Managing Difficult Subordinates


Ask the individual to manage a group of subordinates who are extraordinary. Such subordinates would include those who are especially bright, technically advanced, and extremely intelligent. Difficult subordinates may also include problem performers, those with high potential but low actual performance, and employees with attitude problems.

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.

Executive Recruitment


The value of understanding individual personality strengths and developmental areas through the assistance of personality assessment inventories has been especially important in choosing business leaders and senior executives. Executives search firms have long valued the importance of choosing not only the most intelligent candidate with a strategic business sense and proven experience, but one who also possessed the necessary personality traits and leadership competences to operate effectively within an organization’s culture. It was, and is, accepted knowledge that personality plays a critical role in the cultural fit of an incoming senior executive into a new organization. Consideration of personality traits takes on even greater importance when an executive is being chosen to change the direction or culture of the organization.

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.

Resistance to Change


Resistance to change may develop for a variety of reasons. A common one is that people do not know how to change or do not understand why it is important to do so; they may perceive their relative social economic status endangered or diminished. Another reason is that an individual might feel psychologically threatened, his self-concept endangered. Another important but often overlooked reason for some resistance is that the change involved is not a good idea. Not all change is good, and some resistance can be considered as being intelligent.

Resistance to change occurs often more for social process than for technical change reasons. Thus, it is important that change agents understand in depth the psycho-social aspects of a particular system so that they will know how people will be effected and perceive the contemplated change. People often resist any changes that alter their customary social and working relationships. For this reason, technical and staff personnel who are concerned with developing new approaches must be alert to considering more than just the technical or logical value of their proposed ideas. If they hope to gain successful implementation, they must also consider the important social relationship dimensions of the change.

Resistance can be countered by trying to remove the causes or reasons for it and/or by increasing the pressure for change. Which of these two general approaches to take must be determined situationally; there is no easy answer as to which is better, and combined approach is probably to be preferred.

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.

View from the Top


Consider the chief executive’s perspective. When a CEO looks at the company, several features stand out most sharply. These are the traditional components of corporate structure: divisions, functional departments, strategic business units, and subsidiaries. They are the activities over which the chief executive has responsibility. They form the mental model the top leadership has of the business. Most companies take these components for granted as their basic subunits.

Unfortunately, these components cloud more than clarify the perspective most essential to the intelligent resizing of a company’s work.

When changes are made in a company’s strategy, or when changes outside its control make readjustment or retrenchment necessary, the lines and boxes on the company’s organization chart are also frequently shifted. These moves usually seem to make good sense at the time—from just following function, after all—but as the retrospective research indicates, moving the boxes and redrawing the lines do not always pay off.

This happens because, frequently, the wrong question is being asked. The search is usually for the “best” organizational configuration: flat, functional, divisional, matrix, or some hybrid. This issue, which eventually does need to be addressed, is premature if it is the first thing that comes to mind when considering the company as a whole. It diverts attention from careful consideration of the “functionality” that the “form” is being adapted to. It also makes the company susceptible to the management fad of the moment, so that a means because the goal: how can we flatten our structure, use cross-departmental teams, or become an information-based organization? These are all potentially useful tactics, but for what end?

This type of organization, driven from the top down, is one that deals with the structures for doing things, rather than the things that need doing. Its view of the boxes on the organization chart too often goes no deeper than the head count the boxes contain. This perspective is troublesome and can be misleading, but even more dangerous is the viewpoint provided by some contemporary forms of strategic planning.

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.

The Profit Economics


The following information is required, at a minimum, to understand the profit economics of a business:

  1. How many dollars of assets are committed in each stage of each product/market business (e.g., R&D, materials, plant and equipment, finished stock, post-sale support)?
  2. What is the fixed/variable cost relationship for each product/market business, that is, for each dollar of sales, how many cents are attributable to bedrock fixed costs, how many to structured or discretionary costs, and how many to out-of-pocket costs?
  3. How do costs and profit change with swings in volume?
  4. What is the break-even point at current volume and what actions could be taken to bring that break-even point down should volume potential decline?
  5. What is the rate of incremental profit on each added increment of volume? What are the volume points where new increments of structured cost must be added?

A net profit and loss statement (after all allocations) and a balance sheet for each product line are essential for generating answers to these questions. Despite their claim that “we know all that,” very few managers actually have this information readily available.

Actually, most accounting systems are not designed to provide these kinds of statements and the accountants will argue that you can’t get them because many products run over the same machines, a lot of indirect costs can’t be allocated, and so on. To which we say, baloney! Shared fixed and indirect charges often represent the most serious cost problems in business situations where a cost disadvantage exists. And they are impossible to attack in the aggregate. They must be broken down and assigned to a discrete business unit even if done arbitrarily. Then a manager with hands-on responsibility can argue about fairness and whether there is value received for the costs involved. Although this is obviously not a precise exercise, it is effective and essential. Without full cost profit and loss and balance sheet statements managers cannot really understand the profit economics of their business. Further, they can’t make the types of intelligent business decisions and plans so important in today’s environment.

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, Lectures, Line of Sight

Knowledge Entrepreneurs


There depends a lot on the energy and imagination of knowledge entrepreneurs. They need to identify specific opportunities being created by the greater availability and accessibility of information and knowledge, and craft distinctive information and knowledge-based products and services.

All entrepreneurs have to identify opportunities to add value by meeting requirements that are not being addressed, and they must be focused and tenacious and possess a clear sense of direction. Most entrepreneurs need also to be tough, pragmatic and resilient. In addition, knowledge entrepreneurs need the following qualities:

  • They must know how to acquire, develop, share, manage, exploit and capitalize on information, knowledge and understanding, and be able to help and enable others to use and apply them effectively. This may require combinations of emerging technologies to connect relevant people and organizations together, and competencies to network with others, work and learn in new ways in order to create value, lead and manage virtual teams, and establish and manage knowledge businesses.
  • They need curiousity and drive to undertake intelligent searches and to be able to judge or determine the significance, relevance and value of what they uncover. Many more people can access information than assess it or use it effectively. Understanding where information has come from, the underlying assumptions and how it has been compiled can prevent an enterprise or a course of action from being built upon foundations of sand.
  • They require enough understanding of systems to be able to use an appropriate range of technologies to identify and access relevant sources of information, knowledge and understanding. However, technical expertise is unlikely to be enough. Communication and relationship-building skills are also required to interact with information providers and bring together the combination of experience and knowledge needed to assemble a package that has market value.

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, Line of Sight

Smart People Add, Foolish People Take Away


The most important way we learn is by thoughtful observation. Lessons that teach us success fundamentals are available in every encounter with other people.

Consider this example. You visit a candy store and order a pound of unboxed candy. The person behind the counter puts a big scoop of candy on the scales, maybe 20 ounces, and then begins to take away your candy, piece by piece, until the weight is exactly 16 ounces.

How do you feel? Cheated. Subconsciously, you perceived the big 20-ounce pile of candy as your candy. Now, as the person behind the counter takes some of it away, you feel your candy is being stolen.

Intelligent people behind the counter use the add-to approach. They put a relatively small amount of candy on the scales, maybe 10 or 12 ounces. Then, they add a few pieces until the scale shows 16 ounces. Subconsciously, this makes you feel good because you perceive you are getting extra candy.

Sixteen ounces are still 16 ounces. But the way a pound is counted makes a mighty big difference. To be sure, computer personnel must be careful in weighing merchandise. The point is that never make the customer feel cheated.

Successful business search for creative ways to use the generous add-on tactic to increase sales. The magazine subscription that includes a free pocket calculator, a remote-control device that comes free with the purchase of a television set, and the two-for-the-price-of-one sale by a drug chain are examples. People like you and buy from you when you give more than they expect in exchange for their money.

Evidence that generosity, the add-on approach, works wonders is overwhelming. Nevertheless there are still many businesses that believe success is spelled CHEAT. Store that advertise non-existent appliances at a ridiculously low price and then try to browbeat and intimidate the customer into buying a much higher priced product are common examples. Observe such scoundrels only to learn how to succeed.

You can use the “add-to” principle in every facet of life:

  • Give unexpected, extra service to your employer and you become a candidate for more pay, for more fringe benefits, and for promotion.
  • Put something extra into your assignment at school and get a better grade.
  • Give more time to your kids and get more love and cooperation in return.
  • Show respect to the parking lot attendent and your car gets better treatment.

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, Line of Sight

The Transformation Jigsaw Puzzle


The efforts of many companies to achieve transformational change have been counter-productive. Some of those who ‘believed’ or who ‘tried,’ now feel betrayed. There is insecurity, widespread disbelief and cynicism in many companies.

 One of the reasons why so many people question either the commitment of senior management to change, or the feasibility of transformation, is that they perceive that all the change elements that the necessary for successful transformation are not in place.

As well as critical success factors, some obvious areas are being over-looked. The document, whether physical or electronic, is the currency of a business, the signals that pass through the nerves of the organic network and trigger intelligent reactions. It is the means by which most activities happen. Yet many organizations are unaware of how much time and resource are devoted to this unrecognized area of business, the production and distribution of documents.

 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, Line of Sight

Avoiding Pitfalls in Case Analysis


Herebelow is the guide for evaluating analysis of cases:

1)      Inadequate definition of the problem. By far the most common error made in case analysis is attempting to recommend courses of action without first adequately defining or understanding the core problems. Whether presented orally or in a written report, a case analysis must begin with a focus on the central issues and problems represented in the case situation. Closely related is the error of analyzing symptoms without determining the root problem.

2)      To search for the “answer.” In case analysis, there are usually no clear-cut solutions. Keep in mind that the objective of case studies is learning through discussion and exploration. There is usually no one “official” or “correct” answer to a case. Rather, there are usually several reasonable alternative solutions.

3)      Not enough information. Analysts often complain there is not enough information in some cases to make a good decision. However, there is justification for not presenting all of the information in a case. As in real life, a marketing manager or consultant seldom has all the information necessary to make an optimal decision. This, reasonable assumptions have to be made, and the challenge is to find intelligent solutions in spite of the limited information.

4)      Use of generalities. In analyzing cases, specific recommendations are necessarily not generalities.

5)      A different situation. Considerable time and effort are sometimes exerted by analysts considering that “If the situation were different, I’d know what course of action to take” or “If the marketing manager hadn’t already found things up so badly, the firm wouldn’t have a problem.” Such reasoning ignores the fact that the events in the case have already happened and cannot be changed. Even though analysis or criticism of past events is necessary in diagnosing the problem, in the end, the present situation must be addressed and decisions must be made based on the given situations.

6)      Narrow vision analysis. Although cases are often labeled as a specific type of case, such as “pricing,” “product,” and so forth, this does not mean that other marketing variables should be ignored. Too often analysts ignore the effects that a change in one marketing element will have on the others.

7)      Realism. Too often analysts become so focused on solving a particular problem that their solutions become totally unrealistic.

8)      The marketing research solution. A quite common but unsatisfactory solution to case problem is marketing research. The firm should do this or that type of marketing research to find a solution to its problem. Although marketing research may be helpful as an intermediary step in some cases, marketing research does not solve problems or make decisions. In cases where marketing research does not solve problems or make decisions. In cases where marketing research is recommended, the cost and potential benefits should be fully specified in the case analysis.

9)      Rehashing the case material. Analysts sometimes spend considerable effort rewriting a two- or three-page history of the firm. This is unnecessary since the instructor and other analysis are already familiar with this information.

10)  Premature conclusions. Analysts sometimes jump to premature conclusions instead of waiting until their analysis is completed. Too many analysts jump to conclusions upon first reading the case and then proceed to interpret everything in the case as justifying their conclusions, even factors logically against it.

 

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 contact www.asifjmir.com, Line of Sight