posted on 1371028568.01
Alright you are the boss. What would you do differently? How would you manage your team? Why would someone want to work for you? To protect yourself and others, please refrain from using actual names in your posts.
posted on 1371028568.01
this is cool
posted on 1370527147.12
sdva cv v aevbawesvwas
posted on 1366864882.36 by suresh
i like "the first line is the title"... simple and effective.
posted on 1352164418.36
What about having a one-day-boss day?
posted on 1345045996.94
honesty is condition for success of this
model..but there is not too much around..
posted on 1315170853.0 by pippo
Somebody who is nice
posted on 1312730123.13
I would give them noodles, cola and a computer.
Will increase productivity but decrease social aspects. (Who needs those anyway?!)
posted on 1305209141.48
Giving good bonuses
posted on 1300051839.01
To be boss without employees: the best solution.
posted on 1296609812.73
I need a Staff
If i am the boss, i think i will have a lot of staff to manage because i treat them right
posted on 1269474254.4
this site is quite cool. How did you do this
posted on 1267984126.6
I would allow my team to relax every 1 hour...
posted on 1267982041.28
Has a better technical understanding of the task
and gives concise strategy on how to implement
posted on 1248406138.46 by nomakuletz
Gives clear orders
Knows what exactly he/she wants in what terms and who is responsible for result.
posted on 1237088509.18
knows the situation and works as a team with
posted on 1235299846.27
You can be only the best boss you can be if you are yourself. - Talk about your mistakes, just don't make them twice - Be honest - Give your employees responsibility - Don't shout - Express your feelings - Be sad, be happy, be proud - Make sure you discuss things and that your employees comprehend your steps - Open communication - Establish trust
posted on 1215170498.25
Finding someone to take the blame is important....
that's what I look for in hiring.
posted on 1190439373.87
Finding someone to blame when things go wrong is a
common management strategy. Despite its popularity, this approach is usually ineffective
posted on 1189298688.39
Anonymous Reports Reduce Mistakes
Finding someone to blame when things go wrong is a common management strategy. Despite its popularity, this approach is usually ineffective. If employees know they will be blamed, they will avoid responsibility and hide mistakes. It becomes very difficult for coworkers and management to improve quality, if everyone is afraid to talk about errors. An anonymous incident reporting system is the solution to the problem. Employees get a confirmation ticket when reporting an error. Anyone who makes an honest mistake, then reports it himself, should be granted immunity from disciplinary action. This encourages reporting. The world of aviation has had such a system since 1975. Called the Aviation Safety Reporting System (ASRS) it has proven very effective in preventing accidents. Application of this idea to healthcare has reduced medical errors up to 90% See Kim Vicente's _The Human Factor_ for a fascinating account.
posted on 1182037307.58 by SiteAdmin
Scientific Inquiry as Management Model
Business models must change to fit the current environment. Otherwise, even the most powerful companies can wind up in trouble. The management model is an important part of this. Clearly, the conventional boss/subordinate/coworker relationships -- where the fear of job loss and desire for promotion are the primary motivators -- no longer deliver the needed results. Where to look for new ideas? Well, Free/Open Source Software originated in the academic world, to become the key technology for many different types of organizations -- including businesses, ranging from the tiniest startup to multinational in size. What about using the notion of scientific inquiry as a management model beyond the academic world? Of course, the goals are different, but the concept of an impartial search for truth should create a better work environment -- and help the organization meet its objectives. Here are the best parts of the scientific process, which are broadly applicable. * New ideas are welcome, but must be rigorously tested. * Attribution is very important -- plagiarism is strictly prohibited. Everyone who contributes is explicitly acknowledged, with the greatest contributor listed first. The supervisor of a project is customarily listed last. * There is an emphasis on verification, and reproducible results. Prior work is always cited. * Everyone is a colleague. Sharing information is mandated, and mutual mentoring strongly encouraged. This approach should lead to a less politicized workplace. If strong attribution and rigorous verification are emphasized, it is much harder to manipulate and cheat. Employees who focus on doing their jobs and helping others quickly become visible. The emerging better practices further benefit the organization. If all results are reproducible, then overall performance is much more predictable.
posted on 1176129829.9 by SiteAdmin
Beware the Negative Option
Modern organizations emphasize efficiency. They downsize and restructure constantly. If you do not perform -- the thinking goes -- you will soon be out of a job. Yet, the biggest advances (e.g. the Internet, the Boeing 707 jetliner) took place in the employment-for-life organizations of the recent past. The frantic pace of today's working world looks like great productivity, but the results are often less valuable than they first appear. The trouble with negative motivation -- work or get fired -- is that it is much easier to destroy than to create. If employees feel that they may be downsized at any moment, they will avoid risks, and spend time making themselves look better than the guy in the next cubicle. Worst of all, unethical individuals who are not above injuring their coworkers gain an enormous advantage. They can set up others for failure, pass the blame onto someone else, etc. When the time comes for the next round of layoffs, management will inevitably rank the members of their staff. The unscrupulous employees will look better than anyone else -- despite the fact that they damage the organization by their activities. After a few such cycles, who remains at the workplace? Who are the "rising stars" that get promoted? Is it really surprising that modern organizations (including companies, government departments, research labs and even charities) have so many problems? Experience shows that the fear of dismissal -- the negative option -- does not work as a productivity tool. A good boss will find positive ways to motivate her staff -- or the organization will suffer the consequences.
posted on 1173454215.87 by SiteAdmin
The separation of executive and judicial powers is an essential part of good government. Why not try this at work? The boss, instead of settling disputes on her own, could set up a small panel of jurors (maybe like the courts in ancient Athens). The jurors could be selected in many ways (by the parties to the dispute, by management, by all the employees, etc.). The exact selection process, as well as the powers of the "court", could be determined by constitution-style document. Would a boss who adopted such an internal court system manage employees more fairly? Would it make the office a better place to work, thus improving productivity?
posted on 1170270394.84 by SiteAdmin
Motivate the Troops by Being One of Them?
Economist 2-8 Dec 2006 technology quarterly has a one page profile on Ovshinsky which notes that he's "the only CEO he knows of who is a member of a union" and describes the employment policy that the CEO is paid five times as much as the ordinary worker, rather than 500 times (what I refer to as the Walmart norm). Note that Costco also has an explicity policy about wage disparity between executive and ordinary worker, halfway in between Walmart and Ovshinsky. http://en.wikipedia.org/wiki/Ovonics
posted on 1169223215.4
The Value of Trust
There is an intriguing idea in economics: that the difference between rich and poor countries is a matter of trust -- particularly institutionalized trust. http://www.forbes.com/home/ technology/2006/09/22/trust-economy-markets-tech_ cx_th_06trust_0925harford.html When institutions are trustworthy, it is much easier to perform transactions, and security costs are far lower. It should be possible to apply this idea inside organizations, and even to individual bosses. If the boss has a system in place to allow the co-workers to trust each other (e.g. by punishing treacherous behavior) there should be much less wasteful office politics, and far more actual work being done. So, a good boss should focus not just on the next deadline, but on building trust within the organization.
posted on 1167844587.81 by SiteAdmin
The Rule of Law
The rule of law is one of the most cherished aspects of enlightened governance. Why not apply it to the workplace? A predictable framework of well-defined rules should improve the office environment, by leaving less room for the unscrupulous to maneuver. One particular area where the rule of law can help is the firing process. Here is a brief outline on how this may work. 1. Clearly define what offenses (e.g. theft) justify immediate termination. 2. Have a process leading up to termination for the less serious offenses, such as: a. Verbal notice b. First written notice c. Second verbal notice d. Second written notice e. Termination Would a boss/organization who followed such a procedure not reduce workplace stress?
posted on 1166198895.59 by SiteAdmin
The Skunk Works Boss and his 14 Rules
Lockheed Skunk Works is a legendary aircraft design division of Lockheed (currently Lockheed-Martin). Their numerous outstanding achievements over several decades of operation have inspired others to imitate Skunk Works ideas, leading to the concept of the Skunk Works Team. The original operating rules, however, are not often mentioned. These rules were written by Kelly Johnson, the founder of Skunk Works, who led the organization during its most productive years. Some of the rules are specific to defense contracting, but there are still interesting parallels to more mainstream situations. For example, to rephrase rule #7, we could say that "using open source/free software is very often better than using proprietary software". 1. The Skunk Works' manager must be delegated practically complete control of his program in all aspects. He should report to a division president or higher (It is essential that the program manager have authority to make decisions quickly regarding technical, finance, schedule, or operations matters). 2. Strong *but small* project offices must be provided both by the customer and contractor (The customer program manager must have similar authority to that of the contractor). 3. The number of people having any connection with the project must be restricted in an almost vicious manner. Use of a small number of good people (10 to 25 percent compared to the so-called normal systems). (Bureaucracy makes unnecessary work and must be controlled brutally). 4. A very simple drawing and drawing release system with great flexibility for making changes must be provided. (This permits early work by manufacturing organizations, and schedule recovery if technical risks involve failures). 5. There must be a minimum of reports required, but important work must be recorded thoroughly. (Responsible management does not require massive technical and information systems). 6. There must be a monthly cost review covering not only what has been spent and committed, but also projected costs to the conclusion of the program. Don't have the books ninety days late and don't surprise the customer with sudden overruns. (Responsible management does require operation within the resources available). 7. The contractor must be delegated and must assume more than normal responsibility to get good vendor bids for the subcontract on the project. Commercial bid procedures are very often better than military ones. (Essential freedom to use the best talent available and operate within the resources available). 8. The inspection system as currently used by the Skunk Works, which has been approved by both the Air Force and Navy, meets the intent of existing military requirements and should be used on new projects. Push more basic inspection responsibility back to subcontractors and vendors. Don't duplicate so much inspection. (Even the commercial world recognizes that quality is in design and responsible operations -- not inspection). 9. The contractor *must* be delegated the authority to test his final product in flight. He can and must test it in the initial stages. If he doesn't, he rapidly loses his competency to design other vehicles. (Critical, if new technology and the attendant risks are to be rationally accommodated). 10. The specification applying to the hardware must be agreed to in *advance* of contracting. The Skunk Works practice of having a specification section stating clearly which important military specification items will not knowingly be complied with and reasons therefore is highly recommended. (Standard specifications inhibit new technology and innovation, and are frequently obsolete). 11. Funding a program must be *timely*, so that the contractor doesn't have to keep running to the bank to support government projects. (Rational management requires knowledge of, and freedom to use, the resources originally committed). 12. There must be mutual trust between the customer project organization and the contractor with very close cooperation and liaison on a day-to-day basis. This cuts down misunderstanding and correspondence to an absolute minimum. (The goals of the customer and producer should be the same -- get the job done well). 13. Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures. (This is a program manager's responsibility even if no program security demands are made -- a cost avoidance measure). 14. Because only a few people will be used in engineering and most other areas, ways must be provided to reward good performance by pay *not based on the number of personnel supervised*. (Responsible management must be rewarded, and responsible management does not permit the growth of bureaucracies).
posted on 1165390785.59 by SiteAdmin
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