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Post by meganbahm91 on Jul 29, 2013 10:51:16 GMT -6
Do not rush your employees. If you have great employees you want and need to keep them. Give them time to do what they do great. Do not rush or micromanage them, because this can cause stress in the company. Stress in the company will make employees find a new place to work and can also harm your company. The employees will not care about the work they are producing therefore your product will start to get a terrible name for itself.
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Post by robertnicholson on Jul 29, 2013 11:56:26 GMT -6
I agree with what Dolgin is doing at YES network because it’s right that he wants to eliminate the hierarchy of managers because that gives employees the opportunity to do what they’re best at and does not put them under the pressure of going after a promotion. They will be able to focus more on what they’re doing right now instead of what will happen in the future.
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Post by ahrield on Jul 29, 2013 13:43:46 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
As a leader you should know your employees strengths and weaknesses. You should get to know what they're good at and what they're not so that you not giving them too much to handle. As a leader you should know if they are ready to be promoted or not. Find something that they are good at focus on it and let them work through it.
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Post by stephaniemeyer on Oct 19, 2013 18:44:50 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
Dolgin's article made me think of my dad. He's been a mechanic for years now and was employed by an auto care company for the majority of those years. He loved his job as head mechanic and turned down offers to move into management several. One day, though, his managers informed him that he'd HAVE to accept the position of manager the next time they offered it to him or he'd never be offered it again. He began to think this was their way of telling him he HAD to move up----even though he loved and was great at what he did. So, he took the position the next time it was offered, against his better judgment, and learned within a year that it was not for him. He hated having to answer the phones with a script, dealing with irate customers on a regular basis, and having to "sell" products and services. As a mechanic, he was excellent at trouble shooting and repairing and had others inside the shop to do all of what he considered the "dirty work." Needless to say, he was eventually demoted and moved back into his previous top mechanic position, doing what he loved doing again. If his employers would have taken Dolgin's advice, they would have left him in the position he excelled at and saved several people the disappointment and aggravation that came with their decision.
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Post by brentgruber on Oct 22, 2013 10:47:04 GMT -6
This is definitly an interesting article. The last part was a little confusing however. It is certainly an innovative idea to remove the managerial hierarchy and place people in positions in which they will continue to excell. One has to wonder how this could potentially help or harm the company. Would the company be able to function without the traditional managerial hierarchy in place? Hopefully, the fact that people are great at what they do would help propel the company into the position it needs to be in without the traditional manager supervision. This is a very cool concept.
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Post by chrmichall on Oct 24, 2013 13:40:04 GMT -6
Instant MBA: Give Your Employees More Time To Do What They're Acutually Good At
Most managers are paying so much attention to the people below them that their job doesn't get done. This link talks about choosing managers that are effective in their position in order for your organization to be a good competitor. You have to pay close attention to the people you put in manager position to make sure that they are not just managing. If they are doing just that by itself they are not being as productive as you would like.
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Post by heatherlaurent on Oct 29, 2013 16:36:47 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
Every person has a specific niche that they are good at. companies need to make sure that employees are able to do what they are good at. By doing this, it allows them to perfect this job before being promoted. At Sonic, managers must be able to work every position. This is in the case that someone calls in, the manager can take that person's position. They need to have time to learn, understand, and most importantly EXECUTE the job well before they move forward to the next position in the hierarchy.
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Post by lana.guay on Nov 7, 2013 17:43:07 GMT -6
There are employees who may work well for years, achieve a higher status, then lose focus and cut back on their work. Some workers do this because they believe they can get away with it since they have a higher position. Also, I think that promotion to a higher position may not always be the answer to rewarding an exceptional worker. Sometimes, workers may be content with the position that they're in. If they feel under too much pressure to "move up," they may not perform the new tasks to the best of their ability.
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Post by ernestmajoue on Nov 7, 2013 18:38:15 GMT -6
This article could relate to like how football players who are underpaid then produce a Super Bowl Championship and get a huge contract with lots of money. The player then does not produce much after the fact. This same thing can happen in the business world. A big time manager can bring a company to high levels than plateau out. Sometimes the managers try to overcompensate and end up losing more money than the investment was worth.
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Post by w0384905 on Nov 7, 2013 22:19:46 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
Let your employees do what they are actually good at and give them the time to do it. You never what you pressure your employees or make them do something they are not good at. I would make sure my employees are good at what they are doing and happy with what they are doing. A happy employee makes for a productive worker.
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Post by natjohnson90 on Nov 8, 2013 11:30:49 GMT -6
Tracy Dolgin is basically saying in this article is to let your employees focus on the things that employee is go at doing instead of something they don't fill comfortable doing. Hire employees who are passionate about what they are doing, and I agree with Tracy Dolgin.
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Post by dipanjali1 on Nov 8, 2013 20:54:16 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
There is no perfect answer when it comes to management. If a system worked for a company doesn't mean it will work for others. According Tracy Dorgin, letting people do what they are best and passionate about worked for her company but it is not necessarily a perfect recipe for success. For some company cross training can be useful so employees can do multitasking and look at a problem from multiple perspective. Cross training or giving multiple roles gives the employees opportunity to learn new skills. Stacy's company is not letting her staff an opportunity to explore the qualities or passion.
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Post by katiebourgeois on Nov 9, 2013 16:11:19 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
I have never thought about promotions in this way before. I think it is a great idea though. Removing the hierarchical system of managers, and giving people the chance to show their strengths in a position they are good at, can benefit a company tremendously. If you take the time to get to know what your employees are good at and placing them in a position that works well with their strengths means that they will be more motivated to want to work because they will like their job.
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Post by tyancey on Nov 9, 2013 17:47:14 GMT -6
INSTANT MBA: Give Your Employees More Time To Do What They're Actually Good At
Sometimes when you promote someone they lose their passion for their job because they are no longer doing what they enjoy doing. Managers need to make sure that they are allowing their managers to execute and actually do jobs they love and are good at and not just manager others that are doing those jobs. Sometimes promoting someone can mean taking them away from a job they love, but maybe it should be that they get to do more things that they love instead of things they are not interested in.
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Post by Holland Bussell on Nov 9, 2013 21:48:40 GMT -6
Dolgin has a smart approach towards how he runs his company. Instead of hiring people to just manage his company he's bringing in people who execute their assignments to the fullest. Instead of just having the people who make sure you're doing your job right he's enlisting people who are going to get the work done then and there. Definitely a smarter point of view opposed to those who are getting paid to tell others what to do, but actually lack the skills to be able to perform a job.
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