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Hawala, or the Bank that Never Was
In the wake of the September 11 terrorist attacks on the USA, attention was drawn to the age-old, secretive, and globe-spanning banking system developed in Asia and known as "Hawala" (to change, in Arabic).
I. OVERVIEW
In the wake...
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Structured Settlement – Guaranteed Income for those with Disabilities
Up until twenty years ago, anyone who won a lawsuit as a result of a claim involving worker’s compensation, wrongful death or accident had to accept a lump sum payment as their compensation. The payment would be intended to be invested, with the...
Utah, the Nation’s Bankruptcy Capital
Congress recently passed the Bankruptcy Abuse Prevention and Consumer Protection Act, designed to minimize frivolous bankruptcy filings and to require debtors to repay some of their debt. Once it takes effect in October, 2005, the law will make it...
Website Promotion – Where to Get Ideas for Writing Articles
Some six weeks ago, I began writing and submitting articles to free content sites in order to promote the six commercial Websites I own. The results have been both swift and dramatic, and the number of links from external Websites to my own...
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Measure It First, Then You Can Manage It
If you can’t measure it, you can’t manage it. Companies may be able to survive for a while if managers aren’t using data to make decisions, but they will eventually see their demise; likely sooner than later. Those companies to benchmark off are the ones who are not only surviving, but thriving! Pick your favorite phrase: TQM, Process Management, Quality Circles, Improvement Teams, Standards and Measurement departments or any other title you prefer. The function is the same. Look at baseline data – percentages, dollars, hours, quantities – and continuously monitor the performance.
There should not be any task that a supervisor or staff members perform that cannot be measured. If you can’t measure it, you can’t manage it. Take a fast food restaurant for example. There are a plethora of areas that can be measured such as days without an accident, customer wait time in line, length of time burgers are in the warmer, amount of money off in the drawers, customer complaints, etc. Graph it out and keep a spread sheet of your figures. Clearly you’re looking for improvement. If there was a decline, brainstorm, find the root cause and then fix the
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problem.
The process is the same no matter what industry you’re managing. Whether you manufacture widgets, if you are the CEO of an internet marketing firm or if you sell cookies, take a look at all the steps involved in day to day operations. Assign values to the process. Set goals. Review the results on a daily, weekly or monthly basis. Remember, if you can’t measure it, you can’t mange it. Charts and graphs are an excellent tool to visually remind you of where you have been and where you plan to go.
In the midst of measuring your subordinates’ performance, don’t neglect to measure and manage your own operations. Don’t think for a minute that your boss isn’t looking at your performance. And if you’re the top dog, you had better be managing yourself well, or you will never succeed at managing others
About the Author
James Louis writes about things that impact our society. His years of experience in finance prompts him to write about and share his insights about different aspects of the financial world. One of those insightful subjects is Structured Settlements. For more information visit his Structured Settlement site.
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