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13 MANAGEMENT PRACTICES THAT WASTE
TIME & MONEY (and what to do instead)
By Dr. Aubrey C. Daniels
ADI Aubrey Daniels Inter...
Want to share an ?
Click the at the bottom of each page
to tweet your favorites!
• To achieve management excellence, you need
to avoid faulty management practices
• Managing individual behavior is the an...
Oops! #1:
Employee of the Month
What’s wrong? A program meant to motivate
all employees to deliver superior performance
ca...
What’s wrong? It is proven that people fail to
reach stretch goals 90% of the time. The primary
reason: stretch goals are ...
What’s wrong? Any system that doesn't
recognize performance as it's happening misses
the opportunity to get the most and b...
What’s wrong? Your competition is outside your
organization, not inside. Publicly displaying how
employees rank based on o...
What’s wrong? Across the board perks and
benefits are examples of undeserved rewards.
Employees will do just enough and wh...
What's wrong? Pay contingencies that aren’t
closely tied to the right behaviors or
accomplishments are essentially ‘pay fo...
What’s wrong? It has become commonplace
to provide positive and constructive feedback.
While it seems efficient to do both...
What goes wrong? The sandwich practice is
a cousin of the “You did a good job, but…” and
creates a “waiting for the other ...
What’s wrong? Smart, talented people are not
in short supply. Thinking that some employees
are smarter that others is harm...
What’s wrong? The budget process is a
game: Ask for more than you need, and hope
that you get want you need. Managers who ...
What’s wrong? There is a perception in
leadership that managers who are well-liked are
not effective at producing results....
What’s wrong? The way companies downsize
is rarely effective. Terminations are typically
made in a matter-of-fact way and ...
What’s wrong? Financial considerations almost
always trump human ones in any form or
reorganization. None will be successf...
Visit our online bookstore to
purchase a copy ofOops! 13
Management Practices That
Waste Time and Money (and what
to do in...
3344 Peachtree Rd NE, Suite 1050
Atlanta, Georgia 30326
www.aubreydaniels.com
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Oops 13 Management Practices that Waste Time and Money

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Sometimes organizations miss the mark. These are 13 of the most commonly used and misguided management practices and advice on what you can do instead

Publié dans : Business, Technologie
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  • All very wise and empirically grounded observations. Great advice for managers!
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Oops 13 Management Practices that Waste Time and Money

  1. 1. 13 MANAGEMENT PRACTICES THAT WASTE TIME & MONEY (and what to do instead) By Dr. Aubrey C. Daniels ADI Aubrey Daniels International
  2. 2. Want to share an ? Click the at the bottom of each page to tweet your favorites!
  3. 3. • To achieve management excellence, you need to avoid faulty management practices • Managing individual behavior is the answer but it requires an understanding of the basic behavior- based principles that drive good performance • Here are 13 of the most commonly used and misguided management practices and what to do instead *The following is derived from Aubrey C. Daniels book, 3 © 2013 ADI Aubrey Daniels International Just Because Every Organization Uses Them, Doesn’t Make them Effective
  4. 4. Oops! #1: Employee of the Month What’s wrong? A program meant to motivate all employees to deliver superior performance can only have one monthly winner. The others are left with performances that go unrecognized—violating every known principle of effective positive reinforcement. What to do instead! Understand what you want to achieve as a result of this kind of program, and then establish an initiative based on criteria that recognizes all employees who deliver outstanding performance. 4 © 2013 ADI Aubrey Daniels International
  5. 5. What’s wrong? It is proven that people fail to reach stretch goals 90% of the time. The primary reason: stretch goals are typically set too high. What to do instead! Set many, mini-goals. To get the kind of improvement an organization needs, in both people and production, managers need to ensure that positive reinforcement is delivered for the many small achievements along the way to reaching the larger, desired goal. Oops! #2: Stretch Goals 5 © 2013 ADI Aubrey Daniels International
  6. 6. What’s wrong? Any system that doesn't recognize performance as it's happening misses the opportunity to get the most and best from employees. What to do instead! Set up an environment in which each employee knows how well he or she has done at the end of every working day. Evaluate each performer against what he or she is expected to do, not in relation to others. Oops! #3: Performance Appraisals 6 © 2013 ADI Aubrey Daniels International
  7. 7. What’s wrong? Your competition is outside your organization, not inside. Publicly displaying how employees rank based on objective measures breeds unhealthy competition and inhibits sharing and teamwork. What to do instead! Evaluate individuals and units in terms of what they need to accomplish, rather than comparing their performance to others.’ When the conditions are right, people will not only achieve at high rates but also assist others in doing the same. Oops! #4: Ranking 7 © 2013 ADI Aubrey Daniels International
  8. 8. What’s wrong? Across the board perks and benefits are examples of undeserved rewards. Employees will do just enough and when poor performers are rewarded, it is punishing to those who do a good job. What to do instead! Employees are hired to do things. Make sure all rewards and recognition are earned by active behaviors. Oops! #5: Rewarding Things a Dead Man Can Do 8 © 2013 ADI Aubrey Daniels International
  9. 9. What's wrong? Pay contingencies that aren’t closely tied to the right behaviors or accomplishments are essentially ‘pay for showing up.’ Oops! #6: Salary and Hourly Pay What to do instead! Implement a true pay-for-performance system. Abernathy's Profit-Indexed Performance Pay provides a way to increase employee pay and company profit at the same time (refer to William B. Abernathy’s The Sin of Wages). http://aubreydaniels.com/sin-wages 9 © 2013
  10. 10. What’s wrong? It has become commonplace to provide positive and constructive feedback. While it seems efficient to do both at once, the positive statement rarely has the intended effect and employees end up focusing only on the negative. What to do instead! Be clear to separate the good and the bad. Give the good first, and at a later time deliver the corrective feedback. That way the good will be valued, and the employee will be more responsive to the corrective feedback. Oops! #7: “You Did A Good Job, But…” 10 © 2013 ADI Aubrey Daniels International
  11. 11. What goes wrong? The sandwich practice is a cousin of the “You did a good job, but…” and creates a “waiting for the other shoe to drop” environment where attempts at social reinforcement are received with suspicion. What to do instead! Be direct. If behavior needs correcting, pinpoint the behavior to be stopped: Tell the person the consequences of continuing the undesirable behavior. Then discuss the behavior you want to see in its place and positively reinforce all instances of the new behavior. 11 © 2013 Oops! #8: The Sandwich ADI Aubrey Daniels International
  12. 12. What’s wrong? Smart, talented people are not in short supply. Thinking that some employees are smarter that others is harmful to all. What to do instead! Most of what we call talent is nothing more than unrecognized practice. Given the right environment, most people can become “smart and talented.” Create a culture where managers are rewarded for the number of “smart, talented people” they produce–not hire. Oops! #9: Overvaluing Smart, Talented People 12 © 2013 ADI Aubrey Daniels International
  13. 13. What’s wrong? The budget process is a game: Ask for more than you need, and hope that you get want you need. Managers who do more with less are often punished rather than positively reinforced. What to do instead! Include ways to reward those who do more with less. Extend this incentive to all employees. Properly arranged, this can create a culture of continuous right- sizing. Oops! #10: The Budget Process 13 © 2013 ADI Aubrey Daniels International
  14. 14. What’s wrong? There is a perception in leadership that managers who are well-liked are not effective at producing results. There is a correlation between ineffective managers and other operational costs: high turnover, grievances, absenteeism, training, and recruitment. What to do instead! Look for managers and leaders who get results the right way: those who understand behavior from a scientific perspective and can design systems, policies, and procedures that bring out the best in people every day. These folks are always well-liked. Oops! #11: Promoting People No One Likes 14 © 2013 ADI Aubrey Daniels International
  15. 15. What’s wrong? The way companies downsize is rarely effective. Terminations are typically made in a matter-of-fact way and remaining employees are given more work. More often than not, surviving employees spend more time looking for another job than looking for ways to be more efficient and productive. What to do instead! Get employees involved in a solution as a first step to avoiding a lay-off. If the lay-off happens anyway, be more generous than you need to with those who are downsized; that will help calm the anxieties of surviving employees. Oops! #12: Downsizing 15 © 2013 ADI Aubrey Daniels International
  16. 16. What’s wrong? Financial considerations almost always trump human ones in any form or reorganization. None will be successful without the energetic, enthusiastic behavior of all employees. Yet plans for creating such behavior are usually a mere afterthought. What to do instead! Make decisions quickly. Incorporate the best practices of both organizations into the work of the new organization. Integrate policies, management practices, and managers. Make sure that all managers know how to build positive reinforcement into all of the work of the new organization on the first day so that employees will see that it is and can trust that all will be okay. Oops! #13: Mergers, Acquisitions, and other Forms of Reorganizing 16 © 2013 ADI Aubrey Daniels International
  17. 17. Visit our online bookstore to purchase a copy ofOops! 13 Management Practices That Waste Time and Money (and what to do instead). Stay connected with Aubrey Daniels International and receive articles, blogs, and resources on business and management issues that are most important to you. http://aubreydaniels.com/store-overview http://aubreydaniels.com/stay-connected 17 © 2013 ADI Aubrey Daniels International Stay Connected and Learn More!
  18. 18. 3344 Peachtree Rd NE, Suite 1050 Atlanta, Georgia 30326 www.aubreydaniels.com

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