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Post by David Wyld on May 27, 2013 21:58:56 GMT -6
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Post by franklinvazquez on Jun 29, 2013 9:36:55 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
This article makes a good point. Promoting employees too fast does not give them the opportunity to gain more skills and be better prepared for future managerial jobs. However, I believe everyone needs to advance in their careers, and promotions are a good sign of growth. But the key to experience real growth is to move forward at the right time; rushing might put employees in positions they are not ready for yet. Also, I disagree with the CEO of YES to some extent because although efficient executors are essential for a company to operate efficiently, these talented people should be given opportunities to develop managerial skills, so they can actually learn how to manage their own businesses.
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Post by elvia on Jul 10, 2013 13:41:10 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
If employees are given more time to do what they are good at instead of being promoted quickly because they are so good at what they do, I believe managers will find this to be more beneficial to their company. If you have someone who is doing a great job executing a certain function in your company why promote that person to manager status? As a manager they will no longer be executing that function because they are now managing. What happens when there is no one else to execute this function as effectively as they did? Instead of having a bunch of managers running around managing, I think a company would benefit more if they have more employees executing functions they are actually good at.
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Post by jalesianelson on Jul 13, 2013 6:58:51 GMT -6
Instant MBA: Give Your Employees More Time To Do What They’re Actually Good At
Promoting employees to fast doesn’t give them time to gain the experience necessary to do the position they were promoted to. I understand that promotion from within is a good sign, but is it really good for business? As a CEO, do you really want to promote someone to a manager position and he/she doesn’t have what it take to fulfill those managerial duties? Sometimes the best thing for growth is time. Once they’ve proved that they can fill the shoes of manager without becoming overwhelmed with the duties, and then promotion should be the next step. Being promoted should be a work-in-process instead of ‘given’ because eventually those same managers will branch out and open their own business one day.
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Post by mda1287 on Jul 13, 2013 16:14:56 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
It is better to harness your employee's skills and keep them doing effective work rather than have them do work which slows them down. If a register associate is better with ringing up people and signing them up for charge cards and then put them on the floor to where they take forever to clean up a fitting room, you should keep them on the register. It will hinder the stores scores and the performance of all employees. It will be good to cross train them, but keep them working where they are most effective.
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Post by maryhilse12 on Jul 14, 2013 9:22:04 GMT -6
INSTANT MBA: Reevaluate Your Career Every 18 Months
This is something I need to do. I never thought to reevaluate my career. It's my comfort zone, I admit. When it's all you know, it's scary to look outside of it. It one reason I'm getting my bachelor's degree. It will give me the confidence to pursue other opportunities outside my comfort zone. I feel that my work habits and experience have gotten me this far, my degree is my internal approval to move on. Reevaluate your career every 18 months is good advice. It's gives you a reality check on what your doing and where you want to go. Don't be afraid to move to the other side of the grass.
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Post by scotthunt13 on Jul 14, 2013 14:39:29 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
This is an interesting approach to business but I do agree with it. Let employees stay and keep doing what they are really good at rather than trying to move them around just to get extra work out of them. This happens at my current job. People who have been doing one job for a long time and are actually good at it are suddenly thrown into another part of the store and it not only slows them down because they're unfamiliar with it, but it also slows down the other people in that department because now they have to deal with someone who doesn't know what they're doing.
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Post by anthonytaormina on Jul 15, 2013 8:53:58 GMT -6
Alt link 73: INSTANT MBA: Reevaluate Your Career Every 18 Months
You should never stop looking for a better job, whether it be with-in your current company or at another firm entirely. New jobs don't come along all that often, so before you go searching give the current company you are at a chance. 18 months is a good time frame to focus on your current job before looking at other prospects. It gives you time to master your job, get to know the people who work around you, and find out if you want to stay on at that company.
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Post by harrisonrainwater on Jul 15, 2013 19:39:50 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
I believe this goes hand in hand with finding the right kind of team to make your company successful. As a manager you must be able to distinguish the people who want to join your organization who are passionate about what they do and do a good job at it as well. Give your employees the opportunity to do their best in the part of your company that suites them right.
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Post by campbell22 on Jul 16, 2013 11:55:11 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At I agree with what was said in this article. When an employee is doing great at what he does then the company promotes him because of his work in that area. When promoted continuously, the manager or executive now doesn’t even do that job that the company promoted him for in the first place but instead is managing. With this promoted employee not doing the job he was good at anymore and now is struggling to manage, the company weakens and probably will end up replacing him with someone who can manage better. Companies should let employees continue to do what they do best, even after being promoted, if the company wants to keep their success.
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Post by kylekling on Jul 16, 2013 12:14:40 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
Promoting someone just because they have been there longer is not always the best idea. Those people are good at what they do and they should be kept doing that. Making someone who enjoys and is great with working on computers is most likely not going to want to be the one managing. You must keep your best people where they are best at. Take away the typical managerial positions and let them manage themselves while they continue to do their jobs. It will make the employees happy and make your business work better.
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Post by jacobthompson on Jul 16, 2013 13:26:14 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
While I agree with this article, I think the Peter Principle would not work for all businesses. However, when it is applicable, I believe that it could potentially lead to an extremely positive work environment. By not having managers, there would not be any unintentional pressure, stimulating overall work performance by the employees. Again, while this may extremely difficult to do in some cases, allowing employees to work at what they’re good at certainly would benefit the company.
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Post by Deleted on Jul 16, 2013 18:05:48 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
Employees are just that: employees. They are not miracle workers. Everyone is good at whatever they are passionate about and every one have different things that drive them. Fore example, at work, I am a manager over "operation excellence." This entitles that everything is clean, hot food goes out hot, cold food goes out cold, produce is fresh, truck ordering is done on time, we receive the items that we care for, and above all, employees are kept busy doing their job. Now being a manager is what I have always wanted, but lately I have become a babysitter. I am not allowed to encourage employees with food or incentives because they are not producing enough sales. The turn around is that employees are no longer motivated and sales keep plummeting. I am good at motivating people, but people are not motivated without incentives.
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Post by blaine on Jul 17, 2013 19:48:15 GMT -6
This article talks about hiring dedicated and passionate employees who are very good at what they do. This is a reoccurring them that has appeared in several articles. I think that this goes to show how critical it is to hire employees that bring essential skills to your company that are needed for your company to perform at its best ability. When you have a great team, you can eliminate the need to manage your employees as much. This also allows for leaders to focus on the growth and development of the business.
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Post by jeff on Jul 18, 2013 19:54:30 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
There is definitely a danger in promoting people. When a person is new and trying to prove himself, he is doing literally everything and more in his power to make himself be noticed and noted. As he gets promoted, he becomes more and more high in the system, which means he has to prove himself to less and less people. Before you know it, he is the top of his branch with only one person above him, and he literally does nothing but the absolute bare minimum required to get the paycheck every month. Dolgin has a good system. Without a hierarchy to climb, everyone is more focused on actually doing their job. Plus, you have the best people working in the best spot for them, and working for something besides the next wrung of the ladder.
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