Without falling into the bad habit of micro-management, managers should follow the premise of "less deskwork and more walking around the factory."
An article published by the School of Business at the University of Montevideo, points out the need for senior executives and business managers to leave, for short times, the strategic part of their job, in order to be more directly involved in the company's concrete productionprocesses.
"Everything we do in a company to meet the goals of our strategic plan depends directly or indirectly on negotiation processes."
A proposal by Gabriel's Vallone, professor at IEEM, the Business School at the University of Montevideo, suggests that individual negotiating power should be extended in an integral - and in a manner bespoke to for each company- model covering all business prospects and interests of all of the parties involved, both external and internal ones.
At a time when it is more imperative than ever for businesses to attract and retain talent, the people with 50 and more years old are part of a market that offers candidates with skills and experience of great value.
Nowadays the difference between one company and another is the talent its employees bring together, and as any staff manager can tell you, competition for attracting and retaining that talent is growing.
Offering more freedom of action and decision-making can generate more committed employees than an atmosphere of joy and fun.
Using happiness at work as a way of retaining human talent is being questioned.
In principle we must recognize that, given the many factors that can bring this about and personality differences, it is impossible to guarantee complete happiness for all employees in a company. And beyond this is the fact that a facade of happiness such as the existing framework provides, does not ensure that the this happiness really exists for all workers inside of a company.
When businesses reach key moments that will determine whether they succeed or fail, those who are going to intervene must have the necessary skills.
As Alexander Aguilar exemplifies in his article on Elfinancierocr.com, every company should have clearly identified from among its colleagues who will take the "penalty shot" in order to score a goal in decisive moments.
Companies recognize how important managing a growing international and mobile workforce is for the future of their businesses, but they do not know how to do it.
Companies do not have an appropriate strategy to deal with the transformation that is happening the way of working in the world -from the convergence of five generations to operations spread across the planet- which will lead to a crisis in management, attraction and retention of talent, concludes the Workforce 2020 study, prepared by Oxford Economics and SAP.
There has been a rise in the number of firms reporting difficulties in recruiting qualified staff, especially technicians, engineers and sales managers.
In one year the number of companies who said they found it difficult to fill vacancies grew by 11%, according to figures from a survey carried out by the human resources firm Manpower, which states that "... five out of 10 employers looking for talent have had difficulties filling vacancies in 2014. "
The speed of technological change threatens to dramatically shorten the lifespan of companies who do not make innovation the bread and butter of their existence.
If your company has a tendency to rest in bureaucracy, or to react only when the market demands, it will likely have a shorter life span, and the cause of its death will surely be the so called creative destruction.
Success is not a destination but a journey without end, which requires a positive attitude, team playing mentality, a mindset for continuous improvement and responsible outlook.
With over 20 years of experience as an executive of IBM, in the ever turbulent business environments of Latin America, the engineer Enrique Baliño says the success is not a destination but a journey without end, and that successful people have to develop four key attitudes: positivity, team playing, continuous improvement and accountability.
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