Act!


People of accomplishment rarely sat back and let things happen to them. They went out and happened to things.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Pressure Groups


Big businesses, big labor, and big government are giants on the economic scene. As a pressure group or interest group, each tries to achieve its own objectives. And of course the major objective of a business is to earn profits. Some are more successful than others. To become and stay successful, big businesses employ full time representatives to fight for and protect their interests with government and consumers alike.

Labor is big too. The pressuring power of unions  is evidenced by such accomplishments as minimum wage laws and 40-hour work weeks. Big government now employs large share of all workers in its agencies, departments, and programs. Pressure from government is felt through such actions as taxes, environmental protection laws, and anti-trust legislation.

There is a wide variety of other types of pressure groups such as the media, professional organizations, neighborhood organizations, and dissident stockholder groups. Large and small pressure groups work vigorously to influence business, labor, and government in directions favorable to their own interests.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Expert Power


There are several ways managers use expert power. They can promote an image of expertise by subtly making others aware of their education, experience, and accomplishments. To maintain credibility, a leader should not pretend to know things that he or she does not know. A leader whose pretentions are exposed will rapidly lose expert power. A confident and decisive leader demonstrates a firm grasp of situations and takes charge when circumstances dictate. To enhance their expert power, managers should also keep themselves informed about developments related to tasks, valuable to the organization, and relevant to their expertise.

A leader who recognizes employee concerns works to understand the underlying nature of these issues and takes appropriate steps to reassure subordinates. To avoid threatening subordinates’ self-esteem, a leader with expert power should be careful not to flaunt expertise or behave like a know-it-all.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Delegation Skills


It’s not uncommon for managers to resist delegating the work they once did themselves. However, to be an effective and successful manager, it is essential that you delegate work to others.

To increase your willingness to delegate, first determine the reason for your resistance, then identify ways to overcome it. Common reasons for managers’ reluctance to delegation include:

  • Insufficient time to explain the task or train someone to do it. While this is sometimes an acceptable reason for not delegating short-term projects, more often it is not. The time you spend teaching employees’ tasks will save you time and effort in the long run. The sharing of knowledge is an investment in time that pays of in many ways.
  • Desire for perfection. If you feel that you are the only person who can do certain tasks well enough, be careful; this is a danger sign. It’s often unlikely that you are the only person who can do them. Start by delegating parts of these tasks, and each employees to help them perform to your satisfaction.
  • Personal satisfaction and/or reward from task accomplishment. If you enjoy a task or receive recognition from others when you perform it, you may tend to reserve it for yourself when you could be delegating it. It is difficult to give up work you really like. Learn to achieve satisfaction from other parts of your job.
  • Lack of confidence in employees’ abilities. If you lack confidence in an employee’s abilities, carefully evaluate what the employee can and cannot do. You may want to check your impressions with others, because people sometimes pigeonhole other people based on one or two vivid events. Then delegate work the person can do, and provide coaching as the work proceeds.
  • Fear of failure. Many managers are concerned that if mistakes are made, the consequences will be disastrous. Identify the  possible risk with the employee, if the risks are really large, ask that contingency plans to be made. Ultimately, you need to be  willing to take responsibility for your employees’ mistakes on delegated tasks to help them grow and develop.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Independent Thinking


All employees are challenged to use their individual minds to their optimum to make rational decisions. In this context, each of us is responsible for what we do and who we are. In addition, creativity is strongly encouraged and only possible with independent thought.

We learn a great deal from each other. Teamwork is important. However each of us thinks alone. Our minds are not physically connected. In this regard, each of us must be willing to make an independent judgment of the facts based on our capacity to think logically. Just because the “crowd” says it so, does not make it so.

In this context, each of us is responsible for our own actions. Each of us is responsible for our personal success or failure, i.e., it is not the bank’s fault if someone does not achieve his objectives.

All human progress by definition is based on creativity, because creativity is the source of positive change. Creativity is only possible to an independent thinker. Creativity is not about just doing something different. It is about doing something better. To be better, the new method/process must be judged by its impact on the whole organization, and as to whether it contributes to the accomplishment of the mission.

There is an infinite opportunity for each of us to do whatever we do better. A significant aspect of the self-fulfillment which work can provide comes from creative thoughts and action.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

Employee Communications


To attain excellence in employee communications, the organization must utilize communication techniques that:

  • Communicate the organization’s objectives, goals, priorities and values to all employees.
  • Ensure that supervisors clearly define the tasks and responsibilities of each of their employees.
  • Ensure that supervisors give employees timely evaluation of their job performance.
  • Communicate the organization’s expectation of quality to all employees.
  • Ensure that policies and practices are clearly communicated and understood by all employees.
  • Stimulate frequent face-to-face discussions between managers and their employees.
  • Inform all employees of the organization’s accomplishments, achievements and other important issues related to the work environment.
  • Involve employees in the department of organization policy and procedures.
  • Encourage employees to express their ideas and recommendations to improve the operation of the organization.
  • Provide timely feedback to employees regarding the organization’s consideration of their ideas and recommendations.
  • Solicit information from employees relative to their career goals and aspirations.
  • Provide employees with information they can use to make personal career decisions.
  • Inform employees of job openings within the organization.
  • Encourage employees to voice their problems and concerns.
  • Give timely consideration and response to employee problems and concerns.
  • Continually monitor what information employees want to receive.
  • Regularly measure the effectiveness of communication techniques.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

Termination of Agency Agreement


  1. Termination by expiration of the specified period in which the agent has to act. The courts say that the agency was for a “reasonable” time if no specific duration was stated in the agency agreement. The meaning of “reasonable time” is construed by the courts on a case-by-case basis, depending on the nature of the agency, the difficulty of accomplishment, and other controlling factors.
  2. Termination by specific agreement to do so between the principal and the agent.
  3. Termination by death or legal incapacity (insanity and so on) of either the principal or the agent. Most courts also hold that bankruptcy of either the principal or the agent terminates the relationship. However, the agent may still dispose of the principal’s property that is being held at the time of the bankruptcy.
  4. Termination through revocation by the principal. The agency contract is one that the principal is allowed to end at any time without giving any reason.
  5. Termination by withdrawal of the agent. This may be done at any time in an agency at will. If the agent is operating under a contract for a specified time of service or until a certain event is accomplished, the agent will be liable of damages to a principal who was not at fault in bringing about the termination.
  6. Termination by loss or destruction of the subject matter or by change of circumstances. The agent’s authority is lost if the subject matter is seriously disabled, lost, or destroyed.
  7. Termination by rescission. The general rules of law concerning rescission apply to agency contract.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

Leadership Styles


An effective leader recognizes that there are variations in leadership styles. The three basic styles are autocratic, free rein, and democratic. Autocratic leaders make decisions on their own, without consulting others. Democratic leaders involve their subordinates in making decisions. Free-rein leaders believe in minimal supervision, leaving most decisions to their subordinates.

The best leadership style is one that varies with the circumstances, changing according to three elements: the leader, the followers, and the situation. Some leaders are simply unable to encourage or even allow subordinates to participate in decision making. And some followers do not have the ability or the desire to assume such responsibility. Furthermore, the particular situation helps determine which style will be most effective. Problem requiring immediate solutions may have to be handled without consulting subordinates. With less time pressure, participative decision making may be desirable.

A democratic leader may be forced by circumstance to be autocratic in making a particular decision. Managers are increasingly moving toward a more democratic style of leadership. They find that workers involved in decision making tend to be more interested in the overall organization and may be more motivated to contribute to organizational objectives that those not involved in decision making.

No single best style of leadership exists. The most effective leadership style depends on the power held by the leader, the difficulty of the tasks involved, and the characteristics of the workers. Extremely easy and extremely difficult situations are best handled by leaders who emphasize task accomplishment. Moderately different situations are handled by leaders who emphasize participation and good working relations with subordinates.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Benefits of Teams


Teams are becoming far more common as businesses strive to enhance productivity and global competitiveness. In general, teams have the benefit of being able to pool members’ knowledge and skills and make greater use of them than can individuals working alone. Teams can also create more solutions to problems than can individuals. Furthermore, team participation enhances employee acceptance of, understanding of, and commitment to team goals. Teams motivate workers by providing internal rewards in the form of an enhanced sense of accomplishment for employees as they achieve more, and external rewards in the form of praise and certain perks. Consequently, they can help get workers more involved. They can help companies by more innovative, and they can boost productivity and cut costs.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

A Bad Boss


Bad bosses are people too, with their own fears, feelings, strengths, and weaknesses. Sometimes the pompous ones are basically shy and insecure. The ones who yell at people and unduly assert their aggression may be having significant family problems. Bosses with personal health problems may take these out on the staff. Still other bosses may be nice people who are simply in over their heads, and have absolutely no aptitude for the jobs.

By realizing that human frailties often underlie even the most objectionable qualities of bad bosses, employees can be in a better position to deal with them, and to judge whether the situation is temporary or hopeless. They may help them decide whether to stick it out or quit the job.

Even though a bad boss counts on the inertia of the human spirit, you can break free of the intangible bonds that bind. Also beware of some of the tangible bonds. Whatever you do, don’t lock yourself into an enormous mortgage, or you will not have the option of cooling off in another job at a reduced salary. There is a shortage of skilled labor, and a tremendous shortage of versatile labor (people who will accept a total change in career direction when circumstances dictate). Even if you end up with a different bad boss, at least the change will be refreshing. Remember that the average worker will have between four and six complete job changes in the course of working lifetime, so you don’t need to be caught in the “one company, for better or for work” trap for your whole career.

People need a mission in life. If this is denied by a bad boss at work, there are other ways to fulfill this need—ways that will still allow an overall sense of accomplishment. It is obviously bad business for any company to have such a reversal of energies affecting its operation. However, concentrating most of their energies on pursuits outside of work is a common defense against the bad boss when employees elect to stay with their jobs rather than resigning.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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