Management Styles
Supervisory Approach
Management - Misc.
Communication-Verbal/Listening
Communication - Non-verbal
Creative Process
Creativity
Staff Motivation
Problem Employees
Personal Crisis -Indicators
Work Related Values &
Work Environment
Meetings
Presentations
Marketing Assessment
Prospecting
Customer Service
Management Files - main mage
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MANAGEMENT - MISCELLANEOUS
Employee Input | Stay Informed | Meetings |
Company Vision
Male/Female Management Styles
Cultural Diversity
— Managers of employees from a variety of cultures should invest a few
hours of research on the behavioral norms of these cultures.
The result can be much more productive and rewarding management.
— With multiple cultural backgrounds, it is likely that miscommunication will take place.
A lot of misreading can occur due to various differences in non-verbal messages.
Example:
- Latin American backgrounds usually get close when talking -- little
— Women business owners are more evenly balanced in their thinking between
personal space.
- North Americans / European backgrounds usually want a larger personal space.
- Many Asian backgrounds will want a even greater personal space than
North Americans.
— If problems are arising among employees themselves, some time spent discussing
these differences (with no right or wrong) are likely to decrease potential
tensions and increase mutual respect... and in turn, productivity.
** Also see Non-Verbal Communication and Cultural Diversity.
Employee Input
— Do not assume that your employees will verbalize concerns.
— Actively encourage their comments, observations and suggestions.
— Just saying there is an "open-door" policy does not make employees "safe" enough
to enter.
— Non-verbal communications may give them other messages.
— When employees do feel comfortable enough to verbalize concerns, make sure that
— Women business owners are more evenly balanced in their thinking between
their concerns are addressed in a positive manner immediately.
Stay Informed
— Keep informed on what other businesses, competitors, other departments /
divisions or subsidiaries are doing -- especially work that may impact you
and/or your area.
— When your staff knows the activities of other areas, incorporate these points
into your area whenever possible.
— Not only will your area benefit, but a better understanding of the whole and how
it relates. This can strengthened inter-area relationships.
- Remember: Activities of other areas are also important.
Company Vision
— A vision provides your company with the idea/view of how things might be and
a sense of how to arrive at it safely.
— It is vital that the company vision is shared with all members of the company.
Meetings
— Consider expense of a meeting before holding one.
— Bad meetings can be expensive:
- A person earning $40,000 a year could cost $300.
- $400 per hour including salary and benefits.
- Consider the expense of 6 or 8 people spending 1 1/2 hours in a
non-productive meeting.
— Eliminate travel time for participants whenever possible.
— Use non-traditional meeting techniques whenever possible.
- Consider options such as: video-conferencing, telephone, email,
Intranet / Internet....
— Have participant brain storm before attending the meeting.
Male / Female Management Styles Differences (NFWBO 1994 study)
— Both women and men entrepreneurs agree that there is more to success than
monetary gains.
— Women, however, derive satisfaction and success from building relationships with
customers and employees; having control of their own destiny; and doing
something they consider worthwhile.
— Men entrepreneurs, on the other hand, describe success in terms of growing,
self-satisfaction for a job well done and achieving desired goals.
— Women business owners are more evenly balanced in their thinking between
logic and intuition.
- This makes it easier for them to switch among multiple tasks.
- They are also more likely to seek out opinions of others.
(NFWBO 1994 study)
— Despite differences, women and men; entrepreneurs are, in large part, more like
each other than they are like the general working population.
(National Foundation of Women Business Owners 1994 study)
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