Global Talent Supply

Organizational Culture

adrian — Sun, 07 Mar 2010 16:00:53 +0000

In the past 25 years, the concept of organizational culture has gained wide acceptance as a way to understand human systems. From an “open-sytems” perspective, each aspect of organizational culture can be seen as an important environmental condition affecting the system and its subsystems. The examination of organizational culture is also a valuable analytical tool in its own right.

This way of looking at organizations borrows heavily from anthropology and sociology and uses many of the same terms to define the building blocks of culture. Edgar Schein, one of the most prominent theorists of organizational culture, gave the following very general definition:

The culture of a group can now be defined as: A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. (Schein 373-374)

In other words, as groups evolve over time, they face two basic challenges: integrating individuals into an effective whole, and adapting effectively to the external environment in order to survive. As groups find solutions to these problems over time, they engage in a kind of collective learning that creates the set of shared assumptions and beliefs we call “culture.”

Gareth Morgan describes culture as “an active living phenomenon through which people jointly create and recreate the worlds in which they live.” For Morgan, the three basic questions for cultural analysts are:

What are the shared frames of reference that make organization possible?
Where do they come from?
How are they created, communicated, and sustained? (Morgan 141)

Elements of organizational culture may include:

Stated and unstated values.
Overt and implicit expectations for member behavior.
Customs and rituals.
Stories and myths about the history of the group.
Shop talk—typical language used in and about the group.
Climate—the feelings evoked by the way members interact with each other, with outsiders, and with their environment, including the physical space they occupy.
Metaphors and symbols—may be unconscious but can be found embodied in other cultural elements.

Morgan proposes four essential strengths of the organizational culture approach:

It focuses attention on the human side of organizational life, and finds significance and learning in even its most mundane aspects (for example, the setup in an empty meeting room).

It makes clear the importance of creating appropriate systems of shared meaning to help people work together toward desired outcomes.

It requires members—especially leaders—to acknowledge the impact of their behavior on the organization’s culture. Morgan proposes that people should ask themselves: “What impact am I having on the social construction of reality in my organization?” “What can I do to have a different and more positive impact?”
It encourages the view that the perceived relationship between an organization and its environment is also affected by the organization’s basic assumptions. Morgan says:

We choose and operate in environmental domains according to how we construct conceptions of who we are and what we are trying to do. . . . And we act in relation to those domains through the definitions we impose on them. . . . The beliefs and ideas that organizations hold about who they are, what they are trying to do, and what their environment is like have a much greater tendency to realize themselves than is usually believed. (Morgan 149)

According to Edgar Schein, cultural analysis is especially valuable for dealing with aspects of organizations that seem irrational, frustrating, and intractable. He writes, “The bottom line for leaders is that if they do not become conscious of the cultures in which they are embedded, those cultures will manage them.” (Schein 375) It is significant that Schein uses the plural “cultures.” Using open-systems concepts, we know that members of a group culture may also belong to subcultures within an organization. Since organizations do have a shared history, there will normally be at least a few values or assumptions common to the system as a whole. But sometimes, as in many orchestra organizations, the subcultures have had different experiences over time, and their group learning has produced very different sets of basic assumptions.

Organization members interpret the behavior and language of others through their own cultural biases. Each member’s (or subsystem’s) set of beliefs, values, and assumptions becomes their unquestioned “reality”; they then perceive behavior inconsistent with their own biases as irrational, or even malevolent. The organizational culture model suggests reinterpreting such conflict as a product of different sets of experiences. Instead of looking at conflict as “right” versus “wrong,” this approach suggests that subsystems examine the assumptions underlying their behavior, honor the experiences and learning that led to those assumptions, and then investigate whether those assumptions still work well in the present.

This is an exemplary application of “double-loop” learning, a term coined by Chris Argyris of National Training Laboratories in Washington, D.C., and now in general use among organizational theorists. In contrast with “single-loop” learning, or the process of solving problems based on an existing set of assumptions, double-loop learning also involves becoming aware of a group’s underlying assumption set and continually inquiring whether it is still useful for the task at hand.

Because culture is so deeply rooted in an organization’s history and collective experience, working to change it requires a major investment of time and resources. Help from a change agent outside the system is often advisable. Without such help, it is difficult for insiders to view their “reality” as something they’ve constructed, and to see meaning in things they normally take for granted.

Sourced: http://www.soi.org/reading/change/culture.shtml

Characteristics of the Ideal Employee

adrian — Sun, 07 Mar 2010 16:00:48 +0000

1.Dependability
2.Honesty & Integrity
3.Positive, Proactive Attitude
4.Willing to Work
5.Uses Down Time Productively

DEPENDABILITY
Management and executive staff and corporate employers overall see Dependability in these good qualities:

1.Always Follows Directions
2.Consistently Accurate
3.Works Independently
4.Gets Along with peers, management, and clients
5.Good Grooming and Hygiene
6.Always On Time to work and back from breaks.
7.Good Attendance - Does not take off all their sick time just because they have it
8.Cooperative, but asks good questions
9.Upbeat and Proactive Attitude
10.Team Player

HONESTY & INTEGRITY
This is more than just telling the truth. It includes doing your best work for your work team, your company and your boss. Holding back because one is afraid of working more than others and not be rewarded for it is an immature belief; such an employee needs to sit down with the supervisor or boss and ask about the chances for advancement and raises and how to accomplish them.

The action of doing as little as possible while others make up the difference is not a likeable personality trait at work, at home, or anywhere else. Remember that many founding colonies and new nations began by leaders telling their settlers, “He who does not work, does not eat.” Such an employee will make enemies of coworkers and also not be promoted. In addition, this negative trait will definitely show up as a problem on annual performance reviews.

Examples of dishonesty and lack of integrity:

•Working more slowly than the standard pace.
•Having coworkers clock in for them when late. This is usually illegal as well.
•Pilfering work-related supplies and equipment.
•Extended breaks and rest room visits.
•Completing personal tasks on the job, using company equipment and supplies, including the telephone and Internet.

POSITIVE, PROACTIVE ATTITUDE
Attitudes project your beliefs and values, and what you think of your job, coworkers and boss. It is shown in the quality of your work. The boss is aware of your individual attitudes at work and is watching them every day. They are as important as the work that you produce. A “positive” attitude does not always mean “happy”, but it is better to be upbeat at work rather than brooding and angry, “Positive” can also mean proactive, which means you go after things and don’t wait for them to come to you (using initiative).

Good Attitudes:
•Smiles
•Good posture
•Pleasant tone of voice
•Complaining through proper channels, while offering ideas for improvement.
•Respect and courtesy
•Managing conflict and anger
•Good job performance
•Interested in others

Bad Attitudes:
•Blank facial expression or a frown
•Slumping in chairs, leaning on walls
•Sarcasm, unmodulated voice, mumbling
•Complaining on the work floor
•Trash talking about the company to coworkers; enabling bad attitudes among others
•Displaying anger inappropriately
•Substandard job performance
•Ignoring people at work

Good attitudes help get you promoted, make friends, please customers and raise sales. Good attitudes increase your value to your company.

WILLING TO WORK
You show your willingness to work with these qualities:

1.Ability and Desire to Communicate- Organizing and present your thoughts clearly.
2.Intelligence- Showing common sense and the ability and desire to learn.
3.Self-Confidence - Showing assertiveness and initiative.
4.Accepting Responsibility - Takes on new challenges, admits mistakes and fixes them.
5.Leadership - Being a good example, taking charge.
6.High Energy Level.
7.Imagination.
8.Flexibility - Adaptable, accepts changes.
9.Gets along with others.
10.Handles Conflict
11.Sets and Achieves Goals - Continuous improvement. Has personal direction,
12.Occupational Skills - Able to do the job and accept new training.

Classic Miscommunciation - Who’s On First?
USES DOWN TIME PRODUCTIVELY

When you are not busy at work, or between major projects, be productive by doing these things:
1.Read trade journals and magazine articles about your company and the industry in which you work.
2.Read about current trends in your industry on the Internet.
3.Ask for, or find, new tasks to do; help someone else.
4.Think of a better way to do something in your job or in the company.
5.Clean and organize your work area.
6.Update your filing systems, clean out old email messages, etc.
7.Write an article about your job or your industry and share it with your boss.
8.Take an online class that is relevant to your job. Some of these are free of charge.

Author: Patty Inglish

Setting up office systems

adrian — Thu, 04 Mar 2010 16:00:13 +0000

By now, you should be almost ready to open the doors to your new practice. It’s time to focus on setting up essential office systems and services such as telephone and transcription. You also need to set down the specific procedures your employees should follow to bill patients and insurance companies, as well as how they should handle other duties, such as ordering supplies and communicating test results.

The backbone of your practice management system–your computer hardware and software–should already be up and running. (See “Starting a practice: 5-6 months out–Office design and supplies,” June 18, 2004, available at www.memag.com.) A good computer system can handle most front- and back-office tasks, several of which we’ll discuss in this article.

Putting the proper systems in place

Telephones. Your practice can’t thrive without a first-class phone system. But before you purchase one, determine what your needs will be: Which rooms do you want phones in? Do you want a system that automatically phones patients with a recorded message to remind them of their appointments? Will any of your employees need hands-free capability? What do you want patients to hear when they’re on hold–classical music, perhaps, or information about your practice? Will you want voice mail?

After you decide on options, it’s easiest to use a local phone provider to install the lines you’ll need. In fact, because of contractual agreements, you may be limited to one provider in your area that can do the work. However, once the wiring’s finished, you’re free to purchase your phones and other hardware from another provider or from an office supplies store like Staples or Office Depot, both of which allow you to place orders through their Web sites. Likewise, carefully compare rates offered by various long-distance providers, to find the plan that best fits your calling patterns.

Ultimately, the cost of any system will depend on the features you choose and the number of lines you get. At a minimum, a solo practice should have three lines (one of which should be the doctor’s private line), plus one each for a fax machine and a computer modem. Ideally, though, you’ll want something faster than a traditional dial-up line for your computer, so ask your phone carrier if it provides either DSL or ISDN. Or ask the local cable company if it offers cable hookups to the Internet. If you can get a fast connection, that’s one fewer dedicated phone line you’ll need.

Think carefully before you opt for an automated telephone system. Most patients, especially older ones, prefer to speak with someone directly. Personal attention may make the difference if you’re building a patient base from scratch. If you feel you need an automated system, structure it so that the receptionist has adequate time to answer before the call is directed to the system.

* Answering services. A good answering service will represent your practice well and be attentive to patients. A bad one, operated by rude or disinterested personnel, could drive people away. Choose your service carefully, pay attention to how it performs, and don’t lock yourself into a long-term contract until you’re happy with the way your calls are handled. You can ask colleagues to recommend services they’re pleased with, or see if your hospital has an in-house service that you can subscribe to.

Tell the service how you want calls fielded and when you should be paged. In other words, define what you mean by “emergency.” Will that include calls from your spouse and kids? “Make sure the service gets a return phone number–two, if possible–and a specific reason for the call,” says Christopher Zaenger, president of Z Management Group in Barrington, IL. “A short message saying so-and-so called is useless.”

Under no circumstances should an answering service provide medical advice.

* Mail. As helpful as fax machines and e-mail are, you’ll still need to send plenty of things through the post office–packages and patients’ billing statements, for instance.

If you expect your new practice to start out small, purchasing stamps and bringing packages to the post office may suffice at first. But once the volume of mail swells, you’d do well to investigate other options. The US Postal Service (www.usps. gov), for example, has a service called PC Postage, which allows you to print postage from your personal computer. The Postal Service also offers postage meters that allow you to dispatch mail and packages right from your office. Money for the meter can be transferred directly from your corporate bank account automatically or via a phone call. Pitney Bowes (www.pb.com), an independent office technology and services company, also offers postage meters for small offices.

For packages, compare the Postal Service’s rates with those of a few independent carriers, such as DHL (www.dhl.com), FedEx (www. fedex.com), and UPS (www.ups.com). Use a street address as your mailing address. Private carriers aren’t permitted to deliver packages to US post office postal boxes.

* Transcription. Your colleagues can recommend worthwhile medical transcription services. They can tell you what they pay per line (10 to 14 cents is typical for a US-based service) and whether the company is accurate and reliable. Before you sign on with a service, speak with at least two physicians who use it, and ask whether it offers a no-cost or low-cost trial period.

The latest trend in transcription is to send dictation to overseas-based companies, many of which are located in India, Malaysia, the Philippines, and other developing countries. Most of these firms provide the same services as their US counterparts, with much quicker turnaround (due largely to time zone differences) and at around half the cost. The speed of your Internet connection may determine how useful an Internet-based service would be for you. Naturally, the faster your connection, the better.

A bigger issue, though, may be privacy. If sending patient information over the Internet concerns you, you may want to use a local service instead. Verify, though, that it isn’t subcontracting to an overseas service.

“Also, make sure that the service signs a business-associate agreement,” advises Keith Kamperschroer, a Milwaukee CPA and practice management consultant with Kolb+Co. This contract, which any healthcare lawyer should be able to draw up, imposes many of the same HIPAA privacy requirements on the transcription company that you’re bound to as a private practitioner. The service should also assure you that its subcontractors, if it uses any, are following the same security standards.

* Laundry, janitorial, and security systems. The best way to find good services in these areas is to ask similar medical practices in your area which companies they use for regular and biomedical waste. Also find out what problems, if any, they’ve had.

For each type of service, get the name of a company contact. Ask this person how employees are screened and for proof that they’re “bonded.” (In short, bonding allows the company to make good if something in your office is broken or stolen.) Moreover, get a copy of a sample contract and read it before you go ahead and hammer out the details of your own contract.

* Getting paid for what you do

Health plan contracts. Unless you plan to open a cash-only practice, you’ll have to sign contracts with multiple health plans. Your practice management consultant should be familiar with the plans that offer the best fee schedules for physicians in your specialty, but your local or state medical society may have this information, too. At the very least, your medical society should be able to tell you which carriers do most of the business in your state. And, of course, your colleagues are a good resource, as they’re likely to have the name of a specific representative at each insurer, whom you can call to start the ball rolling.

One-year contracts are the most common, although some can be for as long as three years. A shorter time frame works to your advantage if you later find you’re being underpaid or that the contract’s terms are too restrictive. Most one-year contracts, however, renew automatically, so if you want to address something prior to renewal, be sure to do it during the negotiation period or you’ll be locked into the same agreement. The negotiation period is usually one to four months before the anniversary date.

The most important thing to look at in a contract is the insurer’s fee schedule. Never sign a contract that doesn’t specify what your reimbursement will be based on. Understand, too, what adjustments the plan may make to your charges. These adjustments are also known as “negotiated discounts,” and as the name suggests, you may be able to negotiate them with the payer.

Be sure you consider what the contract allows you to bill patients for directly. Copays and deductibles are generally okay, but charges for educational materials or for telephone or e-mail consults may not be. You also should familiarize yourself with how to handle disputes with the plan; some provide for arbitration.

It’s smart to have an experienced healthcare attorney review all insurance contracts and modifications before you sign them.

* Your fee schedule. Your practice’s fee schedule should list all of the commonly billed services in your specialty, along with your fees, which should be comparable to those of similar practices in the area.

Putting together a fee schedule can be difficult, especially if you’ve had no experience with billing insurance companies, so it’s best to entrust a management consultant with this task. He or she may advise you to base your charges on some percentage of Medicare’s fee schedule, since most third-party payers work off that….

Collin Crawford Consultant’s Office Solution

Netcomm Services was founded in 2008 by it’s founder Mr. Alvin Chia. Mr. Chia has been working in the IT industry for 20 years implementing and maintaining numerous Lan/Wan systems in Asia Pacific region working with partners on various projects and will be the main contact person for any queries and handling of project tasks.

The purpose of NS existence is to provide a 1 stop shop fast, reliable network system integration, consultation, desktop support (software & hardware) to SOHO/SME computer users and setup/relocation of server room

The vision of NS is to provide fast response, informed expertise & consistently high quality solutions to customer at a reasonable price

The main area of specialization are as follow:

Lan

Setup & Migrate Windows based servers (2003 & 2007 server edition)

Configuring Active Directory, Web servers, Applications & File servers, ISA Proxy server, and Backup storage server, Wireless network

Installing Tape drives to backup system and files on Symantec software.

Setup & configure Windows XP, Windows 7, MS Office 2003/2007 softwares in new Client pc to connect domain and servers for printing and shared folders

Installing, trouble shooting Windows XP, Win 2000; Vista clients. Repairing, OS and replacing hardware.

Setup of Pabx system (Avaya, NEC, Fujitsu), digital call master, IP Phones and configuring the PABX

2WIRE integrated ADSL and home wireless installation & configuration

Wan

Implement ADSL, Mega pop line for connection to remote sites offices by setting up router, switches (Cisco & Nortel), modem

Video conferencing equipment (Polycom) using ISDN line

Voice over IP system (VOIP)

Security System

Using Symantec, MacAfee, Nokia on client pc and Trend Micro, PCTools, and Norton products in servers
SSL certificated on Web servers.

Storage Systems

VERITAS, Symantec & Arc serve

Web Server

Setting up Web server and creating home page for Web hosting

Computer room setup and systems consultation

Planning of computer rooms setup, power source (3 phase independent power supply), Air conditioning, Raised floor, Equipment racks, UPS, Structure cabling, wireless network

Outsource Contract

Provide desktop, Lan/Wan support outsource contract and charges base on per call or annual agreement

For More Queries:

Please call Adrian Collin Png at HP: 81970562.

Author: Adrian Collin Png http://www.collincrawford.com/about/

How to Deliver Top Notch Customer Service

adrian — Thu, 04 Mar 2010 16:00:06 +0000

Successful people and successful businesses find ways to meaningfully differentiate themselves from the competition. One of the best ways to differentiate yourself is through the perception of exceptional service. Great service attracts customers. It translates into repeat business and customer referrals. Astute business people recognize that selling customer service is an opportunity to move ahead of the competition.

How do customers decide where to eat, where to shop, or where to go to exercise? Are they more likely to listen to what a company advertises about its customer service or what their friends have to say? More often than not, they listen to their friends. Savvy customers shop for service as much as price and spread the word when they get good service. A happy customer may compliment those who provide good service but is also entitled to express displeasure when appropriate.

Make A Great Impression.

Customers and clients appreciate genuine care and concern. Seeing salespeople or administrative staff hustle to help or immediately look for answers to pressing concerns makes a strong statement to a customer. Recognizing that an employee is empowered to deal with a problem speaks volumes about the company and its progressive policies.
Establish Customer/Client-Friendly Strategies. Make it easy for people to do business with you by being welcoming and attentive, always.

Here are some tips that will serve you well:

• Have friendly receptionists or greeters on the front line.
• Avoid computerized voice run around on phone.
• Be well-staffed.
• Train personnel.
• Empower salespeople to think and act creatively.
• Provide fast response.
• No high pressure.
• Don’t nickel and dime customers.
• Offer what customers need.
• Ensure availability of advertised specials.
• Deliver on promises.
• Meet deadlines.
• Ensure polite & sensitive collection practices.
• Have measurable service standards.

Actively Respond to Problems.

When issues arise, someone needs to be on the front line to listen attentively and deal with the problem. Don’t make excuses. Apologize and act quickly. Go the extra mile to offset negative feeling. Make sure a resolution is reached that satisfies the customer or client. How a problem is dealt with not only goes a long way to retaining a customer, it can actually strengthen their relationship with the business. Great word of mouth will, no doubt, bring in more business when that person tells friends and associates about your company’s outstanding service.

Improve Service Constantly.

A company with outstanding service develops policies that meet customer needs first. Its commitment to unrivaled service strategies and quality customer service place it head and shoulders above the competition. You can develop stellar customer service by finding out what your customers want and giving it to them. Be proactive. Stay in touch with them. And if they call you, be sure to return their calls promptly.

Customers need to know how salespeople can help them and appreciate working with those who are empowered to deliver customer satisfaction. Delivering top notch customer satisfaction is more than a manual with policies and procedures. It is more than a good attitude and a desire to help — although that does go a long way. It is having a dynamic system in place for constantly reevaluating and implementing positive change.

Author: Carol Dunitz, Ph.D.

Virtues for Success - Self-Discipline

adrian — Wed, 03 Mar 2010 22:26:46 +0000

Discipline is training expected to produce a specific character or pattern of behavior, especially training that produces moral or mental improvement. True success, the kind that is achieved through personal development, is based on self-discipline. Learn ways to become more self-disciplined.

In the late ’90s, the Internet boom made millionaires out of many investors virtually overnight. These “success stories” were in the news and magazines almost daily. People love to hear stories of overnight success, and as a result, the media loves to seek out and publish such stories. The idea of living the American dream without having to work or wait for it, is universally appealing. However, this skewed perception of what success really is promotes the “instant gratification” desire, which is one of the leading reasons people fail. True success, the kind that is achieved through personal development, is based on self-discipline.

Discipline is training expected to produce a specific character or pattern of behavior, especially training that produces moral or mental improvement. As young children, we are introduced to discipline through our parents. Later, our teachers and religious leaders contribute to our discipline. Along the way, other people such as grandparents, babysitters, and/or older siblings may join in. By the time we are of age, we are all “disciplined out” and cannot wait to be on our own; free to do as we wish. What nobody ever tells us, as youths transitioning into adulthood, is the discipline cannot stop — it must be transformed into self-discipline if we are to succeed in life.

Self-discipline is the ability to adhere to actions, thoughts, and behaviors that result in personal improvement instead of instant gratification. As an adult, there is only one person who is with you 24 hours a day. This person is the only one who can choose a life of success over a life of mediocrity. This person is the only one who can write your goals and see to it that you take daily actions toward their achievement. This person is the only one who will be there for you to see that you break your destructive habits. This person is you.

One of the key elements of success — persistence, is only made possible through self-discipline. Whether your goals include becoming the next billionaire, losing weight, quitting smoking, or being the best parent you can be, self-discipline is needed to get you there.

Here are some suggestions on how you can become more self-disciplined.

•Master your time. Spend your time on actions that bring you closer to your goals, not further from them.

•Focus on true desires. Once you put your goals on the back burner, they are as good as forgotten. If your desire for instant gratification takes over, bring out your goals and review them. If you often sway from your goals, keep your written goals where you can see them on a daily basis. If you still find yourself giving in to the desire for instant gratification, change your goals and make the desire to achieve them more powerful than the desire for instant gratification.

•Link pain and pleasure. Associate pain with acting on your every desire and associate extreme pleasure with reaching your goals. The key is to visualize, or vividly imagine, yourself reaching your goals through self-discipline, and visualize the negative consequences of acting on your desires for immediate gratification.

•Build your self-esteem. Without self-esteem there is no reason you would care enough to be self-disciplined. Having the “we’re all going to die anyway” attitude is not conducive to self-discipline.

•Sacrifice short-term pleasure for long-term happiness. Know the difference between pleasure and happiness. One can have a miserable life full of pleasures, in fact, many people do. Self-discipline keeps you working toward your goals, which to many, is the way to true happiness.

•Beware of excuses, rationalization, and justifications. Do not allow a miniature you dressed in a devil costume to pop up on one side of your head and sell you on instant gratification. It is amazing how desires can alter coherent thinking. Be aware of this when it is happening and allow your self-discipline to keep you from making poor choices.

•Think about both the short and long-term consequences of actions. If your goal is to lose 10 pounds (as in weight, not English currency), then before you eat the chocolate cake in front of you, think about the guilt that you will experience after eating the cake, your lack of self-discipline, and your long-term reasons for wanting to lose the weight in the first place.

What if you do not have the self-discipline to work on building your self-discipline? (Ahh, what irony…) If you have made it this far in the course, chances are you do. However, if you still doubt your own abilities or perhaps would just like some reinforcement, consider the martial arts. Besides self-discipline, martial arts training can help with confidence, fitness, coordination, and more.

Self-discipline is not an easy characteristic to practice. It is, however, an invaluable characteristic to have if achievement and success are important to you. True success comes as a result of self-discipline. Remember, when it comes to success, there are no shortcuts.

Sourced: http://www.yeartosuccess.com/members/y2s/blog/VIEW/00000019/00000222/Self-Discipline.html

Organizational Behavior - Make Your Company Known For Ethical Behavior

adrian — Wed, 03 Mar 2010 16:00:18 +0000

Organizational Behavior is a study which deals with group or individual dynamics between individuals in an organization. Learning and implementing this study in an organization will add credibility to the organization.

Organizational Behavior is a non-performance related set of practices which when implemented in organizations lend good credibility to the organization for its ethics. Imagine, an organization also gets the label of an ethical company along with the company already known for meeting the productivity expectations. It is this thought process that drives many business owners to experiment with the thought of implementing organizational behavior practices in their companies.

How can one implement Organizational Behavior practices in their company?

Implementing and managing organizational behavior practices are almost the last steps for companies to consider for the practices. Enough thought and effort should be given on learning various theories related to Organizational Behavior.

Business owners must understand Organizational Behavior deeply and also assimilate the fact that integrating organizational behavior practices in the company may cause resentment within the employees resulting in a possible dip in productivity.

Business owners can tackle this in two ways -

Research on the employees to find out their reactions to a perceptible policy change
Prepare a contingency plan which could deal with the possible dip in productivity levels.

Though both the methods are highly recommended, the former is highly advocated as a very efficient approach to change management.

Business owners could decide on implementing the organizational behavior practices in their companies after considering the strategic objectives of the company as well as the Operating model of the company. In most case, these practices are set in such a manner that they blend well with the Operating Model of the company.

Remember, any efforts to integrate and implement organizational behavior practices in a company may be a failure if the business owner does not get the support of all the employees. Of course, the business owner may manage the implementation of organizational behavior practices in his company.

There are many theories for Organizational Behavior which act as valid inputs for companies or business owners to implement Organizational Behavior practices. You would have Theory X, Theory Y, Hiedelberg’s theory and more to choose from. The best way of implementing organizational behavior practices is to present the problem statement before the employees and ask the employees to come up with behavioral changes which could help the company to achieve its business objectives.

Business owners could understand ways of implementing the practices effectively by reading sources of information provided by Robbins, Schermerhorn and many more.

Business owners must realize that organizational behavior practices are not desired to cause a dip in productivity. It is to ensure that the company is highly disciplined and ethical in its approach to work.

Author: Ruth Campbell

Pride in Good Work Performance

adrian — Sun, 28 Feb 2010 16:00:32 +0000

Promoting a Good Workplace

Why Are Reviews So Important?
The answer to this question may seem obvious; every employee needs to know what the expectations and standards are for their job. Yet, most companies do not have a formal performance review program in effect for their employees. Reviews are given when an employee is being disciplined or when it is time for a pay review. Longevity, sick time, relationships with customers, vendors, and/or co-workers, and the ability to get along with management are the standard criteria used to evaluate the success of an employee. Although vitally important, these areas offer only one dimension of evaluating the value of an individual to your company.

Every employee needs a well-defined plan to maximize his or her success during the year. This plan is the roadmap needed for each employee to increase their productivity and have a feeling that they are an important part of a team. Sales Creators helps build individualized job descriptions that provide both the process and the standards for each employee. This written format is customized to your business and is incorporated into your marketing plan. When each employee is provided with a roadmap the expectations are no longer ambiguous and they know the precise tasks and how to reach or exceed the standards set by the company.

Expectation Reviews Personalized For Each Employee
Every job should have clearly defined duties, tasks and/or responsibilities. Every job has areas that should have performance standards and expectations placed on the tasks performed under its umbrella, or job description. These are the cornerstones to improving productivity and profitably in that department. This written format sets the standards that must be obtained by the individual. It falls under management’s domain to help by providing the training and support needed to reach the goals.

Monthly reviews by department heads using these and other tools can be productive and rewarding, and not something to dread. If an employee has exceeded the expectations (and many will) this review time can be spent praising and giving recognition for their great work. If an employee has not reached the standards, then the communication and guidance can be directed at specific areas that need attention. A plan of action is then agreed upon by both parties and put into action (additional training, daily reviews or assistance, or corrective action) with a follow up review time set within two weeks.

Once individual standards have been achieved it is time to move into TEAM building and setting team goals and expectations. Reviews are the scoreboard in every stadium for every sport; reviews tell everyone who is winning and who is not!

Performance and Reviews in the Sales Department
It has been said that ’salespeople are different,’ and that is usually true. A sales team in a company is the conduit to the money vault. When you need more money, turn the cash flow value by increasing the sales goals and have a marketing plan that will support these goals.

Reviews for the sales department are also critical. If a salesperson has not reached the standards, then the communication and guidance can be directed at specific areas that need attention. A plan of action is then agreed upon by both parties and put into action (additional training, daily reviews, role playing and monitoring phone calls) with a follow up review time set within two weeks. Even within companies that believe in formal personnel reviews and performance standards, management frequently evaluates salespeople by the same criteria they use for administrative, operations or support personnel and this method will not produce the results you need.

Sales Creators will design an effective and achievable set of standards by which your company can conduct a professional personnel assessment and review program. This process will complement your sales team’s achievements as measured by their expectations and goals. We will help you evaluate their results in such areas as: activity, goals, prospecting, customer relations, sales profitability and administration.

Teamwork Is Building Employees That Want Cooperation, Communication and a Single Purpose
Once your company has individual performance standards and your employees in that department are reaching their goals, it is time to pull your team together. Set group goals and expectations and provide incentives for the group when the goals are reached. Daily feedback of results is needed to keep the assembled team focusing on the new goal. This review should move the focus for training and advice from management to the team. Let them share their ideas and experiences. The team performance goals will be much larger numbers than an individual’s numbers, and at first it may seem very difficult to reach. That is why management must break the monthly goals into daily achievable activity; then individual and target numbers seem more attainable. Management must not only give praise to the individual doing the exceptional work, but must also focus on the team results and praise, correct, or redirect accordingly. During the team building period (the first 6 months) meeting and discussions with the group should spotlight the positive aspects. If there is an individual who is not meeting their goals, bring them in for counseling via a one-on-one meeting.

Sourced: http://www.salescreators.com/Section3/workPerf.html

How To Brand Yourself In The Workplace Vs. The Marketplace

adrian — Fri, 26 Feb 2010 00:36:29 +0000

Every self-respecting rainmaker knows the power of personal brands. Whether you are an individual practitioner in a larger organization, or a solo thought leader active in industry associations or communities, it pays to be known.

The challenge: The same branding strategies and tactics that work in the marketplace usually don’t work as well in smaller communities such as the workplace and professional associations.

So, which branding techniques should you use in each arena?

Competition Vs. Collaboration

First understand that a personal brand and a company brand are both promises. The promises they each make, though, have subtle and important differences.

In The Marketplace: A brand is a promise focused on winning a competition. Even in branding efforts that disseminate information such as original research, the campaign is a comparison of you versus others.

In Communities And At Work: Personal branding is a promise based on personality. Branding efforts translate personal attributes into contribution.

They don’t compare you in order to exclude other members; they define your contribution in order to determine how you fit in and the results you can deliver. There’s room for everyone, as different folks have different gifts.

The message: I do [blank] well, so my best contribution is [blank]. In the workplace, no one gets fired because someone else is better. People leave because they are not contributing.

In Associations And Other Outside Groups: This concept of inclusion is why you can have several personal brands in one room, all working together for a common goal.

Example: Active board member Betty Sue is great at fundraising so she’s in charge of the charity gala. Billy Bob is great at sales, so he’s in charge of membership. In forums and online groups, everyone is entitled to their own opinion. It takes some very inflammatory actions to get kicked out.

While there will be a lot of lobbying for association offices, there is no outright winner or loser in the elections. There’s always next year. Richard Lee is president of ABC association this year. Up and coming leader, Mary Lou is president next year. There’s disappointment but few leaders quit the association – they just wait their turn.

Your Next Step: When it comes to branding outside of the marketplace, lay down your weapons. It’s not a competition, so give up the comparisons.

In communities, you create a self-inflicted wound by outright vanquishing your competitors. While there is competition at work, “doesn’t play well with others” can get you an invitation to leave. Instead, focus on defining your contribution. Decide what you want to give and the best way to give it.

Show Up Vs. Show Off

Another big difference between branding in the marketplace and branding within smaller communities is how that promise gets communicated.

The Marketplace: In this arena, ideas or “campaigns” are used to capture attention. The message: “Hey! Over here! Look at me!!”

Example: An accounting firm brands itself as competent by promoting its original analysis of the latest tax laws. Or a financial planning organization reaches out to women by contributing to breast cancer awareness projects.

The goal is to get attention where no one knows you’re there. And enough attention creates appeal, and appeal drives the former strangers to become prospects. If businesses were cars, these campaigns would be the sparkplug that makes the vehicle go.

In Communities And Workplaces: These are smaller environments. In communities or associations, you are a person who represents a business. In the workplace, you’re a person who can help or hinder. In many cases, you don’t have to announce your arrival; folks can see you around and already have an opinion of you. They just don’t know what to do with you.

Therefore, branding in a community focuses on smaller, consistent interactions to make the case. The message: “Hi. I’m a good person to know and I can help you. Let’s explore how we can assist each other.”

Example: At the office, an accountant who goes out and researches the latest tax laws and presents at a meeting unannounced, is seen as someone with too much time on their hands. However, if that same accountant suggests that idea and volunteers to help, they are seen as hardworking and helpful.

Associations: Remember, in this environment, everyone has the same agenda: to be known in their industry. I’ve been to many board meetings that consisted of folks jostling for position. Heavy hitters tend to bring their egos with them. So coming on too strong – especially in the beginning – can backfire fast.

Your Next Step: Think small and strategic. Remember, what looks like initiative in the marketplace can be perceived as “too promotional” in the association environment and “show off” in the workplace. You want to show up, not show off.

All Bandwagons Lead To Rome

Branding in all three areas: the marketplace, the office and communities do have one thing in common. Whether you are branding from a distance or up close and personal, all efforts create a bandwagon.

Brand to compete in the marketplace, and the cart is filled with clients. When participating in communities, the personal brands load the wagon with alliances and referrals. At work, your brand makes your results clear; your bandwagon is filled with advocates and champions. Adapt to the above differences and your brand will create a community that everyone will want to join.

Author: Vickie K. Sullivan

How Does Meekness Apply In Today’s Business World?

adrian — Mon, 22 Feb 2010 09:15:16 +0000

Apollos at Corinth

After leaving Corinth, Paul’s next scene of labor was Ephesus. He was on his way to Jerusalem to attend an approaching festival, and his stay at Ephesus was necessarily brief. He reasoned with the Jews in the synagogue, and so favorable was the impression made upon them that they entreated him to continue his labors among them. His plan to visit Jerusalem prevented him from tarrying then, but he promised to return to them, “if God will.” Aquila and Priscilla had accompanied him to Ephesus, and he left them there to carry on the work that he had begun.

It was at this time that “a certain Jew named Apollos, born at Alexandria, an eloquent man, and mighty in the Scriptures, came to Ephesus.” He had heard the preaching of John the Baptist, had received the baptism of repentance, and was a living witness that the work of the prophet had not been in vain. The Scripture record of Apollos is that he “was instructed in the way of the Lord; and being fervent in the spirit, he spake and taught diligently the things of the Lord, knowing only the baptism of John.”

While in Ephesus, Apollos “began to speak boldly in the synagogue.” Among his hearers were Aquila and Priscilla, who, perceiving that he had not yet received the full light of the gospel, “took him unto them, and expounded unto him the way of God more perfectly.” Through their teaching he obtained a clearer understanding of the Scriptures and became one of the ablest advocates of the Christian faith.

Apollos was desirous of going on into Achaia, and the brethren at Ephesus “wrote, exhorting the disciples to receive him” as a teacher in full harmony with the church of Christ. He went to Corinth, where, in public labor and from house to house, “he mightily convinced the Jews, . . . showing by the Scriptures that Jesus was Christ.” Paul had planted the seed of truth; Apollos now watered it. The success that attended Apollos in preaching the gospel led some of the believers to exalt his labors above those of Paul. This comparison of man with man brought into the church a party spirit that threatened to hinder greatly the progress of the gospel.

During the year and a half that Paul had spent in Corinth, he had purposely presented the gospel in its simplicity. “Not with excellency of speech or of wisdom” had he come to the Corinthians; but with fear and trembling, and “in demonstration of the Spirit and of power,” had he declared “the testimony of God,” that their “faith should not stand in the wisdom of men, but in the power of God.” 1 Corinthians 2:1, 4, 5.

Paul had necessarily adapted his manner to teaching to the condition of the church. “I, brethren could not speak unto you as unto spiritual,” he afterward explained to them, “but as unto carnal, even as unto babes in Christ. I have fed you with milk, and not with meat: for hitherto ye were not able to bear it, neither yet now are ye able.” 1 Corinthians 3:1, 2. Many of the Corinthian believers had been slow to learn the lessons that he was endeavoring to teach them. Their advancement in spiritual knowledge had not been proportionate to their privileges and opportunities. When they should have been far advanced in Christian experience, and able to comprehend and to practice the deeper truths of the word, they were standing where the disciples stood when Christ said to them, “I have yet many things to say unto you, but ye cannot bear them now.” John 16:12. Jealousy, evil surmising, and accusation had closed the hearts of many of the Corinthian believers against the full working of the Holy Spirit, which “searcheth all things, yea, the deep things of God.” 1 Corinthians 2:10. However wise they might be in worldly knowledge, they were but babes in the knowledge of Christ.

It had been Paul’s work to instruct the Corinthian converts in the rudiments, the very alphabet, of the Christian faith. He had been obliged to instruct them as those who were ignorant of the operations of divine power upon the heart. At that time they were unable to comprehend the mysteries of salvation; for “the natural man receiveth not the things of the Spirit of God: for they are foolishness unto him: neither can he know them, because they are spiritually discerned.” Verse 14. Paul had endeavored to sow the seed, which others must water. Those who followed him must carry forward the work from the point where he had left it, giving spiritual light and knowledge in due season, as the church was able to bear it.

When the apostle took up his work in Corinth, he realized that he must introduce most carefully the great truths he wished to teach. He knew that among his hearers would be proud believers in human theories, and exponents of false systems of worship, who were groping with blinds eyes, hoping to find in the book of nature theories that would contradict the reality of the spiritual and immortal life as revealed in the Scriptures. He also knew that critics would endeavor to controvert the Christian interpretation of the revealed word, and that skeptics would treat the gospel of Christ with scoffing and derision.

As he endeavored to lead souls to the foot of the cross, Paul did not venture to rebuke, directly, those who were licentious, or to show how heinous was their sin in the sight of a holy God. Rather he set before them the true object of life and tried to impress upon their minds the lessons of the divine Teacher, which, if received, would lift them from worldliness and sin to purity and righteousness. He dwelt especially upon practical godliness and the holiness to which those must attain who shall be accounted worthy of a place in God’s kingdom. He longed to see the light of the gospel of Christ piercing the darkness of their minds, that they might see how offensive in the sight of God were their immoral practices. Therefore the burden of his teaching among them was Christ and Him crucified. He sought to show them that their most earnest study and their greatest joy must be the wonderful truth of salvation through repentance toward God and faith in the Lord Jesus Christ.

The philosopher turns aside from the light of salvation, because it puts his proud theories to shame; the worldling refuses to receive it, because it would separate him from his earthly idols. Paul saw that the character of Christ must be understood before men could love Him or view the cross with the eye of faith. Here must begin that study which shall be the science and the song of the redeemed through all eternity. In the light of the cross alone can the true value of the human soul be estimated.

The refining influence of the grace of God changes the natural disposition of man. Heaven would not be desirable to the carnal-minded; their natural, unsanctified hearts would feel no attraction toward that pure and holy place, and if it were possible for them to enter, they would find there nothing congenial. The propensities that control the natural heart must be subdued by the grace of Christ before fallen man is fitted to enter heaven and enjoy the society of the pure, holy angels. When man dies to sin and is quickened to new life in Christ, divine love fills his heart; his understanding is sanctified; he drinks from an inexhaustible fountain of joy and knowledge, and the light of an eternal day shines upon his path, for with him continually is the Light of life.

Paul had sought to impress upon the minds of his Corinthian brethren the fact that he and the ministers associated with him were but men commissioned by God to teach the truth, that they were all engaged in the same work, and that they were alike dependent upon God for success in their labors. The discussion that had arisen in the church regarding the relative merits of different ministers was not in the order of God, but was the result of cherishing the attributes of the natural heart. “While one saith, I am of Paul; and another, I am of Apollos; are ye not carnal? Who then is Paul, and who is Apollos, but ministers by whom ye believed, even as the Lord gave to every man? I have planted, Apollos watered; but God gave the increase. So then neither is he that planteth anything, neither he that watereth; but God that giveth the increase.” 1 Corinthians 3:4-7.

It was Paul who had first preached the gospel in Corinth, and who had organized the church there. This was the work that the Lord had assigned him. Later, by God’s direction, other workers were brought in, to stand in their lot and place. The seed sown must be watered, and this Apollos was to do. He followed Paul in his work, to give further instruction, and to help the seed sown to develop. He won his way to the hearts of the people, but it was God who gave the increase. It is not human, but divine power, that works transformation of character. Those who plant and those who water do not cause the growth of the seed; they work under God, as His appointed agencies, co-operating with Him in His work. To the Master Worker belongs the honor and glory that comes with success.

God’s servants do not all possess the same gifts, but they are all His workmen. Each is to learn of the Great Teacher, and is then to communicate what he has learned. God has given to each of His messengers an individual work. There is a diversity of gifts, but all the workers are to blend in harmony, controlled by the sanctifying influence of the Holy Spirit. As they make known the gospel of salvation, many will be convicted and converted by the power of God. The human instrumentality is hid with Christ in God, and Christ appears as the chiefest among ten thousand, the One altogether lovely.

“Now he that planteth and he that watereth are one: and every man shall receive his own reward according to his own labor. For we are laborers together with God: ye are God’s husbandry, ye are God’s building.” Verses 8, 9. In this scripture the apostle compares the church to a cultivated field, in which the husbandmen labor, caring for the vines of the Lord’s planting; and also to a building, which is to grow into a holy temple for the Lord. God is the Master Worker, and He has appointed to each man his work. All are to labor under His supervision, letting Him work for and through His workmen. He gives them tact and skill, and if they heed His instruction, crowns their efforts with success.

God’s servants are to work together, blending in kindly, courteous order, “in honor preferring one another.” Romans 12:10. There is to be no unkind criticism, no pulling to pieces of another’s work; and there are to be no separate parties. Every man to whom the Lord has entrusted a message has his specific work. Each one has an individuality of his own, which he is not to sink in that of any other man. Yet each is to work in harmony with his brethren. In their service God’s workers are to be essentially one. No one is to set himself up as a criterion, speaking disrespectfully of his fellow workers or treating them as inferior. Under God each is to do his appointed work, respected, loved, and encouraged by the other laborers. Together they are to carry the work forward to completion.
These principles are dwelt upon at length in Paul’s first letter to the Corinthian church. The apostle refers to “the ministers of Christ” as “stewards of the mysteries of God,” and of their work he declares: “It is required in stewards, that a man be found faithful. But with me it is a very small thing that I should be judged of you, or of man’s judgment: yea, I judge not mine own self. For I know nothing by myself; yet I am not hereby justified: but He that judgeth me is the Lord. Therefore judge nothing before the time, until the Lord come, who both will bring to light the hidden things of darkness, and will make manifest the counsels of the hearts: and then shall every man have praise of God.” 1 Corinthians 4:1-5.

It is not given to any human being to judge between the different servants of God. The Lord alone is the judge of man’s work, and He will give to each his just reward.

The apostle, continuing, referred directly to the comparisons that had been made between his labors and those of Apollos: “These things, brethren, I have in a figure transferred to myself and to Apollos for your sakes; that ye might learn in us not to think of men above that which is written, that no one of you be puffed up for one against another. For who maketh thee to differ from another? and what hast thou that thou didst not receive? now if thou didst receive it, why dost thou glory, as if thou hadst not received it?” Verses 6, 7.

Paul plainly set before the church the perils and the hardships that he and his associates had patiently endured in their service for Christ. “Even unto this present hour,” he declared, “we both hunger, and thirst, and are naked, and are buffeted, and have no certain dwelling place; and labor, working with our own hands: being reviled, we bless; being persecuted, we suffer it: being defamed, we entreat: we are made as the filth of the world, and are the offscouring of all things unto this day. I write not these things to shame you, but as my beloved sons I warn you. For though ye have ten thousand instructors in Christ, yet have ye not many fathers: for in Christ Jesus I have begotten you through the gospel.” Verses 11-15.

He who sends forth gospel workers as His ambassadors is dishonored when there is manifested among the hearers so strong an attachment to some favorite minister that there is an unwillingness to accept the labors of some other teacher. The Lord sends help to His people, not always as they may choose, but as they need; for men are shortsighted and cannot discern what is for their highest good. It is seldom that one minister has all the qualifications necessary to perfect a church in all the requirements of Christianity; therefore God often sends to them other ministers, each possessing some qualifications in which the others were deficient.

The church should gratefully accept these servants of Christ, even as they would accept the Master Himself. They should seek to derive all the benefit possible from the instruction which each minister may give them from the word of God. The truths that the servants of God bring are to be accepted and appreciated in the meekness of humility, but no minister is to be idolized.

Through the grace of Christ, God’s ministers are made messengers of light and blessing. As by earnest, persevering prayer they obtain the endowment of the Holy Spirit and go forth weighted with the burden of soulsaving, their hearts filled with zeal to extend the triumphs of the cross, they will see fruit of their labors. Resolutely refusing to display human wisdom or to exalt self, they will accomplish a work that will withstand the assaults of Satan. Many souls will be turned from darkness to light, and many churches will be established. Men will be converted, not to the human instrumentality, but to Christ. Self will be kept in the background; Jesus only, the Man of Calvary, will appear.

Those who are working for Christ today may reveal the same distinguishing excellencies revealed by those who in the apostolic age proclaimed the gospel. God is just as ready to give power to His servants today as He was to give power to Paul and Apollos, to Silas and Timothy, to Peter, James, and John.

In the apostles’ day there were some misguided souls who claimed to believe in Christ, yet refused to show respect to His ambassadors. They declared that they followed no human teacher, but were taught directly by Christ without the aid of the ministers of the gospel. They were independent in spirit and unwilling to submit to the voice of the church. Such men were in grave danger of being deceived.

God has placed in the church, as His appointed helpers, men of varied talents, that through the combined wisdom of many the mind of the Spirit may be met. Men who move in accordance with their own strong traits of character, refusing to yoke up with others who have had a long experience in the work of God, will become blinded by self-confidence, unable to discern between the false and the true. It is not safe for such ones to be chosen as leaders in the church; for they would follow their own judgment and plans, regardless of the judgment of their brethren. It is easy for the enemy to work through those who, themselves needing counsel at every step, undertake the guardianship of souls in their own strength, without having learned the lowliness of Christ.

Impressions alone are not a safe guide to duty. The enemy often persuades men to believe that it is God who is guiding them, when in reality they are following only human impulse. But if we watch carefully, and take counsel with our brethren, we shall be given an understanding of the Lord’s will; for the promise is, “The meek will He guide in judgment: and the meek will He teach His way.” Psalm 25:9.

In the early Christian church there were some who refused to recognize either Paul or Apollos, but held that Peter was their leader. They affirmed that Peter had been most intimate with Christ when the Master was upon the earth, while Paul had been a persecutor of the believers. Their views and feelings were bound about by prejudice. They did not show the liberality, the generosity, the tenderness, which reveals that Christ is abiding in the heart.

There was danger that this party spirit would result in great evil to the Christian church, and Paul was instructed by the Lord to utter words of earnest admonition and solemn protest. Of those who were saying, “I am of Paul; and I of Apollos; and I of Cephas; and I of Christ,” the apostle inquired, “Is Christ divided? was Paul crucified for you? or were ye baptized in the name of Paul?” “Let no man glory in men,” he pleaded. “For all things are yours; whether Paul, or Apollos, or Cephas, or the world, or life, or death, or things present, or things to come; all are yours; and ye are Christ’s; and Christ is God’s.” 1 Corinthians 1:12, 13; 3:21-23.

Paul and Apollos were in perfect harmony. The latter was disappointed and grieved because of the dissension in the church at Corinth; he took no advantage of the preference shown to himself, nor did he encourage it, but hastily left the field of strife. When Paul afterward urged him to revisit Corinth, he declined and did not again labor there until long afterward when the church had reached a better spiritual state.

Sourced: http://www.whiteestate.org/books/aa/aa26.html