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Answer Upon - Is Your Management System in Need of an Overhaul
IntroductionSince ages, man has quest to search for new things. His thirst for knowledge opens up various doors for new innovations. These innovations get complex with time to time and sciences add new dimensions even in textile industry.If we peep into the historic scale, it started with simple hand-woven fabric passing through handlooms, going up with the automatic looms and machinery and now stretches up to infinity with the help of technology like Nanotechnology and biotechnology.Life is getting more complex, so all things need more revolutionary changes to matc
• No merit-based pay.
• No job descriptions.
•
In advertising, the psychological effects are of greater importance than the physiological ones – i.e. as the “psychological” has the power to affect the mind generally, the latter, with the impact on the visual, is being merely registered by the eyes and absorbed as “pictorial effects”. These should first and foremost pertain exclusively to the item advertised and not, as sometimes is the case, have nothing or very little to do with, and can therefore be “ a dead loss”, in the effect it is supposed to have. Not to mention, that too many “diverse” pictures detract from the very name of
Examples of the nenkojoretsu system:
• Longevity determines a worker’s rank in the organization.
• Competence is equated with age.
• Experience counts more than expertise.
• Each spring, and with no explanation, workers receive slips of paper advising them of nearly identical raises.
• During the first 15 years with their respective company, workers receive promotions regardless of their ability.
• The best indication of high performance: Working long hours.
• Workers are never told where they stand; their performance is not measured. Workers must sense how they are doing by how they are treated in after-work drinking sessions with coworkers.
Result: Japanese payrolls are bloated with 2 million to five million under-utilized workers. Companies’ operating expenses are so high that they can no longer compete in a fast-changing world market that demands flexibility.
Of course, this is the same system that allowed Japan to rise from worst to first with respect to quality. But the system has run its course. The time has come for change. We can change too.
North American companies may not have the specific name for our “system,” but many of the characteristics are practically identical to those found in Japan. It’s not at all unusual to visit large and seemingly progressive North American companies and find compensation systems in place that are heavily based on management discretion:
• No merit-based pay.
• No job descriptions.
• N
Competition in business sectors has increased very much during the course of the 21st century. In order for businesspersons to maintain a relationship with their customers and suppliers, they are required to stay in touch with them, and sometimes visit them at different locations all over the world. They also assign employees to market their products and service on their behalf. Business travel of this nature calls for expenditure on airfare, accommodation, food and other travel related expenditure. The expenses incurred by an employee can be filed in the form of a report for the purpos
• Competence is equated with age.
• Experience counts more than expertise.
• Each spring, and with no explanation, workers receive slips of paper advising them of nearly identical raises.
• During the first 15 years with their respective company, workers receive promotions regardless of their ability.
• The best indication of high performance: Working long hours.
• Workers are never told where they stand; their performance is not measured. Workers must sense how they are doing by how they are treated in after-work drinking sessions with coworkers.
Result: Japanese payrolls are bloated with 2 million to five million under-utilized workers. Companies’ operating expenses are so high that they can no longer compete in a fast-changing world market that demands flexibility.
Of course, this is the same system that allowed Japan to rise from worst to first with respect to quality. But the system has run its course. The time has come for change. We can change too.
North American companies may not have the specific name for our “system,” but many of the characteristics are practically identical to those found in Japan. It’s not at all unusual to visit large and seemingly progressive North American companies and find compensation systems in place that are heavily based on management discretion:
• No merit-based pay.
• No job descriptions.
•
June 13, 2005 -- Jane Chen (Producer) of the Red Doors Movie stated, “The necklaces have been a huge hit. Several people have offered to buy them. They are great at parties and at screenings - the red glow looks really cool in a dark room. Everybody asks about them when they see them so it's a great entre into talking about the film”.Not only has A&R Designs worked with the promotion of the Red Doors Movie but they have worked with Tribeca Film Festival for last year’s 2004 festival awards. Red Doors tells the story of the Wongs, a bizarrely dysfunctional Chinese-American family
• Workers are never told where they stand; their performance is not measured. Workers must sense how they are doing by how they are treated in after-work drinking sessions with coworkers.
Result: Japanese payrolls are bloated with 2 million to five million under-utilized workers. Companies’ operating expenses are so high that they can no longer compete in a fast-changing world market that demands flexibility.
Of course, this is the same system that allowed Japan to rise from worst to first with respect to quality. But the system has run its course. The time has come for change. We can change too.
North American companies may not have the specific name for our “system,” but many of the characteristics are practically identical to those found in Japan. It’s not at all unusual to visit large and seemingly progressive North American companies and find compensation systems in place that are heavily based on management discretion:
• No merit-based pay.
• No job descriptions.
•
I once had a colleague that would roll his eyes at almost every idea that wasn’t his own. Additional facial expressions that complemented the eye-rolling were typically easy to spot as well: puffed cheeks then a release of air, sighs, furrowed brows, and other assorted expressions that gave everyone around the distinct impression that this individual thought he was way too smart to have to sit in meetings with the rest of us. One time someone called him out on it. The most interesting part of all of this was that he really didn’t have a clue that he was an eye-roller. He truly was
Of course, this is the same system that allowed Japan to rise from worst to first with respect to quality. But the system has run its course. The time has come for change. We can change too.
North American companies may not have the specific name for our “system,” but many of the characteristics are practically identical to those found in Japan. It’s not at all unusual to visit large and seemingly progressive North American companies and find compensation systems in place that are heavily based on management discretion:
• No merit-based pay.
• No job descriptions.
•
Canvas printing is one of the most widely used methods for publicity. Publicity and promotion methods have undergone huge changes and today business owners and people who are in the promotion business look for means that are the most innovative and have the power to reach out to a wider audience. Canvas printing is not only a wonderful publicity method, but is also just the right platform where one can display their personal art work and photographs. All one needs to do is make sure that they are dealing with the right people to get the work done efficiently. Canvas printing can be done
• No merit-based pay.
• No job descriptions.
• No measurements.
• No formal performance reviews.
• No minimum conditions of employment.
• No guidelines for overtime pay.
(In Japan, white-collar workers have been averaging 60 hours a month in overtime. Management ignored how much overtime was wasted, resulting in little additional productivity.)
Management has always been a tough job, but the most profitable firms I observe are managed by proactive men and women who are goal-oriented; they set strict standards and reward the employees who meet and exceed those standards. The most effective managers have the reputation for being tough, but fair. Employees who are just “holding on” are not tolerated.
Many of managers who are critical of our government entitlement programs are equally guilty of tolerating them within their own companies. Ask yourself these questions:
• How many of my employees who received raises this year actually deserved them?
• How many of the employees who are currently on my payroll have I given up on and should replace?
• How many of my current managers earned their promotion as a result of longevity rather than merit?
• How many of my current managers have plateaued?
Bloated payrolls will eventually lead to financial disaster in any industry. Performance standards of just five years ago are no longer adequate for most businesses to effectively compete, especially in large metro areas.<
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