All entries for October 2013
October 21, 2013
Recognising the importance of meetings exist several points that need to be checked before actually have it in order to do it well and play the game.
Why am I arranging it: It avoids to covered other points and lose focus e.g problem-solving. It is necessary? or we do not even identify which kind of problems need to be solve then is not the purpose of the meeting.
Secondly, would be fruitful to considerer other options to reach our purpose; a meeting maybe is not the best way to obtain the desirable results; maybe just ask for the information or data could be enough.
Is important to call the correct person to attend it and let them know what kind of input would be valid from them to progress. These must be notified the order of the agenda, times as well as contextualise if it is peremptory to cover the purpose.
then the individual who was called needs to analyse which is the roll inside of this.
Consider: can I attend or not according with the importance of it and the roll in this, checking their own schedule.
Be prepared: information, points to considerer; relevance of them. What do I can get or contribute and have the disposition to do (attitude). take notes or not.
Having clear both who arrange the meeting and who is called to be there is a good started to make it dynamic and successful.
Thinking on what we have discussed with respect to models recognising each one of them has its own pros and cons to some of us or just positive points, I believe those argues are based on running them considering the commonalties either one inside of the other, part of it or none; because that is when problems turn up. A model is: better, according to Oxford Dictionary "a thing used as an example to follow or imitate" Lets call it a guide thus having these guide and acknowledging the benefits are not enough; the mixture of models or implementation of single one as a group is not more than that without strategies to put on practice, one of them is called ROWE which fits perfectly into the EFQM.
ROWE (Results-Only Work Environment) is an strategy which allows employees to shows results through time management or self-management. This is founded in the premise of every employee is commitment to the job lead this to work in his/her own time reaching individuals and common goals gaining both worker and employee.
Benefits: (I want to be reiterative pointing in commitment from every part involve into it) can be seen as the employees dispose autonomy to execute the job which release the stress given space to creativity developing skills as solving problems by their own, free will deciding when is the time to work and which is the one to spend with family or on hobbies which make them happy and willingly to work generating quality. Communications is improved becoming fluent, meetings are reduced to the necessary therefore the time is used wisely and the costs decrease.
As they feel comfortable and important it creates loyal employees; an efficient workforce committed from heart, because enjoying the process encourage to visit the famous extra mile turn in passion.
October 20, 2013
To know who is paying at the end of the month and achieve goals I say: people work FOR a company or getting goals, but lets begin from the beginning (valid redundancy) as people work in teams and following the principle every part inside of it are equally important thus they are the people who you work WITH.
I truly believe that if leaders know their people beyond of CV work in teams would be efficient, effective, even fun creating a comfortable relationship more likely to reach goals on time and creatively. The knowledge is there but the hardest way to use it is limiting individuals just to do what they are hire for.
- Aptitude: recognise what they are good at is an advantage, what is definitively easy or not for them and is reflected in how the job is done. As not everyone was born with several innate talents or has developed at least not all of them, it worth get to know which is their comfort area and even more important in which one they are not; is responsibility of leaders support and help to improve skills. This shows respect and interest letting them notice that are valuable making an stronger group and changing attitudes
Attitude: is more than a word, I personally believe that results depend on the attitude. Some of us has a positive one or not and this is linked to emotions and feelings influenced by surroundings. The Key for me is be aware how a situation affects who you work with so well to reach you goals and gain terrain.
October 18, 2013
Boss: is not one without a project to run, people to direct objectives to reach. Nonetheless, a Leader: is not one either without all of those or been aware about the value of the human resource as a person who feels.
I had to say to be fair, sometimes a chief does not count with a good team selection which is not his/her fault but the recruitment 'team' indeed. As our brain is limited by time is impossible to have the knowledge of the universe in side of the head therefore expertise and areas in which individuals can acquire it is recognized 'luckily' through time and selected to be continually improved. Then getting the right bunch of information and qualifications for the job is a task reachable by the study of the individual.
A great team is created as an example of this exercise, every entity has been designed to do a job (put it in terms of robots just for a moment); these artefacts, certainly treat in that way for a boss, need to be programmed to do tasks and then the ordeal arise when running time comes. How would be the best way to order and receive results effectively and efficiently? if humans were machines probably with time would be solved but no.
Information allows as to have it but not to interpret it by itself, has to be analyse, measure and is power. However, it has no feelings to works in conjunction with and against it, beside consciousness and awareness that come from humans and these are the toughest part of the job and the importance to know the people that you work with.
Is not that obvious, keep happening in the 21th century and I'm afraid with the growth of technology is going to be worse!
October 17, 2013
In an organization the movement of its employees is peremptory in order to create, develop, improve or change a process, product, services or several of them; many reasons can generate this variation. whatever cause it, the effect is directly hitting on its workers and one the consequences which falls on them is the inclusion of new workers.
The new ones have to adapt as well as the others to the environment. Lets say in this case; A new leader in a team. As I said before "adapt to the environment" in this context I would say is referring Get to know where you work for. It is known that even when the best references are given about a workplace it are providing by second hand:just apart is known, therefore, have the whole picture as organizational culture in a company is mandatory, if this person is a new member as individual can fit in a wide range of ways in it depending upon the context.
the behaviour is moulded by the organisation; the shape is the results of the environment developed, supported and guided along the time by situations. These are sorted through actions which are provided or dictated by human. Having said that and knowing feelings and emotions are fundamental in life for a person to growth then is important to recognise the context to understand the organizational behaviour.
Hierarchy shows scales, absorb who does what in the company from the very beginning as well how the decision are made inside of that scale is one of the main points to get involve and solve situations. Get to know peers and how they develop and achieve their goals is an example. Which are the systems which help to have the work done and the correct way to used referring to equipment, processes, treatment, relations with clients etc. In addition, how the changes have been made or deal it is another example as well as organizational promotion and possibilities to develop new skills during those variations in horizontal, vertical or radial movements.