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.
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.
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.
The world today is Volatility, Uncertainty, Complexity and Ambiguity: job security and long-term retention concepts are doomed to extinction.
EDITORIAL
Volatility, Uncertainty, Complexity and Ambiguity (VUCA) is a concept originally used by the military which defines "those situations where strategy, planning and decision-making take on extraordinary levels of difficulty, because the decision maker lacks minimum parameters required to guide their judgment. "
The increasing speed and ease of direct access to the information needed for decision-making, is drastically reducing the number of middle managers who used to be hired to provide them.
In companies of the last century when a sales manager needed information about last year's sales in order to take a relevant decision, he or she had to contact their assistant manager, who was responsible for collecting information and presenting it to the director. Nowadays, the direct and easy access to all information concerning day-to-day business allows the same director to touch a screen, get the information and make the decision, reducing costs and saving time.
The difficulties faced by companies in hiring high-profile executives are driving growth in the recruitment market in the country.
With the advent of more multinational companies in the sectors of logistics, banking and insurance, there is growing demand for qualified personnel to fill positions of managers, vice presidents or directors.
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 "...
In order to solve problems entrepreneurs are seeking new ways of behaving, while most managers use logical thinking, directly related to established processes.
An article in Nacion.com reports that "... A research team of neuroscientists and academics from business schools in Italy and Switzerland have used an fMRI to capture images of the brains of entrepreneurs and managers who performed a task consisting in the search for alternative approaches to solve a problem, something scholars call 'exploration'. "
A guide for choosing board members for small or family businesses so as to ensure good governance.
An article by Luz Maria Salamis in Prensa.com summarizes the teachings of Julie Garland McLellan, a consulting expert, for choosing better directors and so ensure the health and progress of the company:
-Identify board members who add value in order to grow the company as far as your expectations, and beyond.
Great business owners become great based on their actions. Intentions are meaningless. Words are important. Results are everything.
Consistently accomplish these five functions and you, your company -- and most importantly your employees -- all reap the benefits. Fail at these five functions and no matter how hard you work, you and your business will eventually fall short. argues Jeff Haden in Money Watch on cbsnews.com.
Employers are placing more and more value on employees ability to get involved and to take the initiative to do things independently, using innovative ideas.
Being an entrepreneur does not necessarily mean being the founder of a new businesses, but can also mean having an innovative attitude to finding solutions to problems and the habit of transforming challenges into opportunities. And that is something that can be done from inside companies.
Recognized Brazilian company of backhoe loaders, telescopic, articulated and other types of cranes looking for companies interested in representing the brand and distributing their machinery in Central America and Mexico. The company manufactures and sells telescopic,...
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