of the organization.   

D. Subordinates tend to have a higher commitment to objectives they set for themselves than those imposed on them by another person.

E. Managers can ensure that objectives of the subordinates are linked to the organization's objectives.

2. Management by observation: We can compare this to managing diseases. We observe the progress of patient over a period of time to determine if the observed would benefit from intervention. With this, the employees can be managed by observing that they are present at the physical work place during accepted working hours and appear to be doing expected work tasks. Without objective setting may lead to presenteeism.

3. Management by Exception: This management devotes its time to investigating only the situations in which actual results differ significantly from planned results. The idea is that management should spend its valuable time concentrating on the more important items, for example, shaping the company's future strategic course.

4. Management by command: In management, command and control refers more generally to the maintenance of authority with somewhat more distributed decision making. In these civilian contexts, the term “command” is unfashionable, but the meaning is the same. Some management science theorists even hold that the idea is now obsolete. To the degree that you hold purpose and principles in common among you, you can dispense with command and control. People will know how to behave in accordance with them, and they'll do it in thousands of unimaginable, creative ways.

5. Management by walking around: This works best when you are genuinely interested in employees and in their work, and when they see you as there to listen. It sometimes requires to follow-up. When you can't answer an employee's questions on the spot, get back to them with an answer. This management should focus on the following:

A. Do it to everyone

B. Do it as often as you can

C. Go by yourself

D. Do not circumvent subordinate managers

E. Ask questions

F. Watch and listen

G. Share your dreams with them

H. Try out their work

I. Bring good news

J. Have fun

K. Catch them in the act of doing something right

L. Do not be critical

6. Management by value: This management is really important to be used in the present situation. The organizations look for many requirements from employees whereas the employees have high expectations from the organizations. With this, the organizations have to consider of the value of every employee so that they can put much effort in their work. These values can be:

            A. Caring for employees

            B.  Teamwork

            C. Honest communications

            D. On-time delivery

            E. Client involvement

            F. Entrepreneurship

            G. Excellence

            H. Integrity

Sam Aun (Andy)