What is Management?

Management is different from leadership but just as important. To understand the nature of management, we need to be clear how it differs from leadership. The first step in answering the question: "What is management?" is to understand the basic tasks of all organizations. Like any other species, an organization needs to take care of its immediate business of survival but it also has to evolve to ensure its fitness to cope with changes in the environment and the actions of competing species.

Management is the function that organizes the execution of today's business. Leadership is the evolutionary mechanism that changes organizations to prosper in tomorrow's world. Whenever a species or individual animal runs into obstacles, variations occur and new forms are selected from those variations. Leadership is a risk taking type of action that explores new frontiers and promotes new ways of behaving. It follows that, in a stable environment, good management is all that is needed to prosper; leadership in this context isn't required.

This portrayal is not the popular one where leadership means being the top dog in a group regardless of what's going on in the environment. Also, management has been cast on the rubbish heap since the late 1970's following the initial wave of Japanese commercial success in the West. We wanted a scapegoat for our failure to compete with the Japanese, and management was fingered for this role. Jack Welsh, Tom Peters and other gurus called for more leadership and an end to management, which they saw as stifling innovation. The reality was that a lack of competition created a complacent attitude AND lackluster management. It was the way management was practiced that was the problem, not anything to do with management as a function. We simply needed to upgrade management for a new reality.

What is Management?

Being hierarchical by nature and inclined to worship heroes, we tend to regard the person in charge of our group as a leader. But complexity demands specialization and executives need to perform multiple roles that depend on the unique demands of their situation. If their main function is to maintain quality, low cost and good customer service while motivating employees to perform to their potential, then they are performing the management function, not showing leadership.

Management is like investment. Managers have resources to invest - their own time and talent as well as human and financial resources. The goal or function of management is to get the best return on those resources by getting things done efficiently. This doesn't entail being mechanical. The manager's style is a contextual issue. With highly skilled and self-motivated knowledge workers, the manager can be very empowering. Where the workforce is less skilled or motivated, the manager may need to monitor output more closely. By saying that management is a function, not a type of person or role, we better account for self-managed work teams where no one is in charge. Managemenet simply makes the best use of all resources even when we manage ourselves. Hence management does not necessarily entail a dictatorial, controlling overseer. Skilled managers know how to coach and motivate diverse employees. Getting things done through people is what they do.

The aim of management is to deliver results cost effectively in line with customer expectations and profitably, in the case of commercial organizations. It is not only leaders who can be inspiring. Inspiring leaders move us to change direction while inspiring managers motivate us to work harder.

Management is a vital function thanks to the complexity of modern organizational life. The need to coordinate the input of so many diverse stakeholders, experts and customers requires enormous patience and highly developed facilitative skills. Excellent managers know how to bring the right people together and, by asking the right questions, draw the best solutions out of them. To facilitate well requires managers to work very closely with all relevant stakeholders.

By contrast, the leader can be a bit of an outsider. Like Martin Luther King, Jr. promoting desegregation on buses to the U.S. government from the sidelines, the leader can induce people to change even with no direct involvement or authority over the people who are needed to take the hoped for action.

Managers don't just keep ongoing operations ticking over. They also manage complex projects like making a modern movie or putting the first man on the moon. Leadership is only required to sell the tickets for the journey or to resell it periodically if resistance develops, but management drives the bus to the destination.

What is Management?
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See http://www.lead2xl.com for more articles like this one. Mitch McCrimmon has over 30 years experience in executive assessment and coaching. His latest book, Burn! 7 Leadership Myths in Ashes, 2006, challenges conventional thinking on leadership.

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The Property Management Contract - What You Need to Know

The Property Management Contract - Taking it Apart

The manager will be taking on significant responsibilities with the owner's real estate. It is important to look at the contract and at a minimum it must

1. Name all parties to the contract

The Property Management Contract - What You Need to Know

2. The legal property address

3. Define the responsibilities of the manager and the owner

4. Enumerate all fees and commissions for leasing or real estate sales.

5. Define the term of the contract

6. Both parties must sign and date the contract

What is Agency?

"It may be referred to as the relationship between a principal and an agent whereby the principal, expressly or impliedly, authorizes the agent to work under his control and on his behalf. The agent is, thus, required to negotiate on behalf of the principal or bring him and third parties into contractual relationship."

Wikipedia

Basically you are signing off and binding the manager to act in your behalf and in your best interest regarding the management of the property.

The Take-away:

1. You should require a current license and go to search your state dept. of Real Estate to see if it is current and that there have not been any complaints or suspensions or revocations of the real estate license.

2. You should also check with your local Better Business Bureau and ask for referrals. 3. Finally, ask to see the general liability insurance policy and if the principals have errors and omissions insurance.

The length of the Contract: Often this is one or two years. Property Managers don't like a month to month contract because they need to get the tenants into the rent roll and into their system. They also need a little time to learn the property. One year should be a minimum.
The Take-away: Be sure that the contract can be voided, without having to provide reason and without penalty with a written 30 day notice to terminate the arrangement. Be sure that your written termination date matches the hire date or you may have a deduction for early termination. If the hire date was on the first, terminate on the first.

Duties and Responsibilities of Managers

1. Maintenance and Inspections: In a general sense they should perform all the duties necessary to maintain and manage the property. You may specify that certain tasks or procedures remain the owners to do. Many owners like to do their own maintenance.

The Take-away: Property management companies often have their own handyman and you should be very clear about how this works. If a light bulb is out and the handyman has to travel back and forth and change the bulbs, there is likely a minimum one hour charge. It could cost you .00 to change a light bulb.

2. Major Repairs: you should expect that all major repairs be completed with three independent bids and receipts to back up the billing.

Take-away: To protect yourself, you should establish limits on how much can be spent without having to get your approval. If the bids all seem high, we think you should have the right to bid it out yourself. If you do, you would then be responsible for the outcome and if it was not up to code, the management firm may not want to represent you. So, for those who know what they are doing, this might be a money saving option on big jobs.

3. Inspections: The manager should be there for all city inspections and without any charge. This is part of the management of the property.
Take away: you should have in writing that the company will also provide annual inspections and a written report.

4. 24 Hour emergency Service: This is part of basic management. There must be a 24 by 7 response team and there should be no extra charge for this. Its part of the basic manangement of a property.

Tenant Screening and leasing

1. Marketing and advertising the rental: The company should be familiar with the local market and be able to price the unit so that it rents reasonably fast and at the right rent. A poor rental process can cause you time on the market while all the bills still have to be paid. We have seen many companies try to hit home runs with getting the highest price only to be over zealous and cost the owner months of income.

The take-away: Ask the company how much leasing experience they have, how long a property is on the market. How to they come to their pricing strategies and how they intend to advertise, and are there any costs involved. We think that craigslist and a company website should do the job. With the exception of luxury properties, newspaper classifieds are a costly
expense.

2. Tenant Screening: What are the tenant screening criteria. he company should be able to clearly offer you a set of rules. This should never be an off hand "we pick em if we like em" approach. Thats a law suit waiting to happen. We will write on fair housing, the federal government's body of law governing housing and discrimination. meanwhile there are a series of articles at our website you can read if you need to know.

Financials:

All management companies should have accounts online and always available. The bigger companies will have an accountant in the company. Thats a plus.

The company responsibilities are:

1. Track income and expenses to determine profitability

2. Rents and other fees from the property shall be deposited into a special bank account or trust as required by law and cannot become mingled with the company funds.

Issue monthly income statements

3. Negotiate rental agreements

4. Respond to tenant requests and deal with problem tenants

5. The Agent should collect the rents and other income from the property promptly

6. From the rents received the Agent should pay all operating expenses and such other expenses as requested by the Owner. This may include the payment of mortgages or taxes.

Howard Bell for yourpropertypath.com

The Property Management Contract - What You Need to Know
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www.yourpropertypath.com

At Your Property Path we believe that knowledge should be free and freely shared.

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9 Management Philosophies to Develop Teams Into Elite High Performers

I met with a prospect the other day and he asked me "What do high performance managers do differently than average managers?"

I paused for a moment, scanned the long list of behaviors in my mind; distilled my answer down to the critical few things and told my prospect...

High performance managers:

9 Management Philosophies to Develop Teams Into Elite High Performers

clarify their understanding of their roles and responsibilities set non-conflicting short and long term priorities use a logical, transparent and duplicable decision-making process create a well thought out plan of action - they don't wing it create a realistic schedule for executing their plans

We discussed my answer in relation to the challenges his company was facing and agreed to involve the final person I needed to meet to close the deal.

I started the hour long drive back to the Atlanta airport and pondered a much deeper question.

Why do high performance managers behave the way they do?

I remembered asking my mentor and colleague Alex Nicholas, (the author of Applied Concepts Institutes' Sales Management Leadership Program), this very question.

Here's his answer - High performance managers have a set of management philosophies at the root of their priorities and decisions. This keeps them focused on achieving results through development of themselves, the team environment and individual team members.

All management behavior is based on daily, demonstrable, non-negotiable standards, values and ethics.

Personal conduct, decision-making and daily activities must consistently reflect the values and high ethical standards embodied by the company
Leadership skills focus on vision, strategy, values and spirit

Leadership includes communicating a clear direction for the team, in concert with the corporate vision, strategy, values and goals. Leadership also entails developing and executing longer term business plans and promoting a strong sense of the importance of individual and team contributions.
Management skills target tactical, shorter term development

Emphasis is on improving results by using proactive behavior, making sound tactical business decisions, improving near term planning, enhancing the daily work environment, and fostering developmental relationships with individual team members.
Focus on team development

The most important priority for managers is the development of an elite, high-performance team. While accommodating individual employee's needs are important, business and employee decisions should primarily be made to support the greater good of the team.

Team performance improvement begins with the manager's acceptance of personal responsibility for team actions and outcomes.

Improving team performance starts with improving one's self in personal management/leadership skills, job adaptability and business maturity.
The foundation of employee performance improvement is daily development that addresses their behavior.

All employees are recognized as having unique personalities. Management focuses primarily on developing employee behaviors that are required to successfully perform the job.
Communication between Managers and employees become more effective through a collaborative communication style.

Situations require differing styles of decision-making and communication, however collaborative communication and decision-making processes can be synergistic.
Develop employees using nurturing relationships

By consistently using a collaborative coaching process, managers help employees take personal ownership of the job and their productivity. Managers treat employees as "major accounts" for development and coach in the areas of job skills, business maturity and personal adaptability.
Improved employee productivity results in increased employee tenure and sense of self worth

Leading and managing employees to work through a focused, disciplined, high-energy, and consistent approach is the most effective way to increase results for the team and build employee job satisfaction and tenure.

So it all comes down to the congruency between your management practice and the value system that underpins the priorities you set and the decisions you make.

I would love to hear about the management philosophies that underpin your approach to making the numbers?

Add your voice to the discussion at my blog.

9 Management Philosophies to Develop Teams Into Elite High Performers
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Martice E Nicks Jr

Partner - Applied Concepts Institute, LLC

Professional Speaker, Master Sales Productivity Consultant, Coach and Trainer

Martice has 27 years as a successful consultant in government and private sectors. He focuses on optimizing and integrating systems that drive revenue and facilitate organizational performance. Martice has held multiple executive and management positions in companies including founding and self-directed teams. His approach brings a sense of urgency to drive positive behavioral change and most importantly-measurable business results. Clients realize between 15-30% increase in revenue in 90 days.

Come join the sales productivity discussion at my blog http://salesproductivitysecrets.blogspot.com/

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Human Resource Management and Organizational Effectiveness

1. Introduction

Organizational effectiveness depends on having the right people in the right jobs at the right time to meet rapidly changing organizational requirements. Right people can be obtained by performing the role of Human Resource (HR) function. Below is an outline and explanation of how to assess the HR functions of an organization by using HR activities in an architectural firm as an example. Human resource management (HRM), as defined by Bratton, J. & Gold, J. (2003), is

"A strategic approach to managing employment relations which emphasizes that leveraging people's capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices."

Human Resource Management and Organizational Effectiveness

According to this definition, we can see that human resource management should not merely handle recruitment, pay, and discharging, but also should maximize the use of an organization's human resources in a more strategic level. To describe what the HRM does in the organization, Ulrich, D. & Brocklebank, W. (2005) have outlined some of the HRM roles such as employee advocate, human capital developer, functional expert, strategic partner and HR leader etc.

An important aspect of an organization's business focus and direction towards achieving high levels of competency and competitiveness would depend very much upon their human resource management practices to contribute effectively towards profitability, quality, and other goals in line with the mission and vision of the company.

Staffing, training, compensation and performance management are basically important tools in the human resources practices that shape the organization's role in satisfying the needs of its stakeholders. Stakeholders of an organization comprise mainly of stockholders who will want to reap on their investments, customers whose wants and desires for high quality products or services are met, employees who want their jobs in the organization to be interesting with reasonable compensation and reward system and lastly, the community who would want the company to contribute and participate in activities and projects relating to the environmental issues. Common rules and procedures of human resource management must be adhered to by the organization which forms basic guidelines on its practices. Teamwork among lower levels of staff and the management should be created and maintained to assist in various angles that would deem necessary in eliminating communication breakdowns and foster better relationship among workers. The management should emphasize on good corporate culture in order to develop employees and create a positive and conducive work environment

Performance appraisal (PA) is one of the important components in the rational and systemic process of human resource management. The information obtained through performance appraisal provides foundations for recruiting and selecting new hires, training and development of existing staff, and motivating and maintaining a quality work force by adequately and properly rewarding their performance. Without a reliable performance appraisal system, a human resource management system falls apart, resulting in the total waste of the valuable human assets a company has.

There are two primary purposes of performance appraisal: evaluative and developmental. The evaluative purpose is intended to inform people of their performance standing. The collected performance data are frequently used to reward high performance and to punish poor performance. The developmental purpose is intended to identify problems in employees performing the assigned task. The collected performance data are used to provide necessary skill training or professional development.

2. Affirmative action has assisted many members of minority groups in creating equal opportunities in education and employment. Who could object to assisting these minorities, who suffered years of discrimination, in getting the equal opportunity they deserve? The problem is, affirmative action promotes racial preferences and quotas which cause mixed emotions. One time supporters of affirmative action are now calling out "reverse discrimination". If we want a stronger support for affirmative action we need to get rid of the preferential treatments.

The back bone of affirmative action began with the ratification of the Thirteenth Amendment. The amendment abolished slavery and any involuntary labor, is showed there was a calling for equal opportunity for all South Africans.

A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments.

In essence, an HR strategy should aim to capture "the people element" of what an organisation is hoping to achieve in the medium to long term, ensuring that:-

o it has the right people in place

o it has the right mix of skills

o employees display the right attitudes and behaviours, and

o employees are developed in the right way.

If, as is sometimes the case, organisation strategies and plans have been developed without any human resource input, the justification for the HR strategy may be more about teasing out the implicit people factors which are inherent in the plans, rather than simply summarising their explicit "people" content.

An HR strategy will add value to the organisation if it:

o articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies, which have not been fully identified before; and

o identifies fundamental underlying issues which must be addressed by any organisation or business if its people are to be motivated, committed and operate effectively.

The first of these areas will entail a careful consideration of existing or developing plans and strategies to identify and draw attention to common themes and implications, which have not been made explicit previously.

The second area should be about identifying which of these plans and strategies are so fundamental that there must be clear plans to address them before the organisation can achieve on any of its goals. These are likely to include:

o workforce planning issues

o succession planning

o workforce skills plans

o employment equity plans

o black economic empowerment initiatives

o motivation and fair treatment issues

o pay levels designed to recruit, retain and motivate people

o the co-ordination of approaches to pay and grading across the organisation to create alignment and potential unequal pay claims

o a grading and remuneration system which is seen as fair and giving proper reward for contributions made

o wider employment issues which impact on staff recruitment, retention, motivation etc.

o a consistent performance management framework which is designed to meet the needs of all sectors of the organisation including its people

o career development frameworks which look at development within the organisation at equipping employees with "employability" so that they can cope with increasingly frequent changes in employer and employment patterns

o policies and frameworks to ensure that people development issues are addressed systematically: competence frameworks, self-managed learning etc.

The HR strategy will need to show that careful planning of the people issues will make it substantially easier for the organisation to achieve its wider strategic and operational goals.

In addition, the HR strategy can add value is by ensuring that, in all its other plans, the organisation takes account of and plans for changes in the wider environment, which are likely to have a major impact on the organisation, such as:

o changes in the overall employment market - demographic or remuneration levels

o cultural changes which will impact on future employment patterns

o changes in the employee relations climate

o changes in the legal framework surrounding employment

o HR and employment practice being developed in other organisations, such as new flexible work practices.

Finding the right opportunity to present a case for developing an HR Strategy is critical to ensuring that there will be support for the initiative, and that its initial value will be recognised by the organisation.

Giving a strong practical slant to the proposed strategy may help gain acceptance for the idea, such as focusing on good management practice. It is also important to build "early or quick wins" into any new strategy.

Other opportunities may present the ideal moment to encourage the development of an HR Strategy:-

o a major new internal initiative could present the right opportunity to push for an accompanying HR strategy, such as a restructuring exercise, a corporate acquisition, joint venture or merger exercise.

o a new externally generated initiative could similarly generate the right climate for a new HR strategy - e.g. Black economic empowerment initiatives.

o In some instances, even negative news may provide the "right moment", for example, recent industrial action or employee dissatisfaction expressed through a climate survey.

Human Resource Management and Organizational Effectiveness
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Visit JayMag Psychology for the best online marketing strategies and business resources. CLICK HERE

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Span of Management

Also known as span of control, is a very important concept of organizing function of management. It refers to the number of subordinates that can be handled effectively by a superior in an organization. It signifies how the relations are planned between superior and subordinates in an organization.

Span of management is generally categorized under two heads- Narrow span and Wide span. Narrow Span of management means a single manager or supervisor oversees few subordinates. This gives rise to a tall organizational structure. While, a wide span of management means a single manager or supervisor oversees a large number of subordinates. This gives rise to a flat organizational structure.There is an inverse relation between the span of management and the number of hierarchical levels in an organization, i.e., narrow the span of management , greater the number of levels in an organization.

Narrow span of management is more costly compared to wide span of management as there are larger number of superiors/ managers and thus there is greater communication issues too between various management levels. The less geographically scattered the subordinates are, the better it is to have a wide span of management as it would be feasible for managers to be in touch with the subordinates and to explain them how to efficiently perform the tasks. In case of narrow span of management, there are comparatively more growth opportunities for a subordinate as the number of levels is more.

Span of Management

The more efficient and organized the managers are in performing their tasks, the better it is to have wide span of management for such organization. The less capable, motivated and confident the employees are, the better it is to have a narrow span of management so that the managers can spend time with them and supervise them well. The more standardized is the nature of tasks ,i.e., if same task can be performed using same inputs, the better it is to have a wide span of management as more number of subordinates can be supervised by a single superior. There is more flexibility, quick decision making, effective communication between top level and low level management,and improved customer interaction in case of wide span of management. Technological advancement such as mobile phones, mails, etc. makes it feasible for superiors to widen their span of management as there is more effective communication.

An optimal/ideal span of control according to the modern authors is fifteen to twenty subordinates per manager, while according to the traditional authors the ideal number is six subordinates per manager. But actually, an ideal span of control depends upon the nature of an organization, skills and capabilities of manager, the employees skills and abilities, the nature of job, the degree of interaction required between superior and subordinates.

Span of Management
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Author is the writer of www.managementstudyguide.com/organizing_function.htm which explains in detail about the organizing function of management and its important concepts.

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Basic Management Skills - What Makes a Good Manager?

Basic management skills are necessary to run a small business. Some business owners believe that leading vs managing is most important. In reality, you need to be able to both lead and manage.

What makes a good manager? There are definite business management styles and skills to focus on; specifically for small business owners. If you're the owner or manager of a small business, it's important to understand what those basic management skills are and to try to incorporate them into your own behaviors. Why? Because some skills are more successful than others and because some styles will engage your employees, while others will dis-engage them.

Business management skills such as planning, decision making, problem solving, controlling and directing, and measuring and reporting are needed for the daily operation.

Basic Management Skills - What Makes a Good Manager?

Using their small business plan, effective managers direct the business operation. Communications, benchmarking, tracking and measuring are tactics and strategies that they use to check their direction, to adjust the plan (if necessary), and to move the business forward. Good managers act to achieve the desired results; and they manage people and resources to get where they want to go.

Understanding what makes a good manager, means understanding what motivates employees.  How do you build an environment and culture that encourages employees to participate? How do you increase employee productivity and employee satisfaction; simultaneously? How do you recruit the best talent, and then keep them? How do you train your staff to solve problems, make decisions, and involve others in the process? These are just some of the challenges, and responsibilities, of managing.

As a manager, you need to understand what the common business management styles are (autocratic, paternalistic, democratic, and passive are the most common styles). And you need to understand what your style is, and how that style affects business results.

Four Business Management Styles:

Autocratic: The manager makes all the decisions; a "command and control" (militaristic) management style. Focus is on business; doesn't want any personal 'stuff' to get in the way. The benefit is that decisions are made quickly. The cost is in high employee turn-over as employees find this style difficult, and stressful. Paternalistic: The manager makes all decisions (or most of them) but focuses on what's best for employees. The benefit is that employees feel the business is taking care of them. The cost is that employees don't take care of business - they are uninvolved and have little at risk. Democratic: The manager wants input from the whole 'team' and majority rules. Often good decisions are made and employees feel involved in the business (the benefit to this style) but the process is very slow and you can't always make everyone happy. Passive: The manager abdicates responsibility to the employees; and calls it delegation. The benefit is that employees often step forward and learn in this environment. The cost is that the direction is scattered and there can be numerous false starts because there is no real manager.

Managers typically use more than one style, depending on the situation. If brainstorming creative new product ideas is today's focus, then the manager may want to use a democratic or passive style. If a decision about keeping or firing an under-performing employee must be made, the manager may need to use an autocratic or paternalistic style (hopefully not a democratic or passive style).

In most small businesses, the business owner is also the manager and the leader. In your business, make sure that you have a good understanding of your own business management styles, skills and qualities and learn how to control them and use them as necessary.

Basic Management Skills - What Makes a Good Manager?
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To understand more about what makes a good manager, or the difference between leading vs managing, it is good to focus on the qualities of an effective manager as compared to the qualities of an effective leader.
Kris Bovay is the owner of Voice Marketing Inc, a business and marketing services company. Kris has 25 years of experience in leading large, medium and small businesses. For more pricing strategies and other small business resources and services go to the more-for-small-business website.
Copyright 2008 - 2009 Voice Marketing Inc.

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Anger Management - 7 Top Reasons Why We Get Angry

Anger is a normal emotion. We all get angry and need to find ways to manage ourselves when we are angry. The reasons why we get angry are varied. It helps us to find ways to deal with our anger when we understand what is making us angry.

Three reasons people respond with anger when they feel emotionally threatened:

Feeling hurt - when our feelings are hurt it is easier to get in touch with anger at the person who has just emotionally wounded us than to acknowledge the hurt. Feeling betrayed - the feeling of having been betrayed hits us to the core and again the instinctive response can be one of overwhelming anger at the person who betrayed us. Feeling embarrassed - responding with anger becomes a way of covering up what one is really feeling.

Anger Management - 7 Top Reasons Why We Get Angry

Four reasons people respond with anger that are learned:

Repeating a pattern - this is usually a pattern that is learned from the people who have had a significant influence in ones life. Usually it is a parent or other adult from whom one learns how to deal with anger. Unfortunately some people are not good at modeling successful ways of handling oneself when angry. Getting ones way - Some people have found that they get what they want when they get angry. By getting angry they intimidate the other person and cut off communication. Handling defensiveness - Responding with anger can be a cover up for feeling defensive. Again it is a learned response to experiencing strong feelings that are deep inside. People who are in the habit of responding with defensive anger are frequently not even aware what they are really feeling. Anger can be a cover-up for many other feelings. It takes courage to look behind the defensiveness. Pent-up rage - can be for various reasons: having been mistreated, bullied and/or abused; difficulty with impulse control; or a result or drug,alcohol, or prescription drug abuse. Any one who is struggling with pent-up rage may benefit from a professional assessment. If one does not find successful ways of handling this kind of anger it will adversely affect relationships.

Learning to understand what makes one angry goes a long way towards finding solutions to managing ones anger. In order to be able to interact successfully with others it becomes necessary to learn ways of dealing with ones anger in ways that are respectful of self and others.

Anger Management - 7 Top Reasons Why We Get Angry
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And if you are interested in learning more about strengthening your emotional fitness I invite you to visit http://www.GrowWithKristina.com and http://www.kristinavonr.com all by Kristina von Rosenving

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More Best Answers For Retail Management Interview Questions

If you are interviewing for a retail management position, you might be curious about some of the job interview questions. Moreover, you might be curious as to what the best answers for those retail management questions are. Keep reading on to get some helpful tips and answers.

Question: How would you handle a problem employee, such as someone who consistently arrives late to work?

The answer to this question might seem a little bit tricky. After all, a good company does not want an employee who wastes company time and money on their payroll. However, an answer such as "terminate them immediately" might be jumping the gun too fast. One of the best answers for retail management interview questions along this line is an answer that involves checking their work history, providing a clear and simple reminder, and then possibly termination if an improvement was not made in a timely matter.

More Best Answers For Retail Management Interview Questions

Question: You walked through the store on the way in and have possibly shopped here before, what would you recommend doing to improve this store?

The answer to this question is another tricky one. Your first impulse is to assume "this company doesn't want to hear I think the store looks like crap." Of course, you don't want to use those exact words, but provide an honest answer. The best answers for retail management interview questions are honest ones. Ideal suggestions include have an employee greet me when I walk through the door, remove bulky displays in the aisles that hinder cart movement, and so forth.

Question: Have you personally shopped here before? Why or why not?

You might think it is best to answer this interview question with a "yes." After all, the best types of retail store employees are those who take pride in their company and actual shop with them. However, don't outright lie to suck up. Once again, this is your chance to shine. Provide honest feedback if you don't shop there (why not and what would change your shopping habits). If you are an avid shopper, state why (whether it be the friendly staff, the quality products, or the good prices).

Question: As a new store manager, how would you delegate tasks to your coworkers?

This type of interview question for a retail management position is designed to get an idea of your method of management. Are you a manager who just goes with the flow? By the way, these aren't the type of store managers that most retailers look for. If you were, your response would include letting each employee perform the tasks they normally do. If you were a take-charge kind of manager who is interested in producing the best results, your answer would involve assessing and communicating with each coworker first. The goal is to determine who is the most productive at what and go from there.

Question: While you are applying for a store management position, can you still work as part of a successful team?

One of the best answers for retail management interview questions like this one is yes! As a store manager, it is your responsibility to manage the entire store, as well as each employee. On that same note, store managers often help with everyday tasks. This is particularly common in small stores with limited payroll hours. Job interviewers want to know that you can not only handle the management aspects, but the team aspects as well, such as helping your stockers unload a warehouse truck.

More Best Answers For Retail Management Interview Questions
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7 Steps To Developing A Risk Management Plan

Risk is real for any company or organization. Don't kid yourself. Things happen when you least expect them to happen. Are YOU ready for the unimaginable, the unexpected, the unwanted? As an executive, have you put your head in the sand around risk? Do you pretend that all is well, and nothing will change? If so, it's time to face reality: data gets lost, buildings burn, people resign. When any of these occur, your organization is at risk for malfunction, inefficiency, chronic struggle, revenue loss, and even total failure. Is this the path you want to go down?

Beginning now, you can initiate the process of developing your organization's risk management plan. Take charge. Form a committee representing Board members and staff, and ask them to partner with you to create this critical document. Make sure everyone understands the importance of the work, and explain to them how they can benefit from contributing to the finished product. Risk managements plans are not optional; they are essential for every company, large or small. There are no valid exceptions.

Implement the following seven steps, and give yourself and others a huge slice of peace of mind:

7 Steps To Developing A Risk Management Plan

1.  Define what risk looks like for your organization.
What constitutes risk in your shop? Threats to normal operations? Threats or compromises to people's safety? Loss of physical and electronic property? Loss of revenue? Decreased public/community support? Unethical behaviors?   Create a comprehensive definition of risk that means something to YOU and YOUR organization.

2.  Identify specific risks.
Ask the committee to brainstorm as many different risks as they can possibly imagine. Record them on a white board or flip chart. Examples of various risks include: firing of the chief executive, dwindling interest in one of your major products, departmental silos, Board infighting, inability to fundraise, economic downturn, layoffs, building fire, computer crashes, philosophical differences between key employees, extended leaves for managers, interruption in receiving necessary supplies. All of these are potential risks, and there are many others. Continue brainstorming until the group believes they have come up with an exhaustive list.

 3.  Categorize each risk.
Determine category names for the identified risks. Examples may be: Chief Executive, Board of Directors, Physical Property, Technology, Data, Employees, Products or Services, Customers/Clients, Stakeholders,. Place each risk under one of the selected categories. Create as many category names as you need.

4.  Rank each risk according to severity or significance.
Choose headings such as "most severe", "moderately severe", "of minimal concern". You don't have to use these same words for your headings, but be sure that your phrases adequately differentiate between the degrees of seriousness. Perhaps you would like to color code each risk according to its significance heading: red for "most severe"; black for "moderately severe", and green for "of minimal concern". Set it up the way it best works for you and your organization.

5.  Develop strategies for reducing or eliminating each risk.
Begin with the risks under your "most severe" heading. It's critical that you don't delay in thinking through possible solutions for those major issues. Ideally, determine multiple strategies for each risk. Be sure to consider who within the organization is going to be responsible for implementing the various strategies, and the resources needed to implement them. Omitting this information from the plan only causes big problems later.   

6.  Write your plan.
Using all of the above input, shape a readable document. Practicality is paramount here. The plan is worthless if nobody can follow it, interpret it, or actually rely on it as a guide during crisis. After it is compiled, seek feedback from the committee as well as other employees and Board members. Incorporate changes where indicated. Check for evidence of common sense throughout the document. Hold yourself accountable to a high standard around common sense. A pie-in-the-sky risk management plan doesn't serve anyone.

7.  Test some of those strategies in your plan for viability.
Do they work? Can they work? Why or why not? Where are the pitfalls? What steps are missing? Would you benefit from having certain outside experts review your strategies? If so, which types of experts? 

Revisions to the plan may occur annually, as situations arise and your organization lives one or two of the strategies firsthand. Hindsight is often wiser. Don't be afraid to toss some plan content when you know for a fact that this is what you must do. Remember: the plan needs to be current. On a day you least expect it, someone has to grab that document, refer to a particular section in it, and act upon it--fast.

7 Steps To Developing A Risk Management Plan
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Sylvia Hepler, Owner and President of Launching Lives, is an executive coach/advisor based in South Central PA. Her ideal clients are corporate executives, nonprofit executive directors, and business owners who demonstrate commitment to getting unstuck and creating a NEW story for their lives. Ms. Hepler's background includes: teaching, public speaking, retail sales, freelance writing, and executive leadership of a 14 county nonprofit organization. She has a working knowledge of staff supervision, Board development, Quality Management, SWOTT Analysis, the hiring and firing of employees, mission/vision development, networking, and organizational collaboration. Her no nonsense approach coupled with heart yields swift results with most clients.
CONTACT:
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Talent Management, Acquisition and the Importance of Role Consultancy

Introduction

In all businesses today, aligning human resource management with business strategy has become an important element to succeed. Organisational restructuring, managing key resource requirements, performance management systems, career and succession planning have all been re-aligned to form synergy with the company's overall business strategy.

With increased competition, changing workforce demographics, talent shortages and increased globalization, many organizations are now proactively studying leadership, demographic and economic trends, to prepare for their future workforce needs. HR departments are developing comprehensive workforce plans and talent management strategies centered on attracting, assessing, selecting, engaging, and retaining talent

Talent Management, Acquisition and the Importance of Role Consultancy

The practice of Talent Management is more important in today's economy than it has ever been. Now in the new millennium, we find ourselves in the talent age. In the new millennium the only unique asset that many companies have to maintain a competitive edge is their people. In the global market place and every industry around the world, it is the talent and its management that differentiates and sets the tone for success or failure
To achieve organizational goals, one must synchronize their business strategy and human capital strategy. Successful organisations have the right talent in place at all levels - people who look beyond the obvious and take the business into the future. The basis for ensuring this is an integrated approach to talent management.

Finding and keeping the right people has an enormous effect on one's organization's financial performance. Identifying these talents and hiring people whose talents are similar to those of top performers are crucial steps toward achieving individual and organizational success Talent management and leadership development remain the biggest Human Resources challenges. The two issues are rated "highly critical for success" Talent management means aligning talent strategies with organisational needs; attracting and selecting the right people, identifying and shaping their potential and fuelling their enthusiasm and commitment

Effective talent management is a critical business goal for all leading organisations in today's economy. Human resource management is a process of bringing people and organizations together so that the goals of each other are met. The role of Human Resource manager is shifting from that of a protector and screener to the role of a planner and change agent. The knowledge age moved the basis of economic value to information assets through integrated communications and computer technology. Now the competitive battlefront is for the best people because they are the true creators of value. PEOPLE provide unique knowledge, an inherent component of the value-proposition that PEOPLE bring to an organization; knowledge gained through education, training, and experience. Investment in PEOPLE will position organizations for continual innovation in an increasingly diverse, competitive and ever-changing climate

Human capital is the most vital resource in any organization and also the most difficult to manage. Today the success of Human Resources professionals is directly linked to the quality of talent and its productivity and they are being held accountable to deliver on stringent and measurable performance metrices. Building a competitive talent pool is a function of attracting, engaging and retaining the right mix of competencies. Companies are also increasingly hiring employees whose personalities and values reflect those of the organization

Talent Management is more and more business critical to organizations, bringing with it, new visibility and challenges. For Human resources people, employees are the face of company's brand and the most vital asset of one's business. They drive organisation's productivity and profitability. Aligning Talent Acquisition to the organization's strategic objectives is imperative to the success of the organization and Human Resources tend to concentrate in recruiting those key people and focus their attention and resources on developing them. Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the global alignment of Indian organizations. There is a need for multi skill development.

It would be apt at this juncture to recapitulate on the nuances on Talent Acquisition and Recruitment

Recruitment and Talent Acquisition are used synonymously but there is quite a lot of difference between the two. Recruitment involves the process of filling up of the vacancies where as talent acquisition shows the strategic hiring of talent not only for the current requirement but also planning for future. McKinsey & Company (1997) that coined the term 'the war of talent', predicted that there is high demand for managerial talent in future. The survey report insisted on five elements for tapping the successful talent such as talent mindset, growing great leaders, employee value proposition, continuous top talent recruitment and differentiation. Hence the companies need to be forearmed to anticipate and determine the talents.

Recruiting- been viewed as a transactional, commodity based business function to fill job openings with qualified people. In contrast, Talent Acquisition is distinct elements of the Talent Management continuum, a proactive, strategic function, procuring talent for the organization's value add. Talent Acquisition is no longer a silo in the human resource function, but collaboration with specialists from other functional areas within Talent Management to posture a company for talent who will evolve and become strategic partners within the organization. Talent Management/Acquisition asks: do we have a strategy in place to attract and retain qualified employees; do we know what business is in the pipeline, what the staffing needs are for the next six-twelve months, bill rates that determine potential candidate salaries, etc

On moving to a Talent Acquisition model there is a significant difference between those organizations that practice recruiting and those that have a talent acquisition practices

Recruiting- To identify & select a person for a position.
Talent - A special often creative, artistic or mental gift.
Acquisition - To gain possession of something as a result of effort or experience.

Strategic Talent Acquisition takes a long-term view of not only filling positions today, but also using the candidates that come out of a recruiting campaign as a means to fill similar positions in the future In the most enlightened cases of Strategic Talent Acquisition, clients will recruit today for positions that do not even exist today but are expected to become available in the future. Recruiting is involved on the front end of the process; Talent Acquisition would be as a collaborative business partner. Aligning Talent Acquisition to the organization's strategic objectives is imperative to the success of the organization

Role of Consultancy in Talent Acquisition and Talent Management.

The Talent Acquisition needs of companies are becoming more and more intricate - which means more focus and effort for proper functioning. Cross location, multiple skills, blend of technologies and personal attributes makes the hiring process a very involved effort

By outsourcing Talent Acquisition function, the organisation can focus on core business issues, while they have a reliable framework of Talent supply. This is a new emerging paradigm which is making a lot of companies tread this path. Nurturing Human Capital via Talent Management, would be the focus of Talent acquisition and recruitment. Recruitment Support includes activities from pre- and final- screening, interview management, Offer Management and Data Management. Recruitment is integral to talent management and requires considerable executive management mindshare. Recruiting is changing fast, with myriad challenges facing those responsible for attracting, hiring and retaining top talent.

The role of human resources has shifted within most leading organizations and Human Resource practitioners are now required to demonstrate value to the business. Talent acquisition platform can be configured to fit the size and structure of any recruiting organization Working closely with the business, Talent Acquisition Consultant- would manage all Experienced Hire Recruitment

Talent Acquisition Consultancy would work in cohesion and coordinate with the respective & assigned business function(s) to source, recruit and select the best Talent for the organiation

Talent Acquisition Consultancy - would work in the role of a partner to align strategies that would support business objectives and create processes, tools and cultures that attract, motivate, engage and retain strong, high-potential Talent.

Talent Acquisition Consultancy- with the background and exposure of global competence in executive recruiting, and also country specific knowledge; will be in position to play a critically important role in identifying high profile executives and recruiting top global talent. Talent Search Service would range from single assignment to regional or global and could include multiple positions in various locations

Talent Acquisition Consultancy Would Play A Significant Role In

Identifying Top/Senior level Talent for all business groups and be responsible for identification, recruitment and on-boarding of senior level leaders throughout the organization utilizing direct sourcing techniques including personal networking, online search, and leveraging internal tools and resources

Responsible for providing creative sourcing solutions to customers in a consultative role. Recruiting through a variety of sources, including Internet, professional associations, networking, advertisements, job fairs, university relations, etc. Function as a full business partner to develop staffing processes, identify business issues and recommend innovative solutions.

Find, assess, engage, hire, and on-board the highest quality candidates, especially in the critical skill areas. Assess candidate skills, background and fit so as to predict performance levels and styles with a high degree of accuracy.

Manage the full life-cycle of the recruiting process - Recruit / Source, contact, screen candidates.

Assess candidate's competency to include job fit, motivational fit and culture fit.

Source, identify, and screen candidates to determine if their technical ability, attitude and personality make them a fit for the Client's culture

Develop candidate talent pipelines through sourcing channels, recruitment campaigns, internet searches, networking groups, social media, database search

Talent Management

Once the Talent Acquisition process is completed the human resource professionals have to concentrate on the next level of Talent Management- Talent Development. It is necessary to develop the skills of the employees through Training and Development Talent Management in organizations is not just limited to attracting the best people from the industry but it is a continuous process that involves sourcing, hiring, developing, retaining and promoting them while meeting the organization's requirements simultaneously

Talent Management, as the name itself suggests is managing the ability, competency and power of employees within an organization. The concept is not restricted to recruiting the right candidate at the right time but it extends to exploring the hidden and unusual qualities of one's employees and developing and nurturing them to get the desired results. Hiring the best talent from the industry may be a big concern for the organizations today but retaining them and most importantly, transitioning them according to the culture of the organization and getting the best out of them is a much bigger concern

To achieve success in business, the most important thing is to recognize the talent that can accompany one in achieving one's goal. Attracting them to work for you and strategically fitting them at a right place in your organization is the next step. It is to be remembered that placing a candidate at a wrong place can multiply one's problems regardless of the qualifications, skills, abilities and competency of that person

Talent Acquisition and Talent retention are like the two sides of a coin that are critical in the human capital management. Innovative technologies are to be adopted to enhance the process of Talent Management. With the dynamic situation prevailing in the global employability status, the role of human resource managers is very imperative in maintaining the talent balance. Holistic cum participatory approach is to be followed for harnessing the real benefits of Talent Management system. The Talent Management system that acts as a driver to performance excellence has to be integrated with the rest of the areas in the company and through effective Talent Management strategy.

The practice of talent management would involve no of strategies used in the management of human capital resources and their application. We shall dwell on few critical issues that are imperative in the management of talent and their significance:- i. e for Talent Management Best Practices:-

Key points & factors

Talent Acquisition
Assessing organizational talent readiness and execution capability Identifying talent gaps Identifying mission critical positions selection- identification- & recruitment- of right people assessment- assessing competencies of apt profile

Retaining Talent

In the current climate of change, it's critical to hold onto the key people. These are the people who will lead the organisation to future success, and the organisation can't afford to lose them
Employees are more likely to join stay within an organization if they believe the prospects are good for longer-term career and leadership development

To realise this and to attract and retain Talent -Organisation need to have a

Workforce planning ·building a road map for implementation

Diversity programmes designed to develop, retain and promote diverse Talent

Career Planning- - scope of advancement in career for employees- their effort being valued and recognized-

Selecting Talent:- Management should implement proven Talent selection systems and tools to create profiles of the right people based on the competencies of high performers. It's not simply a matter of finding the "best and the brightest," it's about creating the right fit - both for today and tomorrow.
Coaching and Mentoring- development of-new competencies. Using development to drive business objectives Building an effective development plan Development of employees - for a elevated and key position

Developing processes for Succession Planning and Talent pipelines

Managing Succession: Effective organisations anticipate the leadership and Talent requirement to succeed in the future. Leaders understand that it's critical to strengthen their Talent pool through succession planning, professional development, job rotation and workforce planning. They need to identify potential Talent and groom it.

The cost of replacing a valued employee is enormous. Organisations need to promote diversity and design strategies to retain people, reward high performance and provide opportunities for development.
It's imperative to assess existing talent within the organization. Talented and ambitious people are more likely to stay with their current employer if they receive positive development, motivation and encouragement to reach their potential

Organisation need to focus on managing the needs of individual employees, in alignment with organizational objectives, while identifying and deploying top performers accordingly.

a) For the individual: Coaching and mentoring based on discovered needs.
b) For the work team: Identifying top performers, or "stars," and capitalizing on their talent.
c) For the organization: Maximizing return on investment by putting the right person with the right skills in the right job at the right time

Identification & selection of - high performers- represent the requisite competencies of the organisation and also inspiration to others to follow suit.

Focusing on Core Talent

Companies are increasingly looking at bringing exceptional talent on board for those roles that are core to their business and·building a business case for inclusion in the organizations strategic policy
In an increasingly global business world, where teams work across borders, understanding different work cultures is the key to success.

In India, there is a high demand for good talent and hence a lot of attention is being given to retaining and engaging that talent. Retaining talent for Indian companies has become a key factor in their growth strategies.

We shall just give a brief sketeh of talent management systems adopted in an Indian organisation.

Mahindra and Mahindra -- A US . 5 billion multinational group based in Mumbai, India, with more than 137,000 people in over 100 countries, in the business of utility vehicles, information technology, tractors, and vacation ownership- - created a robust Talent Management system to attract, nurture and promote employees.

Anand Mahindra, the group's 57-year-old vice-chairman and managing director has been grooming some key leaders to replace the ageing stars. A Talent Management programme conceptualised in 2004 to chart out the succession plan for top executives, has already produced eight key leaders.

For the group, organisational restructuring posed the greatest challenge keeping in mind the changing dynamics in the business especially the tractor and automotive division. the re-alignment was necessitated by changing dynamics in the business environment. the objective was to grow leadership positions in the UV and tractor market and developing successful businesses in relatively new business areas like IT, financial services, realty and infrastructure development and also service industries like Time share (Club Mahindra). "Keeping in mind the new business objectives the challenge was to re-orient the human resource management towards these objectives. "

To achieve these objectives the company began a full reassessment of organisation and management structure with the help of consultants like Mckinsey's, Arthur Anderson and Korn Ferry. The outcome was, clear roles and responsibilities were identified and the competency required for each role was mapped. The officers went through individual assessments of competencies against the requirement of each role. External consultants as well as internal assessors ran assessment centres and each individual was then placed based on competency and role fitment

THE RETIREMENT OF ARUN NANDA (Executive Director - 2 Years ago) marked the beginning of the end of a long reign of stalwarts. New leaders are already rising and showing every sign that the group's succession planning initiatives will help fill the void. Most are in their forties, rising rapidly and are being thrown into different roles in the group - clues that they are being groomed for greater responsibilities.

Many emerging leaders were inducted onto the group's apex-decision making body Group Executive Board in 2010 in preparation for the retirement of six members on the board.

Anita Arjundas, the 44-year-old head of the real estate business and the lone woman member of the group executive board, mirrors the emergence of a quiet transition that is taking place inside the automobile-to-aviation group.

Conclusion.

Today, companies have become fiercely competitive when it comes to attracting and retaining Talent. The present scenario with abundant opportunities has triggered a wave of employees, perpetually "on the move", forever seeking better opportunities whenever, wherever and however they can

Talented people want to be a part of something they believe in and not just a fat pay package. A culture of commitment is the key to employee retention- a culture that concentrates on vision, mission, values and ambitious goals to attract and hold on to talented people. This culture of commitment can only set in if there are guiding principles or core values that are of intrinsic importance to those in the organisation.

Cultural dimensions as a tool to retain talent zeroes in on functional, technical and control aspects, while simultaneously dealing with inspiration, emotion, energy, enthusiasm, collaboration and camaraderie, openness and a sense of belonging

At the end of the day, creating and delivering a great employee value proposition is clearly the best way to retain good people. Research shows that companies which have recognised the need to give priority to its people management-driven strategies are the winners

Talent Management, Acquisition and the Importance of Role Consultancy
Check For The New Release in Health, Fitness & Dieting Category of Books NOW!
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Dr. SITA RAMACHANDRAN

http://www.perfectplacer.com

Will give a good understanding of the Concept of Talent Management and its constituents and its practical relevance and applicability in a True Life Business Environment.

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