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on 21-Apr-10 23:28.
Much has been written about what makes a great leader. Although we agree that successful managers must have the attributes of a great leader, by themselves these attributes are not enough. Many great leaders still do not build successful organizations.
Much has also been written about what makes a great organization. But again, poor managers can cause great organizations to lose momentum. Our concern is different. We are interested in how successful managers can achieve breakthrough performance regardless of the quality of the organizations they manage.
What we call breakthrough performance is the kind that positions nonprofits to create high levels of social impact and lasting change. Nonprofits that deliver great results over time are best positioned to survive, grow, and have an impact. Nonprofits that perform poorly, on the other hand, end up irrelevant or even as failures. And nonprofits that perform merely satisfactorily are vulnerable to shifts in the funding climate or the political environment.
on 21-Apr-10 23:06.
When the powers that be come swinging the axe towards your event or meeting, here are ten points to make so they think twice.
The arguments below are very similar to those offered by advertising professionals over the years when advertising is looked at as an unnecessary expense by the cost cutters.
These arguments take a different twist, however, since they were developed with input from meeting planners. Stand firm and you just might be able to convince the powers that be that it is still necessary to hold your meeting or event!
1. Companies that do hold meetings set themselves apart from the masses that are slashing and cutting back. They will have an edge when the economy picks up again.
2. Holding off-site meetings and conventions sends the message that ‘we' as a company are solid.
on 21-Apr-10 23:03.
To Handle Business Change, Devise Strategic and Tactical Plans
Change management can also be done once you successfully developed and devised strategic plans. Afterwards, plans don't just end up as plans, they should be realized through collective actions of employees who can be responsible in creating, designing, and implementing the created plans to cope with the changing business environment.
The Structure of Plans that Are Transformational in Nature
There are four characteristics of the structural transformational long-term plans and these are:
1. the scale or the effects caused by changes to all or most of the business enterprises
2. the magnitude which requires relevant alterations of the status quo
3. the duration which could last for months and possibly last for years
4. the strategic importance
on 21-Apr-10 23:02.
1. It improves the bottom line by reducing process cost and improving productivity and mission effectiveness.
2. A performance measurement system such as the Balanced Scorecard allows an agency to align its strategic activities to the strategic plan. It permits -- often for the first time -- real deployment and implementation of the strategy on a continuous basis. With it, an agency can get feedback needed to guide the planning efforts. Without it, an agency is 'flying blind'.
3. Measurement of process efficiency provides a rational basis for selecting what business process improvements to make first.
4. It allows managers to identify best practices in an organization and expand their usage elsewhere.
5. The visibility provided by a measurement system supports better and faster budget decisions and control of processes in the organization. This means it can reduce risk.
on 21-Apr-10 23:00.
Risk Management is the process of measuring, or assessing risk and developing strategies to manage it. Strategies include transferring the risk to another party, avoiding the risk, reducing the negative effect of the risk, and accepting some or all of the consequences of a particular risk. Traditional risk management focuses on risks stemming from physical or legal causes.
Financial risk management, on the other hand, focuses on risks that can be managed using traded financial instruments. Regardless of the type of risk management, all large corporations have risk management teams and small groups and corporations practice informal, if not formal, risk management.
An ideal risk management starts with establishing the context, inclusive of the identity and objectives of stakeholders, the basis upon which risks will be evaluated and defining a framework for the process, and agenda for identification and analysis. The next step in the process is to identify potential risks-events that, when triggered, cause problems.
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