High Output Management
Business Management
SUMMARY
Andrew S. Grove used an output-oriented approach to management using a manufacturing model (principles). He mentions that work of all organizations is something pursued by teams and that the output of a manager is the output of the organizational units under his or her supervision or influence. The question then becomes what managers can do to increase the output of their teams. In other words, what specifically should they be doing at work, when a virtually limitless number of possible tasks call for their attention? Mr. Grove writes that, "An important component of managerial leverage is the number of subordinates a manager has
a manager whose work is largely supervisory should have six to eight subordinates; three to four are too few and ten is too many."(Grove 66) According to Grove, one-on-one communication between supervisor and employee is still absolutely essential, in fact minute by minute, and is very crucial for success. Mr. Grove writes that, "
a manager should allocate about a half day per week to each of his subordinates."(Grove 66) To give you a way to answer the question about how I accomplish this kind of communication, I introduce the concept of "managerial leverage", which measures the input of what managers do to increase the output of their teams.
There are small questions as well as big questions a manager must ask him or herself about the organization he or she is running. An example of a big question is should we advertise locally or nationally? How much attention and business could we garner from the local market? Will it be enough or will we have to advertise abroad? A good example of a small question is if he or she is managing a restraunt, what kind of items should we have on the menu? How often should we change them? You don't want to change the menu too drastically and lose your customers yet you don't want to bore them either.
High managerial productivity depends largely on choosing to perform tasks that provide high leverage. A team will perform well only if peak performance is elicited from the individuals in it. This is the third idea of the book. Can an organization use whatever it is that motivates an athlete to put out his "personal best" consistently?
Poulson, T. L., & Platt, W. J. (1996). Replacement patterns of beech and sugar maple in Warren Woods, Michigan. Ecology, 1234-1253.
The ecozone's forests are composed of 12.8% mixedwood, 2.1% deciduous, and 0.2% coniferous trees. The forest cover spans from 3 to 16%, and 40% of Ontario's rare plants are exclusive to the Carolinian forests. The Wood Poppy, Small-whorled Pogonia, Prickly Pear Cactus, and Cucumber Tree are species listed as Endangered. Wild Raspberry, Black-eyed Susans, Clover, Goldenrod, and Trilliums are widespread in forest ecosystems. Thickets and abandoned fields are h...
After reading The Four Obsessions of an Extraordinary Executive, I think that the author brings up an excellent, although rather idealistic, plan for organizing and maintaining an upper-level management team. The four "obsessions" or disciplines as they are referred to in the text, cover the entire spectrum of the ideal team. The early stages of teambuilding are covered and he explains the high level of trust and accountability that are required, even comparing it to the closeness of an actual family. He than discusses the clarity of the team, touching on aspects such as values, goals, and my favorite, competition. He stresses the immense importance of over communicating this clarity until you feel that you have "beaten a dead horse". Finally, he discusses the reinforcement of this clarity throughout every part of the human resource system. This includes the interview process when hiring workers, the periodic evaluations, and even in the dismissal stage. In this paper, I would like to focus on the discipline that I feel is most commonly overlooked, reinforcement through human relations.
In the last decade, from the Rockies to New England and the Deep South, rural and suburban areas have been beset by white-tailed deer gnawing shrubbery and crops, spreading disease and causing hundreds of thousands of auto wrecks. But the deer problem has proved even more profound, biologists say. Fast-multiplying herds are altering the ecology of forests, stripping them of native vegetation and eliminating niches for other wildlife. ' 'I don 't want to paint deer as Eastern devils, ' ' said Dr. McShea, a wildlife biologist associated with the National Zoo in Washington, ' 'but this is indicative of what happens when an ecosystem is out of whack. ' ' The damage is worse than anyone expected, he and other scientists say. Higher deer densities have affected growth, survival, and reproduction of many plant species which have aesthetic, economic or ecological value. In some cases, many species of trees have also been shown to have reduced growth as a result of high deer density (Environmental Benefits of Hunting, 1). Deer prefer certain plant species over others and frequently feed on economically valuable tree species. For example, they prefer oak and sugar maple seedlings, as well as acorns, over less palatable species like American Beech and striped maple. Thus, less marketable species are more likely to survive to maturity,
In 2012, Forbes contributor Sebastian Bailey professed, “Bad performance management costs a lot and delivers very little. In fact, when it goes wrong, he tells us, it dilutes the effect of every other people investment. Yet, when done right, the impact is significant (Bailey, 2012). We learn from Aguinis (2013), that there are dangers associated with a poorly implemented performance management systems. These include; increased turnover, wasted time and money, decreased motivation to perform, as well as damaged relationships and lowered self-esteem (p.9). The first purpose of performance management systems is to help top management achieve strategic business objectives (Aguinis, 2013). This reinforces behaviors that are consistent with the company’s cultures and goals and also plays an important role on the commitment, engagement and loyalty of company employees. Employees who have clear expectations, can align their values and vision with the company’s, understand what is expected of them and what they earn in return will have higher satisfaction and longevity within an organization.
Many old-growth forests across the landscape of northern Lower Peninsula of Michigan contain a mixture of tree species rather than a monoculture. Many researchers have put forward ideas to explain the competition and co-existence of tree species in such communities. A theory explaining competition and co-existence between two species is gap regeneration. Gap regeneration is when a gap is created upon death of a plant individual and a new individual, sometimes of the same species as died and sometimes not dependent on environmental heterogeneity, takes its place (Kenneth Lertzman). Canopy gaps during gap regeneration can be explained by either reciprocal replacement or habitat preference . In a reciprocal replacement, seedlings of one species would be found predominately under large trees ...
Pressure is placed on athletes to perform better. The fierce competitive nature of the real sports world in with the peoples excellence has caused athletes to seek alternative means to ...
Forests are basically a complex mix of living things such as animals, trees, shrubs, plants, fungi, and many more, as they cover about 40% of Canada’s land. As forests play an important role in this complex community, as we need those to survive to build shelter, food for animals, and most important is fresh air.
Perry, D. A. (1998). The Scientific Basis of Forestry, Annual Review of Ecology and System Thematic 29:435-466, Retrieved July 9, 2005 from: http://www.panda.org/about_wwf/what_we_do/policy/policy_and_events/index.cfm
CEO Johnston also has plans to bolster the company’s leadership with the best minds available and also use motivational techniques to invigorate his employees. These ideas show the character of the CEO in enhancing productivity from his work force.
Thesis: Forests provide the earth with a regulated climate, strong biodiversity, and good nutrient rich soil for plants to strive on.
The attribution theory is essential to coaching and understanding our athletes and their motivations. Throughout sports and competitive activities, individuals are determining whether the activity they are doing is a success or a failure. But the real question that needs to be asked is why are they attributing something as a success or a failure. What is guiding them to view something that can be as simple as getting out of bed in the morning as a success or failure? This paper will dive into why the attribution theory is so critical to coaching and how you can use it to guide yourself, your players, and your teams to become as successful as possible.
An individual’s contribution towards teamwork is a hidden factor towards high performance that not many people understand until they have had significant experience working with various teams. While interdependence amongst all team members is something people are familiar with, one tends to undermine the necessity and intensity of individual contributions. Hearing Professor Hutchinson’s lecture he made me realize that there is an “I” in team which motivated me further to improve my individual performance on the team (“Building Effective Teams”). Our first team deliverable was the Team Contract which encompassed all our goals, expectations and formal rules that would govern our team’s performance. After delivering our team contract, every team member had a clear understanding as to how our team would function. We had a common goal and very organic values and ideas.
It causes them to think, plan and make decisions according to the team. In the past teamwork culture has taken a backseat. However with changing times, organizations understood the importance of nurturing and promoting the culture of teamwork (p.1). In order to promote teamwork, management leaders need to clearly communicate to everyone that the expectation of exceptional work is not just an individual level but at a team level and collaboration is expected out of every team (p.2). Teams that are demonstrating teamwork should be recognized. According to Conway (n.d) “ set expectations that bonuses, rewards, or compensation will vary depending on the collaborative practices adopted and followed by each team along with the individual achievements and contribution as a team member (p.2). Management should also share the outstanding achievements with other teams and organizations, so that people feel encouraged to participate and nature the team work culture
Trees also benefit the environment. They alter the environment in which we live by moderating the climate, improving the air quality, conserving our water source and harboring wildlife. They take in energy from the sun, block the wind, and rain. Trees also control the temperature. In the vicinity of trees is cooler than that away from trees. The larger the tree, the greater the cooling, the better a person feels because they are not in the sun. Air quality is also improved through the use of trees, shrubs and turf. Leaves filter the air we breathe by removing the dust and other particles from the air.